Organization and Human Resources

Abstract

Parting from the introduction of concepts in Chap. 2, we delve into what is probably the most crucial decision a CIO and IT Manager must make when setting-up his organization: defining the optimal structure. This is crucial as it is the basic underlying layer for all IT processes henceforth, and is usually very difficult to change in the middle of the game. The basic precept in this chapter is that operations and projects have different methodologies, and objectives altogether so that they must in fact be separated and handled by two different teams with totally different techniques. In getting to that conclusion, we first do a review of what a functional organization typically looks like, how a project organization typically would look like, and since most IT organizations conduct both operations and projects, what the combined structure would look like. We then identify the lead personnel positions in this structure based on their intended roles and responsibilities.