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Turf Wars

By Becker-2004 ·
Hi all. I am a network admin that is mostly technically oriented and not that up with management practices. I have been managing my network and user base for many years.

I am in a situation where I am up against a more experience manager that has IT aspirations but not very technical. The manager can't setup a network share between 2 PC's - but the manager has plans of creating their very own ERP system that will be completely independent of the ERP already in place.

The manager wants to setup their own IT department that is directly digging into my job responsibilites. The manager has also been very successful in convincing decison makers that any new project and decison come from the manager without my consultation - any problems that arise from it i will have to fix.

I am stuck between a rock and a hard place - and am willing to continue doing my job, but i would like to make sure that accountability for bad decison making on the part of the manager remains in their court and they are held responsible.

how does one go about that in a professional manner?

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find your alies

by inkarico In reply to Not time to quit

as MichaelPO indicated, find out where you stand with management and if they will back you up. From personal experience, know if management (including your boss) has already made a decision about you. if that is the case, better to find a new job. i found hard to believe that this can happen...but (unfortunately) it is the reality.
good luck

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keep going

by heml0ck In reply to

keep going up the chain... one of the other resources you can use is your HR department... Does your company have an org chart?
I agree with most of the posts here... be constructive, and make sure you point out lacks in foresight and cover yer butt!

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Cost&Benefit is what upper mgmt pays attention to

by swohlers In reply to Cost : Benefit Approach

Assuming the manager's systems are not an improvement or benefit to the overall operation, outline additional hidden costs, including opportunity & security aquired due to these non-IT approved systems.

(This gets a little off topic) I hate to say it, but often times IT folks forget they are a service organization. If this manager is bringing in IT systems of his own, could it be that your IT department is not leading in it's ways of trying to improve business and saving money by fully integrating the systems into it's own structure? Taking part of a day and walking around a the building, sitting down and talking with users can really open eyes - both from the user's point of view (a real person from IT), as well as enlighten you as to what people are trying to do to get things done. Remember, they have pressures as well.

At any rate. This manager is having his own systems installed for a more driving reason than to **** you off or be an IT wannabe. He is responsible to someone to contribute positively to the company.... Find out the reason for the IT needs, get ahead of the cart instead of behind it. Guide him, become a resource for him and both of you will get something out of it. He will get his resources, you will get something that integrates better with your systems.

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Not so fast

by Too Old For IT In reply to Cost&Benefit is what uppe ...

"This manager is having his own systems installed for a more driving reason than to **** you off or be an IT wannabe."

Maybe it's because he has trumped the IT budget, and now needs some of the horsepower IT wanted to obtain all along. Or he has been planning this for a while

Maybe he is just tired of IT having all the glory, and his dead-end department wants to show IT up for once.

Maybe he feels that "IT gets ALL the toys".

More kindergarten-playground games go on at the middle management level in industries that were not it-centric than any other place.

I used to deal with the fallout from the cellphone sales company I was in having thier IT driven from the supplier imposing fees to get them away from pen-and-paper and call-the-order-in. The usual mantra was "how do we do what XYZ wants us to with a decrease in IT spending?"

It was kind of a relief to be let go after the owner started out a meeting with "I don't know anything about IT; I just know I need to cut expenses".

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by Beoweolf In reply to Cost&Benefit is what uppe ...

Recently went through the same issue.
After months of working short-handed, submitting new budgets and cost/benefit studies, delaying needed repairs and upgrades...I was informed taht the log jam was removed and things were being accelerated. proposals were going to be implemented by a outsource team. Seeing the hand writing on the wall, I went directly to the company president, asked for the straight story. Were there any issues with current standards?, technical problems not addressed? Oversite lapses? Finding no justification for being out-flanked, I sought advice from other dept. managers.

Bottom line, the PRes was being pressured, and was unlikely to keep his position. I negotiated the best severence package I could and found the door.

Hlding on, just to hold on is a no win situation. You get all the blame, none of the glory...and in the end you will still be shown the door. Leave while you can! get referal letters, best severence and tap any connections you have developed for job leads. It isn't running,,,it realizing a tactical withdrawal is better than an indefesible position.

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CYA and security

by james In reply to Turf Wars

Ask the IT wannabe to put his plans in writing, then focus on security. Lay clippings of hacked companies on your boss's desk and ask for assurances you won't be held responsible when the other guy gets your company into one of those headlines.

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Change Control Documentation

by RetroCat In reply to Turf Wars

Appreciate the delicate situation. Could you introduce Change Control Documentation? Every stage of a project, from initial request to the conclusion would need to be assessed, detailed and signed of by those managers whose staff would be affected by it. You might still have to put things right at the end, but it would be clear that it was not your 'fault'.

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Watch from a distance

by InXale In reply to Turf Wars

In thoery , I would be asking myself why my boss is accepting this , unless he is already wet then the answer is self -explanatory. I suspect something is going to fall in terms of projects so do not be obstructive because it will be your fault irrespect of how badly managed the project is. If your boss has already surrendered then you should be preparing yourself for a new boss in the future , maybe ?

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Take em outside & thump em......

by AnswerMan In reply to Turf Wars

With no camera's around of course. Where is your boss? Spinlessly sitting and watching?

Being a CIO means giving your managers underneath you autonomy to perform their job function, and backing their decisions, that's what a boss is all about. And it sounds like your is missing a few vertebrae !!

In the meantime, I would do nothing to repair, fix, consult on, assist, or share responsibility for this "climber".... Let 'em do that big shoe dance at the end of a rope, all by themselves...

As long as no one can say you PURPOSELY went out of your way to NOT HELP.... your covered. Also perhaps it's time to purchase one of those tiny little recorders, and go in closed doors with a "career decision meeting" with your boss. That'll tell you right there, if he/she is part of some "get you to quit" campaign.

Don't laugh... it happens all the time. Except this time, you'll have a secret recording of the meeting, on which you'll hopefully be able to get them to incriminate themselves...... Lawyers created this mess.... welcome to business in the 21st century.

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Physical thumping might be nice but try the Virtual Variety

by sleepin'dawg In reply to Take em outside & thump e ...

Always keep in mind "The 3B Principle - ******** Baffles Brains" Far from being obstructive clobber this clown with a shitstorm of information
ensuring that you get receipts and acknowledgements for everything. Ask loads of technical questions and demand answers. Do a cost/benefit analysis and ask him for his opinions. In short you will demonstate your technical virtuosity in the face of his incompetence while appearing helpful and supportive. However, all this is predicated on the basis that your department is up to date and providing all necessary services in a timely and efficient manner.

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