Preparing to leave

[philote]

I'm the IT Administrator and sole IT person in our small company and have done quite a bit in the year I've been here to get things in order. However, I don't plan on being here much longer as there's really no room to grow. I've learned quite a bit while being here but I feel like I'm about to hit a wall and I don't see much opportunity for advancement, so I'm looking for employment elsewhere.
My question is, how should I prepare my company for my inevitable departure? I have really liked working here and don't want to leave them stranded. I don't know if I'll be a part of hiring my replacement so I don't know what skill set they'll have. I've done a little of everything here, from administering Windows 2000 Server and XP clients to setting up a linux machine with apache/perl/mysql for our web site and intranet apps. I'm sure they'll hire someone who can handle the Windows side, but what about the Linux side? I'm working on documentation for everything I work on, but I didn't know how extensive to make it, especially when it comes to the Linux machine and intranet apps. I also didn't know if there's something else I can do to ensure that my company operates smoothly after I leave and that they will continue to think fondly of me and be good references in the future.

 

[pmonett]

First and most importantly : make a list of every item requiring a password (with the password, of course).

From that point, I think you have fulfilled your legal obligations. Your successor should make the necessary changes to ensure that all passwords are changed.

For the rest, I would try and make sure that there is a person in the know for every critical app there is under your responsability. Talk with each manager and make sure he identifies clearly what apps he considers mission-critical. Make the list with him if at all possible. Describe each item as clearly as possible. Leave him a copy and store another copy for your successor.

That way, your successor will not be in the blue when someone comes and asks him for a given process to run, and the non-IT will have references to know what it is exactly they can request.

As for the architecture, a global map should do, and referencing the resting place for the critical apps should be enough (what server, what path).
If your successor is worth his pay, he should be able to manage and find his way quickly enough. If not, all the documentation in the world is not going to help him.

Pascal.

 

[willir]

Make sure you leave behind documentation. Site administration manual, contigency plans, IP lists, inventory of assets, and admin passwords.

The problem being a one-man (person) site is that you know everything so well, that documentation may not be sufficient (or you are too busy to document things). This can be a weak link in the transition.

You should also have the ability to overlap your postions so you mentor your replacement. Is two weeks enough?

Can you make yourself avaible by phone for post tranition support? Not forever of course, but maybe for the first couple of months.

Lastly, how did you tranition into the job? What could have made the job easier? What went well, etc.

Good luck in your journeys...

 

[ecobb]

When I changed jobs, I was faced with a similar situation. Both my new and old bosses were very understanding and willing to allow me to work things out. This is how I handled things after I left my old job, which is something may need to consider because they may not find a replacement right away (I was gone for 4 months before they got a replacement).

After I left, my old company knew they could call me anytime and I would do whatever I could to talk them through things over the phone. If they needed me to come by and do something, they knew it would be in the afternoons after I got off from work at my new job. By the same token, if there was an emergency at my old company, my new boss had no problems letting me leave work to go help them.

Everyone was happy, and everything got taken care of.



Hope This Helps!

Ecobb

"My work is a game, a very serious game." - M.C. Escher

 

[RiverGuy]

Even if they don't have you hire your replacement, make a sheet with the skills desired. For each skill, list how often it is used, how critical it is, what it is used for, and what level of expertise is preferred for it.

 

[CajunCenturion]

Ask the following question to yourself:

If I were coming into this job, what would I need/want to have at my disposal?

Good Luck
--------------
As a circle of light increases so does the circumference of darkness around it. - Albert Einstein

 

[philote]

Wow, thanks for the responses everyone. They're all quite helpful.

I've been keeping a list of usernames and passwords I use in a file that only I and my supervisor have access to. And I've been keeping some documentation, like IP addy's and such, but just recently started a comprehensive systems documentation that will hopefully cover everything I do. I just need to decide how detailed it should be.

I plan on overlapping positions when I leave, so there will be at least two weeks, but who knows if my next employer will allow more than that. Plus, the way things go around here, I doubt they'll hire a replacement right away. How should I handle it if they need my help after I'm gone? Charge an hourly fee?


I'll definitely be pointing my replacement to TT!

 

[OhioBill]

I'd charge them an hourly rate with a minimum charge of some kind, depending on when they call.

It would help to provide a list of skills your replacement should have, in order of importance. The first two or three will be the critical skills, the rest can be learned on the job.

 

[jtb]

don't do anything without a contract...

JTB
Have Certs, Will Travel
"A knight without armour in a [cyber] land."

 

[KornGeek]

I disagree with jtb. If the reason you're helping them out is that you have a good relationship, and not because you want to earn additional money, then I wouldn't stress about a contract. In fact, in the past, I have made myself available for phone consultations, and made arrangements to stop by after work to help with small issues. They key is to keep clear in both your mind and in the minds of your former employers that you are doing this as a favor because you enjoyed your time there. If they push the issue and/or it is no longer enjoyable, then simply discontinue granting them the favor.

If they need fairly simple help to adjust, you might want to offer that free of charge. However, if they have extensive work to be done, it is perfectly reasonable to charge a consulting fee.

The main reason I recommend against the consulting fee for the more trivial tasks is that once you do that, your tax return becomes more complicated to file. At that point, you are running your own business and need additional forms, etc. Just one more thing to keep in mind.

 

[willir]

How you approach support after you leave work is very much dependent on your relationship with your current employer and who you are.

From one perspective, you want to be professional, and professionals do charge. Moreover, you do not want to be taken advantage of -- especially true for some one who tries to get work for free, or next to nothing -- we all met these types of guys.

From the other perspective, if you have an excellent relationshipf with your current employer, you are interested in well being; you do not want to burn a bridge (especially if you want job references); and you are a nice guy who likes to help. (A lot of techs do like to help.)

It is a question of values and your situation. Sooner or later, you have to "cut the apron strings", but you want to leave on favourable terms.

This is almost as bad as the delima of your neighbours asking you to fix their home computers -- once, is maybe okay, but on an ongoing basis it becomes a real pain.

 

[philote]

willir and KornGeek, I agree with both of you. I was thinking that if they need something that only takes a few minutes or so of my time then I wouldn't charge. If on the other hand they need me to come to their office or do significant work then I'd definitely charge. I do appreciate everything this company's done for me so I want to make sure that me leaving doesn't cause them too much strife. Of course, they could surprise me and never call once I'm gone and get by just fine.

Thanks again everyone for the advice!

 

[GlenJohnson]

What I did was physically create a book that documented what I did, why it was done, and how it was done. This included anybody I had to talk to, and how to get in touch with them. I even went back and made note if the person I talked to had left the company, so a new contact would be needed. (I wish now I had kept some copies of some of the contents, as it gave some interesting tips. This is where I learned about creating a clean copy of outlook and importing things needed without importing things that were corrupt.) Good luck.

Glen A. Johnson
If you're from Northern Illinois/Southern Wisconsin feel free to join the Tek-Tips in Chicago, Illinois Forum.

TTinChicago
Johnson Computers