Transition from developer manager to IS manager

[chriscboy]

Hello fellow TT members,

If you are all sitting comfortably than I shall begin...
I have been working for a small company (60 staff) for 5 ½ years now. I was hired as a programmer to maintain and develop their main database (VFP) and other applications software (VB and PDA apps). In our department there was one other person (the IS Supervisor) who looked after software, hardware and the network, who reports to my manager.

Within 3 years I got promoted to IS development manager, and I got an additional member of staff (the IS Administrator) to help with crystal report development, is support and other tasks so that I could continue developing new systems. The IS Supervisor continued to report to my manager, as at the time, he (and my manager) did not feel happy with me managing him. I was fine with this as at the time I felt I needed some management experience before managing him as well.

At the beginning of the June this year, my IS Administrator took a sabbatical and will be returning in November in a different job role, possibly still working for me. In the meantime the position of IS Administrator has been filled by an internal promotion, and they still report to me. However it has left me in a difficult position as I am having to train the new person who has taken the position of IS Administrator and it is consuming vast amounts of my time, but I am still expected to develop new systems this year (new PDA software, a web site for our clients, and help with implementing a CRM system).

This problem is compounded by the fact that the IS Supervisor had his appraisal a few weeks ago and indicated to my manager that he would like to work for me. My manager approached me about this and I agreed for the IS Supervisor to work for me. Now I have a possible team of three in November but none of my team has any programming skills, which is an area I need resource in. At the moment I feel very pressured as all the programming falls on my lap, as does the management of my people, and the future of the IS systems.

Not only that but my manager has said all areas of IS fall under my responsibility and not him. This also includes preparing the annual IS budget and developing a IS strategy for the next 3 years. I do feel as though I have been ‘dumped’ on. My manager mentioned that I would get a pay rise at the end of the year, but did not say how much. I don’t even have a proper job description, or any formal training plan for my new role either.

Now I am quite happy to have the role and responsibility of ‘IS Manager’ but I need some advice which is why I am here! So here are the questions:

As ‘IS Manager’ what are my legal responsibilities to my staff and the company?

Should my boss have been better prepared for me getting this promotion, and if so how do I approach my boss about the situation without ‘upsetting’ him?

Where can I go to research the role of IS Manager, and be better armed with information?

How can I go about getting a decent pay rise (I am currently on 29K) and should I not be getting the pay rise soon, rather than 6 months down the line? What salary expectations would you expect from this role?
Should I now think about outsourcing all software development, or should I be expected to continue developing myself?

Any advice gratefully received as I really want to succeed in this new role, but need a little support and guidance.

Chris

 

[MDXer]

Sounds like you need to learn how to effecively delegate tasks out. If you have a staff use them. Find someone to run point on developing the IS strategy. where they do the work and then you review and sign off. THis isn't taking credit for someone elses work this is having your employees do there job. Need a programmer then as the manager it is your job to make the need known and push to get the resources you need.

as for making 29K in the role I wouldn't touch it for twice that amount. Your best bet is to see what the market in your area is for this role. and negotiate towards it. Also as a manager and the person in charge of your IS budget you should have say so in the salaries of those that work for you.

Shoot Me! Shoot Me NOW!!!
- Daffy Duck

 

[chriscboy]

Thanks for the answer. I already know how to delegate tasks to my staff, its just none of them do programming! I agree with what you are saying about getting another person in for development. I will have to create a business case to justify this extra person for next years budget, but that is going to be difficult to justify as its not cheap.

With regards to my salary its in £s and not $s. Don't know if that makes a difference?

 

[lespaul]

Just because they don't do any programming now doesn't mean they couldn't learn. See if any of them have some basics and assign them some small programming tasks to get their feet wet. See which one(s) really seem to get it and assign them something a little harder.

It will take them longer to do than it would you, but they get the experience you need to assist you in the long run.



Leslie

Anything worth doing is a lot more difficult than it's worth - Unknown Induhvidual

Essential reading for anyone working with databases:
The Fundamentals of Relational Database Design
Understanding SQL Joi

 

[IT4EVR]

Learning to delegate will be the most important thing you learn.

It's the difference between working 70 hours a week and 40.

And that salary is low even in poundage...if you can, negotiate for better.

 

[wmichael]

Chriscboy,

I have been in similar situations, and thing the advice given thus far is good. In answer to your specific questions, I offer the following;

Regarding your legal responsibilities as an IS manager, there are going to be some items that are specific to the state you live in and the type of company you work for. However, there are some common themes that apply to any given situation;

- While not necessarily 'legal', your fiduciary responsibility is to the company that employs you. It is your job to maximize efforts in order to maintain a profitable business. This sounds obvious, but each of your decisions regarding anything from employee compensation to project management must take this into consideration
- You have an obligation to provide a 'safe' working environment to your staff. You must be aware of physical safety issues, harassment issues, overtime compensation (if that is an option in your state), etc. Don't be an 'armchair lawyer', but know what you should handle, and when to escalate
- Be honest when dealing with clients. Again, painfully obvious, but please take from this is the fact that it behooves you to fully understand the contractual obligations you and your staff are to meet.
- The rest is quite nebulous. If you have an employment contract, it is a good idea to become intimate with this document. The same goes for all policies related to the employment of you and your reports. HR should be more than helpful with this.

Next, in order to evaluate your boss' preparedness in getting your promotion carried out, I believe it is almost impossible to state. He _should_ have managed his expectations of you and provided you with the tools necessary to meet these expectations. If he has not done this, then he was certainly not prepared and you should talk to him about these very important items. Learn what he expects, and what resources you have to accomplish this. Translate these items into a sensible plan, and make sure to point out any risks due to lack of time, talent and other shifting priorities. A good boss will work hard to enable their employees to be successful. Make sure you are doing the same, and do not be afraid to step up and ask the same of him. Just do so in an organized and professional manner... leave your emotions at the door.

In terms of researching the role of IS manager, that is quite a broad question. Read everything you can get your hands on, and do not be afraid to read materials that present C-level views (CIO, CTO, etc...). Also remember that just because you have the role of IS Manager, the expectations put on you will likely not match a common standard. Based on your other duties, your salary and how you received your promotion, it sounds like you are in an unusual place. You will have to cobble together what you can to even find a place to begin. Look for precedents in your company to guide you and to what the expectations may be in your company. Also, check with your boss first. If he cannot answer this, then work with him to document your role (see above for this... it's all related).

Your pay is, from all I have experienced, well below market average. Go about getting a decent raise by submitting your resume for similar jobs and see what they offer you (this is a legitimate technique, though dicey and requires some cajones). Check with databases on salary.com, monster.com, yahoo.com, etc. Of course, you must FIRST have a well-defined role to use as a basis of comparison. 29k, though, man, does not sound right at all to me no matter where you live (unless it's Mexico? Are these US dollars?).

In terms of the big question on outsourcing, remember that your role as a manager takes precedence. It's a relatively important job in many aspects, though thankless in almost all others. Learn to sell yourself and ideas internally by building a strong financial case (remember the word 'fiduciary' from earlier?) for pursuing such options. It would be a grave mistake to say to your manager that 'I am just too busy to do this, so we need to outsource it' without presenting a well-formed argument. In fact, through the process of formulating this case, you may find other options to pursue.

Overall, my man, try to work smart, not hard. Sometimes do both, but as the others mentioned before this, learn to delegate. Also, place the word "no" in your toolbox and judiciously employ it when necessary.

Good luck!


~wmichael

"small change can often be found under seat cushions

 

[strongm]

>Are these US dollars?

Looks like UK pounds to me