My first assignment as an IT manager happened over two decades ago. At the time, I was a focused and skilled technician. I truly believed that technical competence alone would be enough to succeed in this new role.
It didn’t take long for reality to hit.
I quickly discovered that managing IT is not the same as doing IT. The shift was deeper than I expected — and it wasn’t just about learning how to manage people.
It was about building a system. A framework for decision-making, prioritization, and delivery.
Back then, most organizations had their own management “style,” but few had a real system. Chaos was disguised as flexibility. Control was confused with leadership. And many IT managers — including myself — were simply improvising, project by project, crisis by crisis.
It wasn’t until I discovered structured IT management frameworks like ITIL and COBIT that I finally found clarity. I went from being a lost junior manager to an instructor training others in IT governance.
The journey was long, full of mistakes, and full of lessons — but it completely reshaped how I work. Today, my goal is simple: help others avoid wasting time in trial and error by building solid foundations from the start.
What Is IT Management?
At its core, IT Management is the process of overseeing all technology resources and systems in an organization to ensure they support the business’s goals.
This includes:
- Infrastructure (servers, networks, devices)
- Systems (software, platforms, tools)
- People (technicians, developers, analysts)
- Processes (governance, support, development, security)
The goal is to ensure that IT runs smoothly, safely, efficiently — and adds real business value.
But managing all this is not just about keeping systems online. It’s about building strategy, minimizing risks, improving performance, and enabling innovation.
Why IT Management Matters More Than Ever
Technology today is the business. Whether you’re a startup or a multinational, your success depends on your IT operations being:
- Reliable
- Scalable
- Secure
- Adaptable
Bad IT management leads to:
- Outages that stop operations
- Security breaches that cost millions
- Projects that overrun deadlines and budgets
- Teams that are burnt out and misaligned
Good IT management, on the other hand, turns technology into a strategic advantage.
My Personal Transformation: From Technical Expert to IT Leader
When I started managing, I was technically sharp but completely unprepared for the systems-thinking required.
I wasn’t thinking in terms of:
- Processes
- Service levels
- Risks
- Cost-benefit analysis
- Business alignment
I was thinking: “Fix the issue. Deliver the feature. Keep the lights on.”
But as issues grew — and so did expectations — I realized I needed a new approach.
That’s when I started studying ITIL, COBIT, and other management frameworks. They opened my eyes to a new layer of leadership:
- ITIL taught me to treat IT as a service.
- COBIT helped me understand governance and business alignment.
- Project management (PMBOK, Agile) gave me tools to structure delivery.
Eventually, I developed my own methodology — one tailored to the context I was working in, but grounded in these global best practices.
Core Pillars of Effective IT Management
1. Governance
Defines roles, responsibilities, and accountability. Good governance ensures IT decisions are aligned with business priorities.
Tools: COBIT, ISO/IEC 38500
2. Service Management
Focuses on delivering consistent, reliable, and valuable IT services.
Tools: ITIL, ServiceNow, BMC, Zendesk
3. Project and Portfolio Management
Organizes initiatives, manages resources, and aligns project goals with strategic objectives.
Tools: PMBOK, PRINCE2, Agile, Jira, MS Project
4. Security and Risk Management
Protects data, infrastructure, and operations from threats while maintaining compliance.
Frameworks: NIST, ISO/IEC 27001, CIS Controls
5. Performance and Metrics
Uses KPIs and SLAs to track what matters and continuously improve.
Examples: System uptime, incident response time, ticket backlog, customer satisfaction
Common Mistakes IT Managers Make (I Made Most of Them Too)
- Trying to solve everything personally instead of delegating and enabling the team
- Ignoring process and relying on memory and firefighting
- Focusing only on technology, forgetting business context
- Underestimating communication as a leadership tool
- Delaying investment in documentation, monitoring, and reporting
Experience taught me the hard way that a great IT manager doesn’t just react — they design systems that prevent chaos from taking over.
How to Start Building a Strong IT Management Practice
If you’re starting — or rebuilding — your IT management role, here’s a roadmap:
🔹 1. Map Your Current State
- What assets and systems do you manage?
- Who are your stakeholders?
- What’s working? What’s not?
🔹 2. Choose a Framework to Guide You
- For service focus: Start with ITIL
- For governance: Explore COBIT
- For project structure: Use PMBOK or Agile
🔹 3. Establish Priorities
- What are the biggest pain points for the business?
- What risks are you exposed to?
- What process improvements will have the highest impact?
🔹 4. Measure and Iterate
- Define basic KPIs
- Track them weekly or monthly
- Share progress transparently
🔹 5. Build Your Team (and Their Knowledge)
You won’t succeed alone. Invest in training your team on the frameworks and tools that you adopt.
A Word on Effort: It’s Still Hard Work
Even with frameworks, mentorship, tools, and experience, IT management is never effortless.
You still need:
- Dedication
- Discipline
- Learning from mistakes
- Decision-making under pressure
- A deep commitment to service and growth
Frameworks don’t replace effort — they channel it so your energy creates real results.
Final Thought
Going from a confused junior manager to a confident IT leader wasn’t a fast journey. But it was worth every step.
If you’re in the early stages of managing IT — or feel like you’re stuck in reactive mode — know this:
There is a system. There are tools. There is a path.
And with the right guidance, mindset, and perseverance, you can become the kind of IT manager who doesn’t just solve problems — you prevent them.