brighttalk getting back on track - final
DESCRIPTION
TRANSCRIPT
http://blogs.agu.org/landslideblog/files/2010/11/10_10-Canterbury-22.jpg
Getting Back on Track: How to Develop Strategies That Create Agility and Alignment
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Mr. White has fifteen years of experience designing and managing the deployment of Systems Monitoring and Event Management software. Prior to joining IBM, Mr. White held various positions including the leader of the Monitoring and Event Management organization of a Fortune 100 company and developing solutions as a consultant for a wide variety of organizations, including the Mexican Secretaría de Hacienda y Crédito Público, Telmex, Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US Navy Facilities and Engineering Command.
Andrew White Cloud and Smarter Infrastructure Solution Specialist IBM Corporation
http://weheartit.com/entry/12433848!
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Ground rules for this session… • If you can’t tell if I am trying to be funny… – GO AHEAD AND LAUGH!
• Feel free to text, tweet, yammer, or whatever. Use
• If you have a question, no need to wait until the end. Just interrupt me. Seriously… I don’t mind.
I have a lot of experience leading Systems and Event Management teams
My name is Andrew White
Strategy,
I am here today to share some of what I have learned about
Systems Thinking,
and Change.
QUESTION: What value does your IT organization create for your business?
HINT: “We provide infrastructure or applications the business uses” is not a value proposition
If you can’t answer this question, how can you be sure you are doing the right things and doing them well…
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why do we need a strategy? • Without a strategy, we fill our time with… – … what we want, or – … what we think the boss wants, or – … by reacting.
• Without a strategy, time and resources are easily wasted on piecemeal, disparate activities.
“Are you sure you have a strategy?” Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Outcomes
The Strategy Focused Organization *
Roadmap What actions are we taking?
Strategy How will we achieve our vision?
Vision What do we want to be?
Values What do we believe?
Mission Why do we exist?
* The Strategy Focused Organization, Robert Kaplan, David Norton, Harvard Business School Press, 2001
Happy Shareholders
Delighted Customers
Effective Processes
Engaged Employees
“Nobody really knows what strategy is.”
The Economist, 20 MAR 1993
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Is Strategy? The combination of competitive moves and business approaches that are chosen to help the company reach specified goals
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Isn’t a Strategy • Strategy is not an action:
– “We are implementing release management” – “We are deploying automation”
• Strategy is not an aspiration: – “We are trying to be #1” – “We are trying to provide 99.999% uptime”
• Strategy is not a vision: – “We want to understand our customers and satisfy their needs” – “We want to be a leading innovator”
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
CIO’s turn to innovative technologies to deliver better outcomes
Cloud & Optimized Workloads § Agile provisioning § Elastic compute power § Scalable storage
resources § Intelligent services
Mobile Enterprise § Hybrid mobile "
app development § Multi-channel integration § Device management § Workloads on the move
Security Intelligence § People &
identity § Data &
information § Application
security § Security
analytics
Big Data Analytics § Analyze an enormous variety of information sources § Real-time insights & actions on streaming data
IBM CIO Study (2012)
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Operational Effectiveness Is Not Strategy Operational effectiveness is about doing things better than competitors, strategic is about doing things differently from competitors. Operational effectiveness is necessary to compete but not sufficient to win.
“What is Strategy,” Michael Porter, Harvard Business Review, November 1996, Reprint # 96608
It isn’t a strategy if you aren’t forcing decisions to be made.
http://commons.wikimedia.org/wiki/File:Fredmeyer.jpg
The average grocery store carries 48,750 items including: • 91 different shampoos • 93 varieties of toothpaste • 115 types of household cleaners
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Five Dimensions of Strategy • a consciously and purposefully developed plan; • a ploy to outmaneuver a competitor; • a pattern in a stream of actions, whether
intended or not; • a position defined either with respect to a
competitor, in the context of a number of competitors, or with respect to markets; and as
• a perspective, i.e. a certain mindset of how to perceive the world.
