How To Completely Undo Your IT Management

Truly this is not an article on how to dismantle the technical support mechanism at your school. It is however, a recounting of actual experiences – some of them unpleasant – that you should avoid; that is if you wish to have a better technical management support mechanism in place.

Although it is less painful to consider other’s mistakes, making them yourself has a silver lining. Your mistakes can always be used to point out a bad example, which can be instructive …. to others.

 Here are five of the most common self-defeating behaviors we have seen while managing charter schools:

1.       Paying for advice, then completely ignoring it
2.       Allowing everyone to develop their own agenda
3.       Making significant technology related expenses without involving IT
4.       Expecting short turnaround times for complex projects
5.       Assuming IT management grasps the political and leadership challenges in your school

Paying an expert for advice, then completely ignoring it

Several years ago a generous benefactor came to the religious community where we rented facilities for a small K-4 charter school. He had a terminal condition and was offering a generous gift of money to buy computers for both the school and the religious community (they had educational activities during the week).  I was asked to advise them about the best use of this generosity.

After considering the budget, the stated educational objectives, the current infrastructure, and the cost of managing the resources going forward; we proposed a solution to buy 20 laptop PC’s.   They would integrate seamlessly into the existing infrastructure at the school and add to the collection of PC’s currently used to form a full computer lab.

Unfortunately, at the same meeting, was an individual who had much greater influence with the kindly old gentleman, who was an unflinching MAC user; who, without any of the above mentioned considerations, persuaded the benefactor in the direction of using Apple Macs instead.

Please don’t misunderstand, I liked the MAC’s just fine, but given all of the other considerations it was not a good choice. Three months later I was asked to purchase software for the school/congregation to turn these perfectly good MAC’s into PC’s so they could be used with the existing systems and processes the rests of the school was using.

Presumably you have a relationship with a trusted technology consultant as part of your IT management. If that is not the case, you might consider making some changes. And when you seek advice, carefully consider completely ignoring it.

Allowing everyone to develop their own agenda

Want to stimulate creativity by engaging all levels of your staff in a brainstorming exercise of new ideas? Watch out! If you do this without a mechanism to vet those ideas, debate those ideas, and build consensus around the winning ideas you might be causing more damage than good. Trying to herd cats seems a helpful illustration of this concept, which has at its root great potential, but undirected creates chaos, division, power struggles, and politics.

We welcome creativity, the introduction of new ideas, insight into new discoveries, and the development of improved technology. We applaud all those who keep striving to do things better.

However, when those expressions of creativity become individual agendas, it can be detrimental to the organization as a whole – unless there is consensus building, implementation planning, and adequate training.

Several years ago an ambitious technology teacher determined that interactive white boards were an essential part of the classroom experience. And she was quite persuasive. The school purchased and installed the technology at great expense. The perfectly functioning whiteboards were rarely used by even the supporters of the technology and never used by those who did not want it in the first place.

When lesson plans and teaching styles have to be adapted to adopt a new technology, the failure rate rises in proportion to the change required. And without significant buy-in, a top down implementation, and significant training these kinds of projects will fail.

If you cannot manage the process of building consensus and properly implementing a project, then at least do it in a pilot program where the technology can be proved, and likely improved upon, without breaking the bank.

Making significant technology related purchases without input from IT

So common is this scenario that you only have to say these two words “Surprise, Surprise!”, and most technicians immediately know they have been handed a poorly specified, often incompatible, or otherwise problematic new piece of hardware or software to install.

“And could you have it installed yesterday?”

Not long ago we reviewed the USAC Form 471 for a small K-4 charter school that had been approved for over $25,000 of servers, switches, wireless controllers, and access points. While the expected reimbursement was exciting and gratifying, the components specified were not appropriate for the size and makeup of the schools infrastructure. It was the equivalent of putting Boeing 777 engines on a Piper Cub.

Granted, there are times when purchasing decisions cannot wait. And perfect scenarios don’t exists in every school where decisions are adequately considered and due diligence provided. And in a large view, this is a process of continual improvement.

Nevertheless, do yourself a huge favor and run technology purchasing past your IT team and avoid the headaches for both of you. There are two benefits in doing this. First, you will have a much greater chance of getting the right equipment and you may also spend less for the solution.

And this is especially germane to new construction or remodeling projects. Finding that you need a dozen new CAT6 network cables installed is exponentially more difficult after that final coat of paint has been applied.

Expecting short turnaround times for complex projects

Whenever I hear the preface of “How soon can you…” I wonder if adequate consideration has been given to a project or purchase. It’s understandable, logistics now make PC’s appear overnight and you can have an entire computer lab sitting in boxes ready for installation in a few days.

But that does not always happen. We recently placed an order for new lab equipment and were given a 10 day delivery notice. Three weeks later part one of two arrived and it was a full month before the final components were delivered.  It was embarrassing for us and understandably frustrating for the school waiting for the project to be completed.

