The Art of Managing IT

THE ART OF (MANAGING) IT
By
Christopher O’Kennon

Over two thousand years have passed since Sun Tzu wrote “The Art of War,” arguably the war-monger’s bible. Sun Tzu wrote down simple strategic truths in order to clearly define how war must be fought if it is to be won. Because, as we all know, even the most obvious of strategies can be overlooked. Especially if they’re written in Chinese.
Sun Tzu’s observations were so practical that extrapolations have been used for everything from managing employees to opening flower shops. He was, after all, stating the obvious. As I read through the Art of War, I began to realize another area where Sun Tzu’s work could be applied: Managing an Information Technology shop. It may not be exactly the same as waging war on the Huns, but given enough Mountain Dew, it’s mighty darn close.
So, with a nod to Sun Tzu, here are my equally obvious observations on managing IT in just about any business or government agency. Except I’m not writing it in Chinese. Feel free to translate.
Sun Tzu said:
“There are six situations that cause an army to fail. They are: flight, insubordination, fall, collapse, disorganization, and rout. None of these disasters can be attributed to natural and geographic causes, but to the fault of the general.”
An IT shop, just like an army, needs a good and functional command system. It takes more than having talented employees, it requires leadership that is able to pony up to the bar and get the job done. Slapping a title on someone and thrusting them into fire is no more effective in leading employees than it is in leading battle. A leader must know how to lead.
Sun Tzu addresses these points, of course, and so will I.
Decentralization People have the authority needed to achieve objectives, except for that which is expressly forbidden. This reduces the need for micromanagement and complex control structures, and frees the time of managers at all levels. Every leader commands his own unit, and every employee knows where his orders are coming from. This is especially important in this day and age, with terrorism and homeland security so much in sight. Take out the head and the body falls, take out the body and the head falls. This is the biggest vulnerability to the trend to centralize IT to the nth degree. A single point of failure that can cripple a state or a business. Spread it out, and it becomes more than the sum of its parts.
Freedom
Freedom to function must be delegated through the entire chain of command. Often the breakdown comes in the middle manager level, as middle managers become obsessed with their own feelings of power, and refuse to allow freedom to their subordinates. This isn’t to say middle managers should be removed, although at budget crunch time this is often tempting. Just make sure the middle managers are as well trained as other employees and familiar with what is expected of them.
Information Processing
When senior managers give up control, they must also give up a certain degree of information flow. If they insist on knowing every bit of information available, subordinates will be too busy creating reports to properly get anything done. Senior management’s job is not to approve the use of every nail and each line of code, but to enhance the speed of the work.
Stability
People relationships and informal systems give stability to the structure of the command system. Despite their faults, “good ol’ boy networks” and “back room bargaining” exist for a reason; they work. Not to say you should standardize your business model around these systems, but water cooler discussions often instill a sense of tradition, continuity, and permanence in the workplace. In IT shops where many employees are the equivalent of migrant labor, such stable foundations are important. Which leads to the next point, mutual trust.
Mutual Trust
Long-standing relationships create strong mutual trust. The Human Resource system that brings in new employees should be designed to create familiarity and bonding which is so important in mutual trust. Just as in war, in an IT shop – or any business – you want the person watching your back to be someone you trust to do the job.
A Willingness to Assume Responsibility
A decentralized command system leaves much to the discretion of the individual managers, and puts responsibility equally on their shoulders. Authority must be delegated. This not only serves to make a more flexible organization, but it allows employees throughout the command structure to experience ownership of their departments or units. Such ownership creates loyalty that money can not buy. Or at least not cheaply.
The Right and Duty of Subordinate Commanders to Make Decisions and Carry Them Out
Managers at all levels must be able to utilize their resources in whatever manner they feel is appropriate to achieve their objectives. If they must continuously worry about covering their butts or getting approval for every aspect of every duty, the system will rapidly become clogged with paperwork and doubt. A general can’t be on every battlefield, and a senior manager can’t have his hands in every piece of code and every minor problem.
Expect the Unpredictable
Expect that plans will fail, preparations will break down, scope will creep, and when you least expect it your primary and redundant systems will become engorged with grasshoppers. As the t-shirt says, “Expletive Happens.” Don’t try to overcome confusion by pausing to regroup after each breakdown. Instead keep everyone marching in the right direction. A properly trained team will land on their feet, even if they have to get there from their backs.
Training
Every manager manages the training of his or her employees. The manager doesn’t have to personally train, but they have to ensure that training is taking place. The better trained, the more likely an employee is to remain upright when adversity slams into them. Like any group of professionals, IT employees are constantly learning new things in their fields. They enjoy the challenge. If you, as a manager, can ensure them that they will receive the training they need and want, they will be far less likely to desert for a tastier position.

The choice is yours. You can manage your IT shop like a well-trained wall of marching power, or like a third grade field-trip to a candy factory. Just don’t say you weren’t warned; you were. Over two thousand years ago.


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