Mintzberg, H. (1987). "The Strategy Concept I: Five Ps For Strategy." California Management Review 30(1) Fall: 11-24.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Sustainable Competitive Advantage • Unique competitive position for the company • Activities tailored to strategy • Clear trade-offs and choices vis-à-vis
competitors • Competitive advantage arises from fit
across activities • Sustainability comes from the activity system,
not the parts • Operational effectiveness a given
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Strategies Evolve
Version 3.2 March 2011 22
© Marc Sniukas “Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004
Intended Strategy (Plan of Action)
Unrealized Strategy Realized Strategy
(Pattern of Actions)
Emergent Strategy
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Striking a Balance
“Strategy: Process, Content, Context” 3rd ediDon De Wit & Meyer Thomson Learning 2004
Strategic Thinking Logic vs Creativity
Strategy Formation
Strategic Change
Deliberateness vs Emergence
Revolution vs Evolution
Business Level Strategy Markets vs Resources
Corporate Level Strategy
Network Level Strategy
Responsiveness vs Synergy
Competition vs Cooperation
Industry Context Compliance vs Choice
Organizational Context
International Context
Control vs Chaos
Globalization vs Localization
Organizational Purpose Profitability vs Responsibility Purpose
Strategy Context
Strategy Content
Strategy Process
A great strategy has pieces, but they form a coherent whole!
The rationality of individuals is limited by the information they have. This causes “The Tragedy of the Commons.”
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
What Is a System? It is a set of interconnected actors that change over time when they are influenced by other elements of the system.
Actor
Actor
Actor Actor
Actor
Actor
Actor
Actor
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Organizations as a System Board of Directors CEO
Marketing
Sales
Product Development
Customer Support
Legal
M&A
General Counsel
Intellectual Property
HR
Employee Relations
Training
Benefits
Operations
Purchasing
Supply Chain
Facilities
Delivery
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
System to Sub-System Board of Directors CEO
Marketing
Sales
Product Development
Customer Support
Legal
M&A
General Counsel
Intellectual Property
HR
Employee Relations
Training
Benefits
Operations
Purchasing Supply Chain Facilities
Buildings Grounds
Gardens
Lawns
Snow Removal
Delivery
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Finding Connections Board of Directors CEO
Marketing
Sales
Product Development
Customer Support
Legal
M&A
General Counsel
Intellectual Property
HR
Employee Relations
Training
Benefits
Operations
Purchasing Supply Chain Facilities
Buildings Grounds
Gardens
Lawns
Snow Removal
Delivery
How do we establish the relationship between the system and the process?
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
IDEO Problem Solving Process
Time Abstract
Observable
Solutions [Actions]
Problems [Goals]
Insights [Objectives]
Framework [Strategies]
Principles [Tactics]
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Key Concepts to Understand • Objective: a desired outcome. The terms Strategy and
Objective are not interchangeable. An objective defines the results that supporting strategies must achieve.
• Strategy: a method for achieving an objective. Each objective has a "necessary and sufficient set" of strategies (roughly 2-8) which define it; each strategy aims to achieve a single objective.
• Tactic: how the strategy is implemented. Each strategy has a group of tactics (usually 2-8) to define how the strategy will be implemented and when. Each tactic has a single strategy it aims to accomplish.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How a Plan Comes Together
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How a Plan Comes Together
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
This is the basis for a project work-breakdown-structure
Decisions are made here
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Let’s Use Me As An Example
Actions
Leverage My
Network
Inside Sales Leads
CRM
Find New Clients Strategy
Grow Existing Clients
Sell $XX By 1H2013
Actions
Actions
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Objectives Cascade
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
Delegated Down
Delegated Down Reported Up
Reported Up
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Bridging the Gap
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
Delegated Down
Delegated Down Reported Up
Reported Up
Understanding these shared components help you begin a new conversation in context
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
No Visibility
Bridging the Gap
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
CEO
VP of Operations
Director of Facilities
These relationships help you conduct a conversation that is meaningful to the person with whom you are working.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
No Visibility
No Visibility
No Visibility
The need for context
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
CEO
CIO
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
VP of IT Ops
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Dir. Of ITSM
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
ITSM Manager
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
Process Owner
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Many Moving Parts VP of IT Ops
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions Actions
Objective
You need to incorporate your strategy into this person’s actions in such a way that it helps them with their objective?