From a cost perspective, rushing a project universally equates to added costs. And inadequate planning is the most common reason for projects to go awry.

Investigate early, specify clearly, and communicate regularly with your provider about order processing, shipping points, tracking numbers, and any known shipping delays.

Assuming IT grasps the political and leadership challenges of your school

Our management model and the model used by many charter schools are to utilize part-time support resources. In fact our most efficient model places support engineers in the school only a few times each week. And presumably that time is spent solving complex technical issues, rather than circumnavigating power struggles, personality clashes, and addressing individual agendas.

In large measure these are the realities of any organization, so one of the most powerful tools we have used to overcome these very normal challenges is to hold periodic (monthly at least) Technology Advisory Committee (TAC) meetings.

TAC meetings are an invaluable source of information for all involved. Problems can be better identified, the merits of proposed projects can be openly debated, and consensus can be built. A well formed TAC will consist of Technology Managers, Administrators, Department Heads, and representatives of other significant stakeholders. Parent and BOD representatives are especially helpful in this exchange and often provide invaluable “end user” insight.

Summary

Placing your technology team into the appropriate organizational level is an important first step in improving your IT management. Consider that most fortune 500 companies now have Chief Information Officers as part of the highest levels of their management team.

Information systems drive so much school activity and management process that you cannot afford to view IT as the guys who fix computers. And tolerating inadequate IT support staff is very costly. If you don't have the level of expertise you need, get it.

For concrete ways to do this, consider making improvements in the five areas listed above. A helpful moniker is “Just do it!”,… not “Let’s undo it”.

Driving Efficiencies in Desktop Administration

Let’s do a quick math test to give you an idea of the time typically spent doing routine maintenance on the computers in your school and then discuss ways you can dramatically cut those time requirements. We’ ll use round numbers to make it easy, starting with the assumption that you have 100 computers to manage.

At least once each month, you should be doing software updates, security patches, and system scans – the routine maintenance that keeps computers in optimal shape. Doing this maintenance will help keep your computing experience consistent, remove unwanted virus’ and spy ware programs, and apply the latest improvements in operating system and software program functionality.

In a perfect world this process would be entirely automatic, but there are a number of reasons why automation fails and part of desktop administration is monitoring and resolving those failures, proactively.

Back to the math quiz….

How much time does it take update 100 computers each month? If you do it the old fashion way and allow yourself 20 minutes per computer (that’s optimistic) you are looking at 2,000 minutes – plus travel time (between computers). That is roughly 35 hours; which approximates the amount of time we normally spend in an entire month managing infrastructure at a typical school. Not a sustainable model because there are more tasks required to manage technology resources than just updating computers.

The way to improve desktop administration is a three point approach consisting of automation, reporting, and remote control. These actions should be taken simultaneously and there are a wide variety of solutions to help you.

Whatever system you use, and there are several, you should focus on the following three areas:

1. Automation – implementing automatic updates that work within your security model
2. Reporting – providing a centralized inventory of computers and their current status
3. Remote Control – installing remote control tools for efficient technician access

Automation

At the most basic level, you should set your computers to do automatic updates from Microsoft,  but depending upon security settings or user account privileges, this might not work. Finding the right balance between local user access and security of the environment is tricky, but as it relates to automatic updates it can cause the process to fail.

In an enterprise the size of a charter school, the single biggest problem we see (in terms of wasted resources) is having an open desktop security policy, with local install permissions. Managing this is the first order of business when struggling to gain control of computer administration costs.

With no security (access control) in place you will quickly find every single computer in a different state. There will be different backgrounds or wallpaper, butterfly or alligator pointers, and a wide variety of default program settings, browser toolbars, and freeware (accompanied by malware) installed.

The conflict between automatic updates and access control is best managed by a programs such as  System Center Essentials, Windows InTune, or other third party desktop administration tools that provide sufficient security access to accomplish the automatic updates required, with no intervention on your part. The sooner you get control of your desktops – the sooner your support costs will plummet.

In order to measure the success of your update automation, you’ll need some kind of centralized reporting tool.

Reporting

Quickly evaluating the state of your desktop computers is the essential job of a reporting tool. Rather than waiting for a user to call the help desk to address a computer issue, a good reporting tool will notify your help desk well in advance of a pending computer problem.

Applying support resources in advance is almost always more efficient than resolving a problem after the issue has caught the attention of an end user.  And sophisticated reporting tools are both inexpensive and quite robust.

Not only will a reporting tool disclose the state of your computers, with respect to software updates; it will also report impending hardware failures, disk space limitations, device driver conflicts, and other developing problems. And often these are represented in very clear color coded graphs and charts to not only give you a realistic overview of system health, but allow you to drill down to details of a given issue.

