Departmental Development

IT Organizational Chart

IT Strategy and Execution: Core Values at WNA

• 1. Build and integrated suite of business oriented applications supported by capable hardware systems
• 2. Centralize IT resources at largest site and build systems that can support users remotely
• 3. Maintain a mobile IT workforce who can travel to sites as needed
• 4. Focus on delivering projects that add value to organization. Eliminate duplicate and redundant systems
• 5. Automate routine tasks and control maintenance costs
• 6. Develop IT employees to possess the core IT competencies need to support the business. Use external consultants to help develop/implement new solutions and technologies or where technology is generic and supply is not constricted
• 7. Ensure IT manages the IT environment (systems and applications) but devolve responsibility and grow the abilities of users to develop their own solutions within the management infrastructure
• 8. Listen to the organizations requirements and recommend technological solutions to the company
• 9. Recommend and present new technologies to the organization and look for strategic fit
• 10. Build a balanced IT department that focuses on both infrastructure management and systems analysis
• 11. Keep IT employees engaged with the users and highly visible in the organization
• 12. Avoid building a programming competence in IT. Instead look for supportable, saleable and developing applications that can be fit to the organization
• 13. Avoid customizations unless they provide a differential advantage with a high ROI and low long-term maintenance, support and upgrade costs
• 14. Practice Due Diligence within IT that ensures transparent accountability from all the IT employees.
• 15. Use a complementary set of communication technologies to disseminate information, training, develop ideas and implement projects
• 16. Develop systems integrate internal systems but also up with suppliers, customers and other collaborators

Roles and Responsibilities

Roles and Responsibilites are created around competencies and not particular employees. IT personnel typically play a hardware and infrastructure role or a systems role. The former are tasked with maintaining the infrastructure the latter supporting the business through technology solutions. Each employee can play a secondary role as IT contact person for all IT issues at their site. They will then escalate the resolution of the issue to the appropriate IT person. Each IT person also plays a secondary role as a back up resource for the person who has primary responsibility of the particular competency. For instance their will be a Domain Administrator as well as a Back-Up Domain Administrator or an ERP Logistics analyst and a back up analyst who may be the Finance or Manufacturing analyst as their key responsibility.

Using the RACI methodology for allocating and maintaining responsibilitiy employees are either Responsible, Accountable, Consulted or Informed for each IT Task that is undertaken. An example of this can be found in the Roles and Responsibilities Matrix. The Roles and Responsibilities extend to consulting partners also.

Roles and Responsibilities