Personnel in Technology the Objective

Personnel in Technology

The objective of this work is to research and examine precisely what it takes to build an effective technology support team. Address such issues as personalities and how they can affect relationships within and without the technical staff.

FUNDAMENTAL REQUIREMENTS of TECH-SUPPORT TEAM

"Building Effective Support Teams: Client Confidence through Intelligent Support" relates that the "support process is critical to a system's ultimate success. After the developers build and implement an application, it is the Production Support analysts' responsibility to keep the system running smoothly. The success, with which these professionals respond to inquiries and resolve the underlying problems, directly increases the application's productivity and builds client confidence." (Strategic Systems Solution, 2002) Key principles of a successful strategic systems support model include the: (1) response; (2) determination; and (3) resolution. In order that these primary concerns be addressed by the technology support team it is critical that the team be a cohesive and collaborative workforce ensuring quick response and resolution to any problems or concerns of the customer. It is critical that the technology support team be aligned with the customer in four ways: (1) providing support analysts with client telephone numbers; (2) giving support analysts client email addresses; (3) the support team uses the client's tools and (4) obtaining access to relevant client systems. (Strategic Systems Solution, 2002) the technology support team must be scheduled in a manner that mitigates risks and there are various recommendations for how this might be accomplished. Scheduling is one are that will have to be strategically analyzed and accomplished through cooperation and collaboration among team members in making sure that while they are allowed necessary "lunch and comfort breaks, transport delays and health and safety requirements..." that at the same time the customer is covered. Stated to be an optimum schedule for a team of three is the following chart which has explanations just following the chart.

Total number of analysts available for support (based on a shift team of 3)

Holidays, Sickness, Training, etc., are factored in Source: Strategic Systems Solution, 2002

50% of the time (the shift team is down to 2 analysts)

15% of the time (the team will rely on just one member of staff)

There is a small percentage risk of no-one being available (3%)

Only one third of the time will there be a full complement of staff.

The technology support team must necessarily be willing to work together within the framework of the scheduling needs of the team and must be willing to do so in a cooperative and collaborative manner in order that the team be an effective team.

II. BASIC PRINCIPLES MAINTAINED

It is critically necessary that the team, "when numerous support issues arise" understand that only one team-member will act as liaison to the client while other team-members will act in the capacity of problem-solvers. While the liaison to the client "keeps the users up-to-date and manages their expectations with regards to progress on their issue and expected resolution times..." (Strategic Systems Solution, 2002) it is necessary that the technology support team be both 'proactive and reactive'. Proactive support activities include: (1) application monitoring; (2) small fixes of production software; (3) transition plans for new or modified software; (4) preventative maintenance; (5) status reporting; and (6) other activities identified by the client or the support team leader.

III. SOLID TEAM STRUCTURE

Another complication can arise from the team providing global support across multiple time-zones. A solid team structure is held to be as shown in the following figure labeled Figure 2.

Solid Team Structure

Source: Strategic Systems Solution, 2002

IV. MAKING the RIGHT CHOICE in TEAM-MEMBERS

It is critically important that all individuals chosen as team-members for the technology support team "are highly motivated, flexible and...possess the initiative to work on their own." (Strategic Systems Solution, 2002; p.11) Not only should members of the team be able to make a contribution that is positive to the team and its mission but further these individuals should be of the nature that they enjoy on-the-job learning. The ability of these individuals to work within the team environment is critically important as well as is their ability to "communicate effectively with staff and managers at a variety of levels within the client organization." (Strategic Systems Solution, 2002; p.12) This will make a requirement of verbal and written communication skills "as much of the team's business is conducted using email and telephone communications. " (Strategic Systems Solution, 2002; p.13)

V. The EFFECTIVE it TEAM

The work of Moreira (2003) entitled: "Building an Effective it Team Step-by-Step" relates that there are generally three roles the team leader plays within the it department: (1) driver (drives the actions and processes that promote team building); (2) model (shaping behavior and performance to reflect the expectations set for the team); and (3) coach (acting as a mentor and tutor to help team members improve their performance. (Moreira, 2003) Four primary steps the team manager must take in getting the team off to the right start include: (1) getting to know team members; (2) making clear identification of the roles and responsibilities of all team members; (3) establishing the team's goals; and (4) learning to operate as a team. (Moreira, 2003)