In the brief time between when I left the field of Chemistry and when I formally got into software development, I ventured into the world of Information Technology. The term IT technically encompasses everything to do with computers. When used in the common vernacular, it tends to refer to the network, server and desktop computer infrastructure, in an architectural, maintenance and support sense.
What intrigued me about IT was the technology, and how it all fits together. It's every bit as much of an engineering challenge as developing software is. Maybe even more so, since the spectrum is broader. I got into IT back in '92, just as Windows NT was coming out of beta. I became engrossed in all things NT, and I wound up leading several corporate infrastructure migrations from Netware and VMS to NT. I had a background in C/DOS/Win16/Win32 programming, and it always felt like custom development (especially scripting) was a natural aspect of server administration. Strangely enough, while this is true among the UNIX IT crowd, it seems to escape many MS IT admins.
The thing that ultimately drove me away was the support aspect. Once NT started taking root, my role started shifting from a purely engineering role to a combined engineering/support role. So I bailed. I couldn't understand why the engineering and support functions were so often blended. They're diametrically opposite, in terms of skill set and personal disposition. I just don't have the empathy to do support. When someone says "I can't print", my skin crawls. :-) The first thought that crosses my mind is that the company dropped a couple grand on their computer and they've taken no responsibility for learning even the very basics. I know plenty of non-techies who have made the computer a partner, and not an adversary, so I feel that most excuses are weak.
I still love doing IT stuff, but I don't let too many people know it, because the next thing you know, somebody can't print. :-) The IT background helps me immensely in my role as a software developer, and also helps me win the trust of the IT folks, which is essential to the success of many software projects.
IT in America is, almost by definition, a reactionary function, despite the fact that it serves a mission-critical role. Several years ago, I heard the term 'data janitor' used to describe the IT professional. Truer words were never spoken. IT has to clean up every mess that users (and developers) create. An employee will get zinged if he expenses a hooker. Why doesn't he get similarly zinged if he sucks up valuable company resources by having IT configure his printer? Say what you may, but I expect everyone in corporate America to understand the very basics of computing. I expect you to understand the concept of folders and files. I expect you to know how to set up your printers, providing IT publishes good instructions. I expect you to know that the T: drive is on the network, and not inside your computer. That's not really asking very much, considering the investment the company has made in the individual.
IT has two distinct functions - strategic engineering and user support. The two are quite different, and require very different kinds of mindsets. The guy who built your infrastructure doesn't give a rat's ass if you can't print. He's more concerned with the odd TCP port requests that he saw in the firewall logs this morning. He's an engineer, and doesn't want to help you, nor should he. There should be an empathic, concerned IT help desk technician for that. He cares that you can't print, and he wants to help you get squared away.
Admins are spread very thin. We expect them to keep our mail servers operating as reliably as the telephones and the electricity. We pay them as little as we can, give them a meager budget for hardware and expect them to cover every other task that falls into the IT bucket - AND keep the friggin' e-mail flowing. The telephone and electrical infrastructures are supported by billion-dollar industries. We don't even even separate the IT engineering function from the support function. That's like making the CEO also assume the HR role, or making the Marketing department do sales.