Training has become a norm in many enterprises, though it still has not caught up with the rush running down the veins of European or American enterprises. It’s popularity originates from 3 sources: 1) clients’ demand for certificates, 2) employee strive for career development, and 3) vendor’s strategy to establish their product knowledge therefore loyalty within organizations (their prospective clients).
“Optimizing” IT and its resources and relevant best practices only comes from the coexistence of both natural and train worlds. The nurtured/trained world is a derivative of and demand generated because of the natural events and experiences a professional or an organization deals with and a nurtured/trained crew can only make optimum use of the trainings they take if they have developed real-life experiences prior to the training and/or are experiencing in parallel to the trainings they take. And in the “IT world” natural world could become very “un-natural” if professionals have not fulfilled proper trainings and do not learn the systematic means of design, development and maintenance of IT systems, especially when it comes to mission-critical systems.
Both employers and employees are responsible for training. Employers’ responsibility is limited to providing the training necessary for their employees to fulfill the tasks required of them within scope of their work. However, there is a limit of how far can trainings can take people and organizations. Plus many employers are not even aware of what is the knowledge/expertise lack in their staff and what would be the appropriate course to fill the gap. Therefore employees play a great role in this. In many cases employees are too shy or for job security reasons do not highlight their lack of expertise nor do they give clear indications to their employers of what is really needed to make them better experts. Meanwhile, employees are bound by the culture of their practice, the industry and their own mission for excellence, to continuously keep themselves up-to-date, be part of a professional community, and enhance their skills to better and further develop themselves and the enterprises they work for. Employers must realize the value of this, since the more skillful their employees become the more efficient they get, therefore enterprises can witness significant reduction in time, cost, redundant efforts, etc…
So generally speaking training is a must across the board. Whether it’s university or professional classroom or hands-on training, without training knowledge cannot be transferred and the world is moving too fast and cost of downtime is too expensive for individuals and organizations to dive into trial and error experiments.
The question then becomes, “how much do certificates actually affect the business?” of an impact do certifications actually have on business? In our opinion the “certificate” by itself has no significance. However, it serves as a benchmark and indicates if one has satisfied the benchmark. But one important factor people seem to undermine is that certificates only benchmark you on the “minimums” not the “maximums”. A certified network engineer is not necessarily the best engineer; rather he/she has completed the minimum requirements of the certificate. That’s what the certificate really says. It of course depends on which certificate are we talking about, but in general a certificate could be a good benchmark for exam-taking skills or memorizing skills. Meanwhile, while absence of such certificates will remove the vivid line between those who have completed the minimum requires vs those who haven’t. So in conclusion they are needed, but they, by no means, indicate the end of the road rather the path on which a certified person must stay the course!
IT Managers or Facility managers need to get trained on both the business and operational matters as well as technically trained. They need to fully understand the business to be able to support its needs, while they must have in-depth knowledge of IT possibilities as well as limitations to be able to provide realistic and feasible services to the business and assess the practicality of their SLAs.
Through ISO 20001 Assessment service, IT services management governing and operating the IT infrastructure will be in-depth analyzed and assessed to identify the shortfalls which may exist within the IT organization, thus violating compliance and availability of deliverable services, in order to plan rectification procedures and plans for enhancement of such services.
Factoring disciplined process design, technology and information requirements, workflow implementation, as well as the service architecture and the tool requirements for customization and integrationcomponents, the ISO 20001 implementation can be catered for with absolute precision and conformity.
Interferences caused by existing EMF or breaching EMPs can prove significant safety, reliability and availability intruders. EMIs are not seen by the naked eye but can be precisely measured and effectively rectified with proper assessments and inspections from the design stage to the actual live site conditions and are important be noticed and attended to for vital integrity and safety reasons.
ITIL and IT Infrastructure Library are registered trademarks of the United Kingdom’s Office of Government Commerce (OGC) which is now part of the Cabinet Office aimed to provide a framework for managing IT services. ITIL’s existence triggered the growth of an entire industry that includes training, certification, consultant, software tools and its own trade association.
When most organizations think of ITIL, they are referring to the ITIL service support and service delivery books that contain a set of structured best practices and standard methodologies for core IT operational processes such as change, release, and configuration management, as well as incident, problem, capacity, and availability management.
ITIL stresses service quality and focuses on how IT services can be efficiently and cost-effectively provided and supported. However, ITIL does not provide specific, detailed descriptions about how the processes should be implemented, as they will be different in each organization. In other words, ITIL tells an organization what to do, not how to do it.
Techson expert consultancy teams renders seasoned professionals specialized in core IT strategies, process re-engineering, IT architecture, and the development of internal company policies and procedures. They approach each client’s technology challenges with ingenuity, to deliver absolute variety and quality.
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