Difference between revisions of "Tech roles at nonprofits"

From California Technology Feestival Wiki
Jump to: navigation, search
(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...")
 
 
Line 3: Line 3:
 
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