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Why Directors Don’t Get IT: The Changing Definition of Information Technology
1. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Why Directors
Don’t Get IT?
The Changing Definition of
Information Technology
Scott Sayre
Sandbox Studios Inc.
scott@sandboxstudios.org
2. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #1
No one understands what IT is
3. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #1
No one understands what IT is
• The definition of IT is in a continuously
changing state
• Definition of IT is often a matter of
opinion
• IT is not just a department
• IT is not limited to computers, phones
and software
4. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #2
Everyone understands what IT should be
5. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #2
Everyone understands what IT should be
– Self-proclaimed experts can cause more trouble
as the less technical literate
– Almost everyone has a computer or phone at
home
– Almost everyone thinks they should be able to use
the same tools they do at home
– Staff resist the training they don’t know they need
– Everyone wants to work in their own individual
way
6. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #3
IT (departments) often gets to define itself
7. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #3
IT (departments) often gets to define itself
– IT feels misunderstood and overtaxed
– IT staff often isolate themselves through poor
communication
– IT often sets its own priorities and schedule
– IT often informally defines what it does and does
not do
– IT does not actively advocate for staff training and
education
8. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Common Problem #4
Lack of Honest, Proactive Budget Planning
• Individuals and organizations tend to ignore or hide
long term costs of technology investments
• Investments in software and hardware are often
planned as one time costs rather than as ongoing
utilities
• Almost all hardware and software needs to be
replaced or upgraded every 3 to 4 years
• Investments in security, virus protection and backup
spending are often reactive.
• Training is rarely budgeted as an ongoing need
9. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Working Towards Solutions
• Make effective IT an institutional-
wide strategy
• Work towards creating and
maintaining an IT literate staff
• Move away from the idea that the
IT department has all the answers
10. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Work Toward a Global Solution
• Develop cross organization, team-based
approach to IT
• Assess needs across entire organization
on an ongoing basis
• Prioritize new and ongoing projects and
services based on importance and
resources, and share these decisions
11. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Work Toward a Global Solution
• Develop institutional
standards/requirements for hardware,
software, training, file formats, back-up,
and preservation procedures
• Inform and educate all staff on current IT
decisions and issues on a regular basis
• Revisit and revise decisions and issues
on a regular basis
12. Sandbox Studios Inc.
Scott Sayre Ed.D
www.sandboxstudios.org
Minnesota Association of Museums, October 11, 2004
Scott Sayre
scott@sandboxstudios.org
www.sandboxstudios.org
Editor's Notes
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
Previously there were two web sites, TMAA and MAAG. The fundamental change is that the Foundation’s Web site will now serve as an umbrella for both museum Web sites.
