The Y2k effort is like an Iceberg. The IT problem, like the portion of the Iceberg above the Waterline, is perceived as the entire problem. This a fallacy. The Y2k issue goes far beyond this, the business issues can be thought of as the hidden "Underwater" portion of the Iceberg, potentially far bigger than the IT problem. The Iceberg
The Titanic sank because it hit the underwater portion of the iceberg.
The PROFILE
However consider the PROFILE of people we actually NEED for Y2k:HINT: it is NOT a technical profile.
- BUSINESS SKILLS We need People who know the Business. They need to be able to climb into the systems and procedures and uncover the flaws. - CLERICAL SKILLS Y2k results in a mound of paperwork. Essential Tool Skills such as Wordprocessing, Spreadsheets etc can be taught. - ACCURACY AND COMMUNICATIONS SKILLS We need people who can perform repetitive, boring tasks with accuracy and speed. - ADMINISTRATIVE SKILLS We need Project Managers and Administrators.
TESTING CONSIDERATIONS
We know that Testing represents 50% to 75% of the Y2k Task.Who have more Motivation to make sure that the bugs are eliminated than the people who are going to Use the Systems after 2000.
Would you trust anybody else to test a system that you use every day?
So Where does the Responsibility Lie?
With The End User. This is after all a Business Problem
AN APPROACH
We need a Multi-disciplinary Approach to Staffing for the Y2k Problem.Here is a suggestion for a Y2k Staffing Model.
Y2k Skills Structure
PROFILES:
TITLE: Y2k Project Leader
- Full-time position - Must have In-Depth Knowledge of Business - Good Project Management Skills - Negotiation Skills - An Understudied position > Cannot afford to lose during project. Good compromise is one Business, One technical > Usually has IT background
TITLE: Architect
- Not necessarily a permanent position - Typically external Consultant - Requires in-depth Y2k skills - Responsible for: > Design of Master Plan > Training of Project Leaders > Presentation of Problem at High Level > Technical Advice & Leadership
TITLE: Business Mentor
- Coopted Internally - Senior Position - Knows business and has influence within Organisation - Negotiation skills - Responsible for Business Aspects of Project: > Customers and Vendors > Infrastructure > Contingency fallbacks > Risk Management
TITLE: Technical Mentor
- Senior IT person - In-depth Knowledge of Existing Systems - High level of technical expertise - Responsible for Technical Feasibility > Verification process > Risk Management
TITLE: Team Member
- Programmers or Business People coopted internally - Practical experience - Return to Business at end of Project
TITLE: Team Assistant
- Clerical people coopted internally - Have knowledge of business - Can be taught basic Skills e.g. Excel, Access etc - Return to Business at end of Project
TITLE: Trainee
- Junior staff coopted or New Hire - Clerical Skills - Require Training in Specific Project related skills - Absorbed into Business at end of Project
TEAM SIZE
This model assumes a maximum Team Size.The crucial proportion for team size is 1:3
Obviously multiple teams can report to the same person but when actually doing work on a subproject task no more than 3 people should be involved.
This rationale is adapted from a very successful IBM concept from the 70's.
TRAINING
The logical succession to this model is to examine Y2k Training.- Nobody has done this before
- Specific Y2k training required for all Participants
- Board and Senior Management also need "Training" to alert them to the risks and realities of Y2k
- "Tailor-made" task specific training for individuals
And most importantly, Training must be Designed
There is already a source for Introductory Y2k Material
Laragh Courseware Year 2000: Training for Non-IS Managers email: terrylu@laragh.com http://www.laragh.com/But as individual organisations, we still need to Design and Implement specific training for:
- Project Team - Technical Team - Rest of Organisation - Top Management
