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7 Apr 2017

7 Pêvajoyên Qebûr Karkerên Înternetê bicîh bikin

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Nşh #IT karanîna Pêdivî ye ku ji bo pêkanîna nûkirina pêşketinê ya nû, ji bo nimûne, rêveberiya rêveberiya rêveberiyê, rêveberiyê, rêveberiya asta drav û sozdar e. Pirsgirêk e: ​​"Ma Ma we MaT nûnerên têr bi amadekariyê û pisporî baş tê amade kirin ji bo pêkanîna bicîhkirinê, pêkanîna, xercî, û birêvebirina nûjenbûnê bilindtirîn?

Damezrandina teknolojiya Înternetê şandin ne çalakiyek hişyarî ne ne ku ji bilî rastiya ku ew berpirsiyariyê, armanca û sermiyan digerin. Di dawiyê de, ew ê ji bo karûbarê veguhastina gelemperî li ser veberhênanê (ROI) dibe. Hûn dikarin li ser vê yekê wekhev bibin ku bi mesrefên têkildarî yên nûvebirinê veguherîna nerazîkirî. Di nûvekêşana nerazîkirî de bêtir belav kirin nirxê tevdestiya (TCO), dibe ku karûbarên xebatên bilind (OPEX) û kêm kirin neteweya nirxî (NPV).

Piştre li ser fikrên ku bi saziyên IT-ê re karûbarên pîşesaziya Înternetê bişînin, bi tevlêbûna xwe re têkildarbûna xwe ya ku ez di çarçoveya heft-girîng de an jî potansiyonek potansiyel de pêk tîne. Pêdivî ye ku tiştek bîr bîne ev e ku ev pêvajoyek hûrgelî ye, ku tê wateya çalakiyê di çaremîn heftemîn de ne. Guhertina herdem di hundurê rêxistinê de neheq e. Di vê awayê de, divê rêxistina pir dem jê re bifikirin ku çiqas IT-ê hatiye saz kirin û riya girîng a karûbarê girîng e. Ji her du qonaxan di derbarê bêhtir agahdariyên girîng de agahdar kirin.

Pêvajoya Seven-Step

Step 1: Rêberiya girîng ya rêxistinê girîng binêrin.

Most importantly, deciding the key direction of the organization is a center tenet of business transformation. What does the future condition of the business resemble? What IT skills are required to help the business accomplish its future state? What are business partners anticipating from the IT organization? It’s common in organizations for the viewpoints and expectations of the specialty units to be misaligned with those of the IT organization. The initial step is about picking up clearness about the key direction of business.

Step 2: Ji girîngiya karsaziya rastîn fam bikin.

The significance of having the correct skills is acknowledged through driving the ROI of the business, supporting partners and empowering the IT organization to bolster the vital direction of the business. Having the correct skills at the ideal time sets the IT organization in a place to embrace, actualize and keep up innovative capacities for business transformation. Having the correct skills is about something other than IT aptitude. Sending IT skills frameworks requires IT professionals to have more incessant interaction with specialty units, comprehend business objectives and technique and know their client base and expectations. Delicate skills, for example, communication, negotiation, partner administration, extend administration, and customer relationship administration, are winding up noticeably progressively essential.

Step 3: Ji kerema xwe re pêdivî ye ku pêdivî ye ku çi pêdivî ye.

While sending IT skills frameworks, the dedication to do as such should exist over all levels of the organization from official sponsorship and champions of the cause to the all inclusive community of individuals will’s identity required in the action. The essential thing to recall is that sending an IT skills structure is an organizational and professional improvement movement and not an execution administration action. On the off chance that the people required in the process feel undermined by the exertion, then they are more averse to be focused on guaranteeing its prosperity. Straightforwardness about what is being done is one of the key achievement variables for conveying IT skills frameworks. Organizations regularly flop in their push to convey IT skills frameworks since they attempt the exertion as an extracurricular action as opposed to coordinating it into their every day exercises. A key achievement variable is giving people a specific rate of their general time committed to sending an IT system.

Step 4: Pêşniyarên ku hewce ne.

This progression requires taking a gander at the employment parts required inside the organization crosswise over different functional territories. Recognizing important skills permits the organization to assess its present state and set up its future state. We as a whole know distinctive occupation parts have many required skills despite the fact that in this progression it’s critical to concentrate on the essential three to four center skills. This progression concentrates on occupation parts, which are not quite the same as sets of responsibilities. Organizations regularly end up stuck in an unfortunate situation when they concentrate on existing employment parts and the undertakings people inside these occupation parts perform. Distinguishing future state work parts and skills ought to be decoupled from the general population presently in these employment parts. Work parts can be characterized to give an unmistakable and dynamic way for people to move starting with one level then onto the next, or even along the side, crosswise over functional ranges.

Step 5: Pêşniyarên amadekirina amadekariyê.

Once the future state work parts have been characterized, the following stride is to survey the skills availability of the considerable number of people in the organization. Keep in mind: this is a professional advancement movement, not an execution administration action. It empowers people to distinguish their skills crevices and sets the phase for professional improvement openings. A compelling skills appraisal ought to incorporate recognizing skills holes at the individual level, inside the general functional zone and at last all through the whole IT organization.

Step 6: Pîlanên pîşesaziyê.

Now people can set up improvement and preparing plans that are adjusted to the key skills that are required. Having perceivability into existing skills crevices empowers the organization to best figure out where improvement and preparing exercises ought to be engaged to expand economies of scale for advancement and preparing spending plans. In situations where skills are promptly required, this helps the organization choose what new skills should be gained through procuring or contracting to people who have those zanîna.

Step 7: Maintain essential skills.

This is the start of the iterative procedure for limiting the skills hole. As people obtain new skills through advancement and preparing exercises, they can reassess themselves. As business transformation turns out to be progressively vital for organizations, their technique will develop in like manner and oblige changes to reshape their structure, forms, organizational structure, and so on. Consequently, this requires a continued push to assess the IT organization’s key skills availability. When an organization has achieved this progression in conveying an IT skills system, most of the investment has as of now been made.

IT organizations must guarantee they have the correct skills at the perfect time to bolster the key direction of the business. Conveying an IT skills system gives a chance to IT organizations to decide their level of availability by distinguishing where skill crevices exist and building up a structure for spanning these holes. Like innovation, keeping up the IT skills system will continue to offer some incentive to the business while not keeping up it will once again contribute to an expanding skills crevice.

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