Excessive desire for new equipment, jealousy of other departments' budgets, venting anger on employees for no reason, and delaying work due to arrogance are all mistakes that IT managers make in their daily work.
Facts have shown that these mistakes must be guarded against in order not to affect the development of the enterprise.
Ancient religious prophets classified the seven deadly sins of human beings: pride, jealousy, wrath, sloth, greed, gluttony and lust.
In 2008, the Vatican’s Social Sins updated the traditional seven deadly sins and linked the new seven deadly sins with the temptations of modern society.
The new seven deadly sins are: ethical crimes, scientific experiments on genetic modification, drug abuse, pollution, social injustice, causing poverty or excessive accumulation of wealth for a few people.
Whether old or new, these "crimes" damage the individual's body and mind.
In fact, in enterprise IT management, IT managers are also prone to committing the "seven sins". These "crimes" also have serious consequences and will pose a serious threat to the normal development of the entire enterprise.
Excessive desire for new technologies There are many kinds of desires in the IT field, such as the desire for power, position, and even materials. Perhaps the most destructive thing for IT work is the uncontrollable desire for new equipment.
IT writer James J. DeLuccia once pointed out that the most common desire in the IT field is to pursue new technologies purely for the sake of owning them.
"IT managers make the mistake of pursuing the latest processors and hardware just to so-called 'keep up with the times.' The reality is that in most cases, the technology used is often used well." A consumer goods manufacturer
, its operations are good, business runs smoothly, and customers are satisfied with the service.
However, the company's IT managers were obsessed with new technology and decided to fully upgrade to a new version of Oracle database and Xeon processors.
As with many IT projects in pursuit of new technology, the first thing this company encountered was that the software it had originally used to connect to its database did not support the new version of Oracle.
Moreover, the original software developer has gone out of business and is unable to provide relevant technical support, so the consequence of this upgrade is that the company's main service applications can no longer run normally.
To make matters worse, the new hardware requires more power support. As a result, the existing power and UPS systems in the data center cannot meet the power needs, and power outages continue to occur.
In addition, there are many factors such as hardware and maintenance, infrastructure upgrades, software licenses, energy consumption costs and training Oracle database administrators, which have brought large-scale cost increases.
DeLuccia believes that if a company pursues new technology, it must be practical and necessary for business. Pursuing technology purely to satisfy desires will only lead to heavy losses.
The consequences of information gluttony's desperate efforts to hide information are not as serious as the desire to superstitiously follow new technologies, but the former is more common.
This reluctance to share information with others is often mistaken for a way to ensure job security.
Josh Stephens, technical director at network management software provider SolarWinds, said: "There is a type of IT manager who doesn't like to reveal information about network infrastructure. They let others handle the servers and network switches, but they control the core of the network themselves.
, Don't want others to know how the network core is running. The result of this approach is that once these IT managers go out and the company's network system fails and stops running at this time, no one can restore the system.
Because people don't know how the system is built, they have to start from scratch and rebuild the network core. This work may only take an hour, but it may take a full day and a half. These IT managers often think that if they know others.
If you don’t know something, you will appear smarter. In fact, it is smarter if you share the information with others and teach the people around you,” said Marcelo Schnettler, vice president of a consulting company in New Jersey, USA.
In addition to desperately hiding information, another common manifestation of gluttony among IT personnel is desperately hiding projects.
Schnettler said senior managers take on certain projects either because they want the attention and funding that completing them all will bring, or because they simply can't say no to the project.
The result is that IT departments end up overwhelmed with projects and then unable to handle more important emergencies.
Greed overwhelms conscience Asuret is committed to reducing IT project failures. Michael Krigsman, the company's CEO, said that IT project failures are often attributed to the two fatal factors of arrogance and greed.
He calls the problem the "devil's triangle": naive or arrogant customers who make unrealistic demands, system integrators and consultants who make arbitrary promises, and technology providers who are in a dilemma.
He said that even if system integrators are sincere when launching a project, they will face difficulties.
They either tell the customer that these demands are destined to be unreasonable and miss out on the contract, or they still comply with the customer's requirements but face the risk of project failure.