IT costs money, and the job of any CIO, IT director or manager will include some element of balancing the books. In their simplest form, budgets split across money for new acquisitions and one-off purchases, and money to be spent keeping things going, covering everything from contract renewals and staffing, to spare parts and …
make it another department's problem to find the funding, or ensure IT is made profitable to a business and request a budget to make that happen.
Full time jobs in the world IT are daft, much better to get consultants who do, when and as you need them, just keep a skeleton staff.
Most departments should be doing this as well, especially under the current economic climate.
"Full time jobs in the world IT are daft, much better to get consultants who do, when and as you need them, just keep a skeleton staff."
Fortunately, my employers aren't quite so daft as to believe that experienced and knowledgeable software developers are plug-and-play, as you appear to suggest. You often need permanent staff to fix the mess caused by fly-by-night consultants and contractors.
Spoken like a short-term-thinking, bonus-seeking, "shareholder value maximising" consultant. The type who swoop into a company, raise it's stock price through the roof before selling everything, bailing, and watching the company collapse as the world realises they've been had.
Quite in opposition to anyone who has ever actually worked in IT...or for that matter a business with the goal of still being in business 100 years from now.
****ing myopic greedtards...
There's an important question missing from your list: How can success be MEASURED?
If you can't do this, you can never say whether the spend was a success. And you can't meaningfully glean lessons for the future.
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