|

|
Re-Inventing Staff Augmentation
with Managed Services
Evolve your thinking about IT
staffing
by
Ian D. Sutcliffe, President, Champion Services
There’s
an interesting little secret about telethons. If no one is calling while the
cameras are on the people staffing the phone banks, TV producers sometimes pipe
in sounds of phones ringing. The people working the phones then pretend to be
taking calls.
Why?
It creates the illusion of other people calling. They know that — as a viewer
— you don’t want to feel like you’re the only person calling to donate or ask
a question.

|
|
Building the IT staff you need
Bill Koch |
The
reality of the workplace is that you try to build a team for the projects you
think you will have. Unless you have psychic abilities, you can’t predict what
projects and emergencies will come down the road.
How
do you staff for the unknown? Without the proper resources, you don’t. This
issue’s
feature article shows a new model of IT staffing — staff augmentation —
that allows you to focus on your core business while a qualified vendor
provides the IT staff you need for any project or emergency. It’s a new way of
building your IT team that will save you money and headaches.
Last
month, we asked how you can retain your best people and decrease turnover
rates.
Your responses show that money and perks do not always keep
employees on your team.
This
month, we ask how you deal with managing a project where you’re in over your
head. Do you admit your weaknesses or put on a brave front?
We need your best
advice.
We welcome your involvement, so please provide your
best advice to business dilemmas posed by our readers or present a problem
you’re currently facing. Real experience from the field helps everyone succeed.
Please let me know
how successful we are at including articles that are
relevant to your professional life by taking a 1-minute reader survey, and you
could win an iPod Shuffle.
If you would like to unsubscribe to this newsletter, click on link at bottom.
|
|
|
| BEA AquaLogic User
Interaction |
|
● |
Improve productivity by providing fingertip access to the information
and systems users need |
|
● |
Improve processes by bridging teams and workgroups |
|
● |
Deploy applications faster by reusing services across many applications |
|
More information
|
|
|
IBM
Education Pack
Special Offer
Save twice on training
Details (PDF)
|
|
|
|
Complete our 1-minute reader survey and you could win
an iPod Shuffle. |
|
|
|
Microsoft SQL Server Licenses |
|
ASSOCIATIONS, AFFILIATIONS, USER GROUPS & FORUMS |
|  |
 |
 |
|

BEA
AquaLogic User Interaction: Putting a face to Service-Oriented Architecture
(SOA)
SOA,
with all its transformative promise, is little without the interaction of the
users it is designed to support. BEA AquaLogic User Interaction is a new,
integrated family of products used to create enterprise portals, collaborative
communities and composite applications, all built on a Service Infrastructure.
Attend this 1-hour Webinar and discover how BEA AquaLogic User Interaction can
bring together information and services from any system in order to serve the
true needs of business users.
Thursday, February 16, 2006 from 2:00 PM to 3:00 PM EDT
 |
for this 1-hour
complimentary Webinar. Attend and you
may win an iPod Nano. |
|
|
Last Issue's Dilemma
Help! I’m losing my people!
I’ve been a director with the
same company for five years now. In that time, at least 50 percent of my staff has
turned over at least once. The cycle is: hire someone with little experience,
provide training and then lose him or her to a larger company that can offer more money. I,
myself, have had offers, but choose to stay with this company out of a sense of
loyalty for the opportunities and training they’ve provided. I guess I feel a
sense of loyalty.
How do I develop loyalty
within my staff and make staying here more attractive than moving on? We don’t
have the same resources as larger companies, so pay increases or large bonuses
are not an option.
—
Looking for Loyalty,
company withheld
It's more than just perks or money. Our readers provide some great ideas.
Read the best advice from readers
|
|
This Issue's Dilemma
Am I in over my head?
I
have just been handed a huge project for my company’s IT department. It’s a
front-burner project that will be closely watched by sales, marketing and
almost everyone else.
To
be honest, I’m in over my head. I know I could do this job easily if I didn’t
feel like every executive’s eyes were on me. The project is out of my area of
specialty, but I have a team of highly motivated and well-skilled IT
professionals at my disposal. I have led teams through projects as big as this,
but I have never led a project that will receive so much scrutiny and be the
focus of such high expectations from others.
Should
I be up front with my team and tell them that I will lean on them to help me
guide the project, at least at the initial stages? Or should I show no fear and
be a firm leader from the start? How much should I rely on my team when I’m in
unfamiliar territory?
This
is a huge opportunity for me.
I’d appreciate any advice.
—
Gary S., Project Manager
Can You Help?
|
|




|
MICROSOFT EXCHANGE HOSTING |
|
|

|
"The professional staff at InternetVIZ
helped us evolve The Champion Advisor into a timely, relevant publication."
- Chris Pyle, CEO, Champion Solutions Group |
Published by
InternetVIZ
Copyright © 2006 InternetVIZ. All rights reserved.
|
|
|
|
Champion Solutions Group
791 Park of Commerce Blvd. Suite 200 Boca Raton, FL. 33487 |
| |