Difference between revisions of "Tech roles at nonprofits"
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(Created page with "Tech roles and responsibilities (Lisa (facilitator) / Max / Ryan) In nonprofits: Sometimes someone becomes the “accidental techie” - the body of knowledge is vast! '''Te...") |
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In nonprofits: Sometimes someone becomes the “accidental techie” - the body of knowledge is vast! | In nonprofits: Sometimes someone becomes the “accidental techie” - the body of knowledge is vast! | ||
| − | '''Tech Support''' | + | * '''Tech Support''' |
| − | Someone should be holding tech support (but not necessarily solely responsible for solving) | + | ** Someone should be holding tech support (but not necessarily solely responsible for solving) |
| − | Rule of thumb: It generally requires 1 hour per week per person for tech support | + | ** Rule of thumb: It generally requires 1 hour per week per person for tech support |
| − | One solution: outsource tech support | + | ** One solution: outsource tech support |
| − | Another solution: empower others to research it OR share your problem-solving skillsets to those who seem interested in addressing issues on their own | + | ** Another solution: empower others to research it OR share your problem-solving skillsets to those who seem interested in addressing issues on their own |
| − | '''Tech needs & Individual tool management''' | + | * '''Tech needs & Individual tool management''' |
| − | If someone is good at something, they should be the one that does it (given that it’s written in their job description) | + | ** If someone is good at something, they should be the one that does it (given that it’s written in their job description) |
| − | Periodically assessing the tools being used - can two be consolidated into one, etc,? | + | ** Periodically assessing the tools being used - can two be consolidated into one, etc,? |
| − | Designate an owner for each tool (maybe the person who uses it the most) | + | ** Designate an owner for each tool (maybe the person who uses it the most) |
| − | Keep an inventory (whether it’s in your password manager or elsewhere) with notes: who’s responsible for the tool | + | ** Keep an inventory (whether it’s in your password manager or elsewhere) with notes: who’s responsible for the tool |
| − | Offboarding process should include a passing the torch of knowledge | + | ** Offboarding process should include a passing the torch of knowledge |
| − | '''Documentation''' | + | * '''Documentation''' |
| − | It’s irresponsible not to have documentation | + | ** It’s irresponsible not to have documentation |
| − | It may feel like no one reads it, but nails down organizational practices | + | ** It may feel like no one reads it, but nails down organizational practices |
| − | Focus on the 95% of the tool/process usage (the edge-use cases don’t need as much focus) | + | ** Focus on the 95% of the tool/process usage (the edge-use cases don’t need as much focus) |
| − | Pretend you’re leaving next week - what do you want your replacement to know? | + | ** Pretend you’re leaving next week - what do you want your replacement to know? |
| − | New people will read it and they have fresh eyes | + | ** New people will read it and they have fresh eyes |
| − | Training new people is sometimes a good reason to update documentation (the trainees can even help you) | + | ** Training new people is sometimes a good reason to update documentation (the trainees can even help you) |
| − | FAQs - can point people to resource if something is asked repeatedly | + | ** FAQs - can point people to resource if something is asked repeatedly |
| − | Example: “How do I set up my out of office message?”, | + | *** Example: “How do I set up my out of office message?”, |
| − | '''Planning, Implementation, Delegating''' | + | * '''Planning, Implementation, Delegating''' |
| − | Shadowing is a valuable tool | + | ** Shadowing is a valuable tool |
| − | Time/project management: blocks of time on your calendar specifically for projects (even if you have to later move it) | + | ** Time/project management: blocks of time on your calendar specifically for projects (even if you have to later move it) |
| − | Ask yourself, “Is this really urgent?” or “Can it wait?” when receiving new requests, issues. Etc., | + | ** Ask yourself, “Is this really urgent?” or “Can it wait?” when receiving new requests, issues. Etc., |
| − | Being interruptible (available) vs not - it takes time to refocus after interruptions | + | ** Being interruptible (available) vs not - it takes time to refocus after interruptions |
| − | Taking a day “off” when you’re actually devoting time for non-interruptible projects | + | ** Taking a day “off” when you’re actually devoting time for non-interruptible projects |
| − | Orientation to organizational culture (part of onboarding process) | + | ** Orientation to organizational culture (part of onboarding process) |
| − | Communication channels - text versus call versus instant message versus email versus desk visits | + | ** Communication channels - text versus call versus instant message versus email versus desk visits |
| − | Helps differentiate what’s urgent | + | ** Helps differentiate what’s urgent |
| − | Provides expected wait time for different types of responses | + | ** Provides expected wait time for different types of responses |
| − | Expectation management | + | ** Expectation management |
Notes: NTEN Technology Staffing Reports are worth exploring: Report page | Notes: NTEN Technology Staffing Reports are worth exploring: Report page | ||
Latest revision as of 21:39, 23 July 2019
Tech roles and responsibilities (Lisa (facilitator) / Max / Ryan)
In nonprofits: Sometimes someone becomes the “accidental techie” - the body of knowledge is vast!
- Tech Support
- Someone should be holding tech support (but not necessarily solely responsible for solving)
- Rule of thumb: It generally requires 1 hour per week per person for tech support
- One solution: outsource tech support
- Another solution: empower others to research it OR share your problem-solving skillsets to those who seem interested in addressing issues on their own
- Tech needs & Individual tool management
- If someone is good at something, they should be the one that does it (given that it’s written in their job description)
- Periodically assessing the tools being used - can two be consolidated into one, etc,?
- Designate an owner for each tool (maybe the person who uses it the most)
- Keep an inventory (whether it’s in your password manager or elsewhere) with notes: who’s responsible for the tool
- Offboarding process should include a passing the torch of knowledge
- Documentation
- It’s irresponsible not to have documentation
- It may feel like no one reads it, but nails down organizational practices
- Focus on the 95% of the tool/process usage (the edge-use cases don’t need as much focus)
- Pretend you’re leaving next week - what do you want your replacement to know?
- New people will read it and they have fresh eyes
- Training new people is sometimes a good reason to update documentation (the trainees can even help you)
- FAQs - can point people to resource if something is asked repeatedly
- Example: “How do I set up my out of office message?”,
- Planning, Implementation, Delegating
- Shadowing is a valuable tool
- Time/project management: blocks of time on your calendar specifically for projects (even if you have to later move it)
- Ask yourself, “Is this really urgent?” or “Can it wait?” when receiving new requests, issues. Etc.,
- Being interruptible (available) vs not - it takes time to refocus after interruptions
- Taking a day “off” when you’re actually devoting time for non-interruptible projects
- Orientation to organizational culture (part of onboarding process)
- Communication channels - text versus call versus instant message versus email versus desk visits
- Helps differentiate what’s urgent
- Provides expected wait time for different types of responses
- Expectation management
Notes: NTEN Technology Staffing Reports are worth exploring: Report page