The document will attempt to rebrand the existing notion of a Support/Operations Vs Projectdichotomy and propose a service oriented, career growth planning and human capitaldevelopment infrastructure that ties the organization as a seamless whole. Components of the service chain and the responsibilities of the each proposed unit will be expounded totackle the weaknesses of a project/support team split. At the end, there will be 5 keydepartments for Software & Solutions delivery namely; Professional Services, Service Desk,Program Management, Product Development & System Administration. The structure and process flows introduced are by no means complete and can be expandedto accommodate business needs.
THE PROBLEM STATEMENTS
HUMAN & KNOWLEDGE CAPITAL RETENTION & GROWTH
The crutch of any organization is in its myopic treatment of human resources. In a serviceindustry that translates raw brain power into software product, no other arena of gargantuanfailures can compare against an organization that:-a)Are biased against any one function within the organization, typically against thetechnical artisan and leaning towards management. In particular where career growthand advancement are concerned.b)Do not provide transparent career planning and attainable goals and objective as oneprogress through the years of service.c)Do not have a reward system that differentiates performers from their peers, henceeliminating any desire towards progress.
AGGRANDIZING THE DIVISION OF ROLES BETWEEN SUPPORT AND PROJECTTEAM MEMBERS
It is extremely tempting to maintain the line of thought of separating project team membersand operations/support personnel. Often the difference in psyche is further heightened withcharacter prejudices, e.g. support personnel are more laid back, less motivated and hencesuited for the doldrums of repetitive work; where as a project team member is aversetowards litany. Once accepted, this mentality drives deeper the wedge between the 2 unitswhere the organization haplessly profiling less
candidates for support & operationalroles. Coupled to that, it is as if a caste system of old is stamped across the forehead of allsupport personnel, dooming them to play the same role in their next corporate incarnation.Humbly, it goes against the roots of any good leadership to allow hiring based on ineptitude;new hires need to possess the skills and acumen to succeed and ultimately contribute to theoverall human & knowledge capital of the organization. It is with the accumulation of