Productivity is a key workplace goal, achieved when
people, process and systems come together to fill business
objectives in the most efficient, cost effective manner possible. 
Unfortunately, productivity is not easily obtained, with any number
of known barriers (from operational, to financial and political)
that may stand in the way.  Of all the tools available to overcome
these barriers, end-user technology is probably the most effective. 
Read on to learn more.

Workplace Productivity Questions

Technology has changed the modern workplace, making great strides
in operational productivity.  To realize every benefit,
technology has to be properly implemented and managed on an onging
basis.  As
an operational unit, the I.T. department is responsible for
delivering that goal, ensuring that key systems are continually
available, reliable and suited to the needs of the business. 
In that role, I.T. must also facilitate the actual use of technology
through
support, information and training services.  And, above all, I.T. must also ensure
that technology solutions are relevant, as easy to use as possible,
and always appropriate to the skill levels of the end-user community.

Considering these responsibilities, IT managers need to answer the
key productivity questions:

• Are your end-users aware of all the features and functionality
  available to them in the hardware and software products they use?
• Is the technology currently in place being used in the most
  effective, efficient manner possible?
• Could any of the technical solutions currently in place be used
  differently to improve productivity or to solve current operational
  problems?
• If so, how can IT act as an agent of productivity improvement
  within the organization?
• What are the possible barriers to productivity improvement?

Start with the Productivity Perceptions

As an operational unit, I.T. is responsible for the mechanisms of
workplace productivity and for providing the tools by which those mechanisms
are used.  If technical productivity is not realized, it may well
be viewed as an IT failure.  To avoid that perception, IT must
be able to overcome barriers to technical productivity on multiple levels:

Productivity Barriers and The End-Users

The users/recipients of technology and related IT Services, and may
be resistant to changes in systems functionality, appearance or performance. 
In addition, these same end-users may be less than enthusiastic about
IT’s role and influence in their daily business operations, preferring
to “do IT themselves”.

Productivity Barriers and IT Staff

The designated staff responsible to support and service technology
and may be more interested in pure technical issues than in the merging
of technical priorities with business realities.

Productivity Barriers and Company Management:

The designated executives and managers who may not see the value
of technology and IT services to the bottom line.

Take Action To-Do List

Step One:  Identify the source of the productivity barrier.

As noted, barriers to technical productivity can come from many sources,
including end-users, IT staff, and company management.  In order
to properly manage and respond to these barriers, you need to identify
the source.  This will determine your path and ultimate objectives. 
For example, end-user barriers can be tackled with added training, or
improved customer service, but management barriers require a different
level of finesse, and an ability to translate technical solutions into
tangible business benefits.

Step Two:  Identify the reason for the productivity barrier.

• A resistance to change. Change may prove beneficial in the end,
  but it may not always be welcome at the start. New technology usually
  involves added training, an initial loss of productivity, and a
  loss of comfort with procedures and processes that may have become
  well entrenched in day-to-day business operations.  (Also
  Read:  Policies for IT Change Control).
• A lack of time and information.  In order to deliver technical
  productivity, there must be some agreement amongst the end-users,
  IT staff and management as to what actually constitutes productivity
  at any given time.  This takes time and information …. time
  to review and analyze current systems and procedures, and the information
  to compare alternatives.  In a busy work environment, this
  time and information may be in short supply.   (Also
  Read: The Smart Art of Time
  Management).
• The “Not Invented Here Syndrome”.  End-users and management
  may realize the need for productivity improvements, but may resist
  IT as a source of advice, analysis and implementation.  This
  resistance may be born out of a mistrust for IT’s motives (i.e.
  replacing people with technology), a lack of faith in IT’s abilities
  or a natural protection of perceived organizational boundaries.

Step 3:  Identify the objectives.

• Productivity is an ongoing need and a continual process. 
  But, at times the need for productivity improvements becomes even
  more obvious and imperative.  As an operational unit, IT may
  be called upon to analyze and respond to productivity issues on
  two levels:
• As an ongoing part of the IT charter to maintain and implement
  technology for continual productivity improvements.
• In response to a specific need …. i.e. to change systems or
  procedures after a major problem or crisis, or to respond to changing
  business circumstances such mergers, relocations or reorganizations.

Step 4:  Manage the process.

Whether you need tackle productivity issues as part of an ongoing
effort for process improvement, or in response to a problem or changing
business circumstance, it will be much easier to tackle the issues,
and overcome the barriers, if you break the process down into a series
of manageable components.

These are the possible “productivity breakdowns” to consider….

• What is the subject for this productivity review? (hardware,
  software, IT process or end-user workflow?)
• Can you describe the process, workflow, or system as it functions
  today?
• Is this process, workflow or system used uniformly throughout
  the organization?
• If the workflow, process or system is not used uniformly throughout
  the organization, are there any duplications of similar systems,
  workflows or processes in use which can be combined to eliminate
  redundancies?
• Does this system, workflow or process currently deliver expected
  results as needed and originally planned?
• Are there any specific operational issues or problems associated
  with this workflow, system or process as it is used today?
• What operational and technical alternatives exist for this current
  process or system?
• If any alternatives exist, which alternative offers the most
  worthwhile improvements considering the costs of change? (i.e. hardware
  and/or software expenditures, training, and  the loss of initial
  productivity through a transition period).

---

---

Step 5:  Put it all together. 

Productivity analysis and response is a complex process, involving
information, understanding and communication.  As you gather and
analyze information, you may find that there are barriers to overcome:

• Start out by identifying the source of the barrier and the reason
  for the barrier.
• Allow sufficient time for the productivity analysis laid out
  above.
• Focus on the benefits of any new systems, upgraded systems or
  changes to processes or workflows.
• Communicate with end-users as often as needed to share information
  and break down barriers.

---

THE IT SERVICE STRATEGY TOOLKIT

If you’re looking for a fast, easy way to achieve IT service success, you’ll find it inside
the IT Service Strategy Toolkit. This unique, informative online course gives you everything you need to become
an IT management leader and service planning expert. Here’s what you’ll learn:

• The I.T. Service Strategy Toolkit is an easy, engaging online course, containing over 50+
  education components, teaching you how to use the multi-stage ‘Service Strategy Process’ to organize the I.T. service function and deliver value-added I.T. services.

• Topics covered include developing the IT mission, organizing the IT service department, planning IT management policies, managing the IT/end-user service relationship, performing the IT service review, and more.

• Techniques covered include ‘Define, Align and Approve’, the ‘Manage by Process Framework’, the IT/End User Partnership, Proactive Problem Management and more.

• Download the tools and templates to produce the I.T. Vision Statement and multiple Service Review deliverables.

• Build and improve strategic planning skills, as you learn time-saving techniques to become a more productive IT manager or service professional.

• Course enrollment provides lifetime access to all components, with all future updates and additions included.