Maintaining and upgrading IT systems is a vital link in the IT management life cycle. Loopholes here can lead to significant losses and services going down, writes Varun Aggarwal
Choosing the right mix of software and hardware is in itself a daunting task. CIOs often take months to deploy a new technology. This task involves selecting the right technology, the right vendor, convincing the management, getting approvals from the finance heads et al. However, the proverb ‘all is well that ends well’ does not hold true here because this is not the end but rather just the beginning. The real task, which is often more complex than the procurement of systems itself, is that of maintaining and upgrading your software and hardware assets. Maintenance and upgradation form the final and most important link of any IT project’s life cycle.
There seems to be little in the way of any formal methodology to categorize the labor requirement and skills that you need to install, operate and maintain hardware or software once purchased. Typically, software developers will put substantial efforts into quality assurance to minimize bugs and performance optimization prior to releasing the code. In the case of a customized software application, which the IT department develops for its own use, it establishes a formal training plan for those who have to install, maintain and secure it and for the user/operator community as well. There is currently no way to estimate or judge if that training is sufficient and if the designed staff for installing it and operating it is sufficient either.
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