Remote Control

Simply stated, Remote Control is the ability for your technical support team to reach across the limitations of physical space and control your computer.  This allows technical support to happen as though the support engineer were sitting physically at your desktop, when in fact they are on the other side of the building, city, or country for that matter.

But there is much more to the advantage of remote control than remote access. Most remote control solutions are Internet browser based and as such, a support engineer can open multiple support sessions at once – as many as a dozen or more, depending upon bandwidth, browser limitations, and the ability to keep track of a large number of simultaneous support sessions. This is the model of efficiency.

In a recent upgrade scenario involving a major Windows Service Pack, we measured the time to do it manually vs. remotely. The time required on site was more than four times greater than doing so remotely.  One significant benefit that is often overlooked with remote support is the ability to provide support services while the class is in session, which is not practical on site.

One of my favorites remote tools is LogMeIn.com, a free browser based program that works well, is easy to install, and can be configured by having end users click on a link within an email message and follow a short installation routine. There are many others that work equally well.

Summary

An efficient desktop management model looks at your infrastructure once each day to view the state of computers. It proactively manages required updates, mostly through automation, but manually if required;  then resolves any computer errors using remote tools that do not interrupt your class.

Our experience suggests that by investing 20 – 30 minutes each day, you can proactively manage 100 computers. That of course does not include repairing intentional damage caused by students, catastrophic hardware failures, or major operating system upgrades, which require physical access.

Want to improve the score on your math quiz stated above? With automation, reporting, and remote administration your total will be a little more reasonable than what you are doing now.  Contact us if you would like a free recommendation on the automation, reporting, and remote support tools that will best suit your situation.

Why you need a Help Desk

A help desk is a resource which provides information and assistance to troubleshoot problems with information technology equipment or services. It provides a single-point-of-contact for users within your school to report and resolve technical problems.

Our experience demonstrates a dramatic improvement in technical support function when a Help Desk is implemented, because it allows you to prioritize and track support requests, focus your limited support resources, and apply expertise at a level matching the issue at hand.

Help desks can be configured in various ways, but as a minimum should offer these 5 features:

1. Centralized system used throughout the entire school
2. Simplified interface for adding, updating, and tracking requests
3. Prioritized to effectively allocate resources and escalate support requests
4. Separate from you key infrastructure to eliminate your Help Desk from failing
5. Accountable to you in order to report and review technician effectiveness

What does your help desk look like now? Here are some we have observed first hand:

• Sticky notes handed to your IT person as they walk down the hall
• An interruption while in the midst of another support request
• An "oh by the way" mentioned at lunch
• A complaint in a meeting related to another subject

Although very common, none of these improve the performance of your IT staff. And in some cases these informal help desk habits can be very counter-productive.

Take the case of handing a sticky note to your technician as he walks down the hall (presumably on his way to another support request). Your interruption causes a lack of focus on the issue at hand, and the issue at hand causes a lack of attention to your request. This is a double dumbing down of the process.

An orderly help desk system is much more rational. User's generate support requests and are required by the system to categorize, prioritize, and then provide sufficient detail for the technicians. Technicians are notified much more efficiently and an accounting begins for that issue. Both parties, and others, can update information about the request and track the issue to resolution. Administrators can measure the rate and number of support incidents and have a better sense of the value a support mechanism is providing.

A byproduct of a robust Help Desk is the ability to archive resolved issues into a Knowledge Base which in turn provides a growing body of support information for your school. As this body of knowledge grows, the ability of users to self-help increases.

Most schools we observe, and all that we manage (by definition) have no full-time IT staff. A Help Desk in this scenario becomes a necessity. And we have found it very helpful to identify one or two gatekeepers in the school to take the responsibility of entering in technical support requests.The advantages of this arrangement are significant; a full-time support component, a better perspective about priorities, and a single point of contact for clarification and reporting.

Whether your school is large or small, simple or complex with respect to technology, or supported by internal or outsourced technicians you will benefit from a Help Desk.

In these resource constrained times you would be foolish to operate without one.

Managing Technology Resources

Too often we think about technology in terms of acquiring it and fixing it, with only secondary consideration to how it is managed as a powerful asset.

Once the technology infrastructure is in place, it requires ongoing oversight and administration. This is the most significant challenge facing charter schools, which tend to inadequately staff the infrastructure, for good reason.

The level of complexity demands much more than a part-time staff member or a part-time parent volunteer. And prevailing rates for competent network engineers typically exceed the compensation for charter school administrators or principals —a situation that is not sustainable.

We suggest a different management model to addresses this dilemma. It starts with competent technical support using consistent (weekly) scheduling, automated monitoring systems, a robust help-desk system, simplified integration, and unlimited 8 X 5 support.

Most freestanding schools can be managed in one day per week, unless you are working on new projects or on major upgrades. This keeps the annual costs of managing your infrastructure in line, yet provides the level of expertise required to manage these complex systems.