Successful interim collaboration requires more than just finding the right expert. Above IT’s Pasi Jalonen has served in interim roles such as IT Manager, technical specialist, and IT architect. Based on his experience, he highlights factors that help get more out of interim collaboration.
An interim may join an organization temporarily to fill a staffing gap, but just as often the need relates to development, change, or specific expertise that is not available within the organization. In many IT teams, daily maintenance and problem-solving consume a large part of the capacity, meaning development projects and the implementation of new services are easily overshadowed by other tasks.
Pasi has seen, for example, Microsoft 365 implementations stretch over years. In such a situation, an external IT specialist can quickly take control of the situation and bring the project to completion.
When considering an interim specialist or if you have already started a collaboration, pay particular attention to the following.
1. Define the Assignment According to the Goal
Interim is a fixed-term solution, but the appropriate length of the assignment depends on the task. Limited technical work can be implemented relatively quickly, while a broader change, a leadership role, or the renewal of operating methods naturally requires more time.
Particularly in larger organizations, simply understanding the environment, stakeholders, and operating methods takes time. Pasi estimates that in a broader role, the first 3–4 months may be spent on the specialist getting to know the organization properly. Therefore, an assignment of a few weeks may be too short if the goal is to achieve a broader change.
When the interim specialist is already familiar with the organization, it is also worth evaluating further needs in good time. If the next development need is visible, the expertise of the familiar specialist can be utilized instead of starting the search and orientation for a new person from scratch.
2. Scale the Workload According to the Role
The workload of an interim assignment should be defined according to the task and responsibility. The time required for the roles of IT Manager and IT architect can be very different.
An IT Manager must properly integrate into the organization and know the people, service providers, IT environment, and current projects. Pasi has encountered a model where only one day a week is reserved for the task, but especially in the early stages, that time can be spent just catching up on the week’s events. Therefore, it is advisable to initially reserve even a full allocation for the task so that the environment and key stakeholders become sufficiently familiar.
In a limited technical or architectural task, the situation may be different. When the assignment is clear, 2–3 days a week may be quite sufficient. The workload should therefore be scaled according to what kind of responsibility is needed and what the task is intended to achieve.
3. Leave Room for an Outside Perspective
An experienced specialist coming from outside the organization brings experience from different IT environments and ways of solving the same issues. This is emphasized especially when IT services have been outsourced to several partners. Service providers have their own perspectives on solutions, whereas an interim specialist acts on the customer’s side and examines the whole in terms of the customer’s goals and continuity.
The assignment may relate, for example, to a cloud transition or the renewal of a data center environment. Experience from other environments helps in evaluating options and challenging established operating methods.
Therefore, it is worth leaving room for the specialist’s insight. If the implementation method has been decided down to the details in advance, some of their experience will remain unutilized. Another solution may be more sensible in terms of costs, easier to maintain, or better serve future needs.
4. Integrate the Interim into the Team
Pasi compares the start of an interim specialist to the orientation of a new employee. The goal of the assignment, the necessary background information, and the operating methods essential for the work must be reviewed right at the beginning.
Normal information flow must also function. If the interim is left on the sidelines and information is shared with them only occasionally, time is spent investigating matters after the fact. When they are included in discussions and meetings relevant to the task, the work can get properly underway faster. Similarly, if internal policies, goals, or other initial information change during the assignment, the interim specialist should be kept up to date on the changes.
At the same time, better conditions are created for the transfer of expertise: in addition to their task, the interim can mentor internal staff and build solutions together with those who will continue the work after the assignment.
Are You Considering an Interim IT Specialist?
From Above IT, you can get an interim specialist for roles such as IT Manager, IT architect, or CISO. Our experienced consiglieri bring structure to operations and support for decision-making and development.
We would be happy to discuss whether an interim service could suit your situation and with what allocation. Book a suitable time for you from our calendar!