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why strategies fail… 1. allowing too much complacency 2. failing to create a sufficiently powerful guiding coalition 3. underestimating the power of vision 4. under communicating the vision 5. permitting obstacles to block the new vision 6. failing to create shot term wins 7. declaring victory too soon 8. neglecting to anchor changes firmly in the corporate culture
Leading Change, John Kotter, Harvard Business School Press, 2012
As we have become more aware that things are always happening, our behavior has changed.
We are no longer thinking, we are reacting…
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit! http://static4.businessinsider.com/image/5176c232ecad04805d000010-505-277/screen%20shot%202013-04-23%20at%201.09.49%20pm.png
April 23, 2013 The Twitter account for the Associated Press was hacked The hackers posted a fake notice that the White House was attacked and President Obama was injured The Dow dropped 150 points in less than 5 minutes
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Systems are Volatile This change makes it difficult to control the behavior of the system. The good news is that systems are perfect. They always deliver the optimum result given a specific stimuli.
A failure is not always a mistake, it may simply be the best one can do under the circumstances. -- B.F. Skinner, American Psychologist & Professor, Harvard University
Uh oh. Two independent thought alarms in one day. The students are over-stimulated. Willie! Remove all the colored chalk from the classrooms. --B.F. Skinner, Principal, Springfield Elementary School
You can't judge my choices without understanding my reasons. -Unknown
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Two Important Properties • The causal effect between two actors will
always impact the entire system • Correlation != Causation
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
How Fire Works
Time
Oxygen Heat Fuel
Fire
Mat
ch S
trike
Action
Conditions
Fire
Oxygen
Heat
Fuel
Match Strike
-AND-
• Actions are momentary and act as a catalyst to bring about change
• Conditions are stable and exist over time
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
A Real World Example
Customers Complaining
Web Server returning 500 errors
The application server was timing
out
SQL Server was not processing queries
Transaction log was unable to grow
T: Drive at 0 Bytes free
Logs were not truncated
DBA on honeymoon vacation in Fiji
Logs are truncated manually
Company has only 1 DBA
“Backup” DBA was not aware the logs require truncation
Space allocations are fixed Lack of Control
Only one database cluster in use
DR SQL Cluster
DR Cluster being used for UAT testing
More Information Needed
One one application server exists
More Information Needed
Trying to do business on the website Desired Condition
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Feedback Loops Unfortunately feedback has taken on both positive and negative indications. In reality, positive feedback is not “praise” and negative feedback is not “criticism.” Positive feedback reinforces while negative feedback balances.
Profits
Productivity
Cost Cutting Reinforcing
Balancing
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Why This is Important Understanding feedback loops helps us to overcome complacency, drive bystander accountability, weed out mediocrity and get beyond the status quo.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Do Your Project Go Like This?
Select the Solution Run POC … ?!??
Document Lessons Learned
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
The Agile Value Proposition
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Customer Satisfaction
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Business Value
Business Demand
Change Backlog (+)
(+)
(+)
(+)
(-)
(+)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Be Careful of Good Intentions
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Business Value
Business Demand
Change Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change Process
Release Process
(+)
(+)
(-) (+)
(+)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
THE CRISIS OF CAPACITY • Humans are NOT Computers! – Continuously, at high speeds, for long periods of
time, running multiple programs at the same time.
Source: Tony Schwartz (The Energy Project, www.theenergyproject.com)
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Our typical approach towards service improvement is a bit like attempting to
put the toothpaste back in the tube “Some problems are so complex that
you have to be highly intelligent and well informed just to be undecided about them.”
