What knowledge transfer required when transitioning from old IT manager to new one?

810 pts.
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IT managers
Network access
Network security
Remote access policies
What point / Knowledge transfer to be take care, while job transfer from resigned IT manager to new pointed IT manager for future smooth running of IT work?[o:p][/o:p]

As CAL, ISO docs, all network passwords etc.[o:p][/o:p]

Should we need to scan network for any unknown remote access installed software & take backup / image of all running server states? Please suggest some good tools also.[o:p][/o:p]

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For my side, everything that I do will be documented. A couple of examples are creation of ID’s, what is done by the system admin on its daily, weekly, biweekly, monthly and etc task must be documented down too….so the best is all task that is done by the sysadmin is to be documented and be handed over to you.

Not only that, it will be great if they can have a knowledge transfer by the older manager to the new manager…

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  • Denny Cherry
    Are you talking about a sysadmin or the person in charge of the sysadmins?
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  • mitrum
    Yes, Mrdenny sysadmin job transfer.
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  • c007
    Network Diagram Daily/Weekly/Monthly/Quarterly/Year end Task Password Other documents There should have also transition perion of the old IT manager to the new IT manager atleast 3weeks.
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  • mitrum
    [...] What knowledge transfer is required when transitioning from old IT manager to a new one? [...]
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  • mitrum
    [...] 8. Jinteik, Mrdenny, and C007 gave some great feedback for a member wondering about what knowledge to transfer when transitioning between an old IT manager and a new one. [...]
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  • mitrum
    [...] It’s a sensitive transfer when a new IT manager comes on board, and Mitrum, mrdenny and C007 have some good [...]
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  • TomLiotta
    You need the actual 'job description' of the position, the views of the superior of the position and the views of those who report to the position. Together, those three elements should define everything that needs to be transferred. One problem is that "IT" might be "IS" in a different organization, or "manager" might be "supervisor" elsewhere, or 'operations' might be in a different vertical reporting path from 'programming', or 'networking' might be bundled with the telephone system... or... well, there are far too many possible permutations. Nobody outside of your organization knows what your "IT manager" does. It's not uncommon for major parts of an organization not to know what their own "IT manager" does. In theory, a 'job description' should provide a list that guides you to what you need. But most of us realize that bosses often assign responsibilities outside of the ones that are defined. So, the 'boss' of your IT manager should know about exceptional items that aren't clearly documented. Similarly, past IT managers may have delegated various tasks and responsibilities to those below the position. The only ones who really know will be the ones who took on the tasks. For at least one step above and below the position, everyone should review the description of that position ahead of time. Everyone should note whatever was done that the description doesn't cover or whatever is inaccurate. Compile your actual list from the combined results. Ideally, the outgoing IT manager should approve the final list, but that will depend on circumstances. Tom
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