The Year of Shattering Silos
This is the year to shatter the silos. Consider any best practice, method or standard that you have or are thinking of implementing. In any DevOps, ITSM, ISO or Lean initiative the biggest challenge that any CIO or organization as a whole will have to address is how to meet the rate of demand and the dynamic business requirements. Dynamic business requirements are a norm not an exception and the service provider will need to ensure fluidity throughout the value stream. Shattering Silo’s will be a prerequisite to achieving end-to-end workflow and agility.
When talking about silos most practitioners immediately think of integrating departments or functional teams. One of the more obvious silos to address here is the division between development and operational teams (DevOps). While there is a lot of buzz in the industry on how to bridge that great divide, the real chasm that hinders efficiency and optimization is that between the business and IT. Business performance is directly related to IT performance and the business side of the house must engage IT in all strategic initiatives. Not only to ensure functional and nonfunctional requirements but I am speaking here of full on consistent support and engagement with IT to ensure an ever evolving service belt.
Outdated, disparate, and nonintegrated tools and technology are killing the opportunity to achieve real competitive advantage, time to market and business outcomes. A holistic approach to tool selection to support DevOps, ITSM and Lean will have to be looked at from and integrated tool chain perspective. Enough already with replicated tools effort and resources.
Ok… now we are really getting to the crux of things. When attempting to bust out of and to shatter silos. Those organizations that have attempted it will be the first to tell us that we should never have a “Configuration Management Process” project or “
project. Instead you might have a
project to “Record and Track Changes” in order to restore service quickly and
reduce business and customer impact.
This initiative would like to look at how to integrate some small
increment of integration between Incident, Problem, Change and Configuration
Management. This is very different than
having an over worked bureaucratic configuration or change control process that
hinders more than it helps. Every process design or improvement initiative that
is driven by customer and business needs and requirements would work best to
deliver value. When projects are not
driven by the voice of the business or the voice of the customer we tend to end
up with process for process sake. Taking
an iterative agile approach to process design and looking at what might be
required for a holistic integrated process approach across the software
development and service lifecycle is likely to avoid a lot of bureaucracy,
bottlenecks and impediments in the velocity and cadence required to meet
dynamic business requirements. Agile
Service Management will truly help to shatter the “Process Silos”.
Functional Silos, Technology Silos and Process Silos create data and information silos. Simply put, if your data and information are siloed, you will always be siloed and perhaps never have the capability to achieve true optimized business performance.
To learn more or to become a Certified Agile Process Owner or Certified Agile Service Manager: http://itsmacademy.com/Agile