- Laurence J. Peter
Control Is An Illusion
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
But we seemed to be struggling to deliver
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We all have the same goal in common…
We need to celebrate the cultural differences between Dev and Ops
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
The ties that bind; the things that tear us apart • Development • Budget Counts as CAPEX • Incented for delivering capability • Identifies with “the Business” • Organized in multi-functional
teams • Process focused on CMMI • Obsessed with objects,
algorithms and UI design
• Operations • Budget Counts as OPEX • Incented for delivering stability • Identifies with “the environment” • Organized in technology
specific silos • Process focused on ITIL • Obsessed with protocols,
scalability and currency
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We have to be a team
We need to coach each other
Constructive Criticism
If no critique is given, no improvement will happen.
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
We need to rewrite the book on how we communicate with each other. Just because we all breathe air, work in IT, and speak English does not guarantee we are communicating.
“Perfection of means and confusion of ends seem to characterize our age.” -- Albert Einstein
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
IT’s Big Challenge Agenda Setting
External Assessment
Internal Assessment
Option Generation
Option Selection
Action Taking
Performance Control
Mission Setting
Identifying
Diagnosing
Realizing
Conceiving
Here is where IT is considered
IT is consulted
Here is where IT is evaluated
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Our understanding of your goals
§ Gaining visibility into and control of an increasingly complex operating environment in order to prevent frequent and prolonged outages
§ Evolving from fault monitoring to a holistic approach to managing application performance
§ Increased focus on cloud makes problem isolation and resolution more complex.
PROACTIVE OPERATIONS
§ Optimizing the performance of business processes to boost productivity
§ Providing cost transparency to track, analyze, and manage resources and control the costs associated with highly-virtualized and cloud environments
§ Improving software asset management to prevent over-spending and under-licensing
CONTROL COST
§ Leveraging automation to facilitate
rapid growth and reduce the cost of service delivery
§ Maintaining OS and application patch levels across all images (active or dormant) to protect the enterprise and enable compliance
§ Automating application releases to optimize service delivery and align the Development and Operations teams thereby increasing innovation, reducing costs, and accelerating time to value
ELIMINATE HUMAN FACTORS
Constant change is disruptive to an IT organization. We have experienced that many of our clients use this as an opportunity to re-evaluate the way they operate their environments and the tools they leverage to deliver a quality service.
We have identified three key goals driving the adoption of the cloud:
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Reduce human errors • Physical Server Build – Single Server- e.g. Deploy
OS, Install Mozilla Firefox 18.0 followed by an upgrade to 18.0.2; Deploy middleware and application stacks
• Virtual Server Build – Provision a VM from ISO or Template and deploy software
• Server Patch (Client-Server scenario) - Shut down client services, stop server, apply patch to server, restart server, start client services
• Sequenced OS Patching – Across different environments (across systems that form a service, e.g. email)
• Patch Rollout – Patch machines 1-10, then 11-50, then 51-1000 (patch Development, then patch Test, then patch Production Environment)
Task sequencing
Update 90,000 servers in days with 70% less infrastructure than
currently using. Patch the OS of a client-server system in 1 hour or build a 2 tier application in hours.
Take endpoint automation to the next level:
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Reduce costs & improve operational efficiency • Leverage “Out of the Box” IEM fixlets, Tasks
and baselines in an Automation Plan across groups of related servers
• No programming skill required - Simple UI to build automation
• Higher levels of automation - All plans can be created, saved, and re-used
• Conditional logic for each step in a plan (initially success/failure)
• View execution of plans - Completed and running with drilldown
Database Server
Applica3on Server
1. 2.
3.
Client Worksta3ons
1. Upgrade the DB server 2. If successful, upgrade the App server 3. If 1& 2 are successful upgrade the Client
workstations 4. If any Failures occur, stop further updates
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Be Careful of Good Intentions
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Business Value
Business Demand
Change Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change Process
Release Process
(+)
(+)
(-) (+)
(+)
Change Automation
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
(+) (-) (-)
Organizations don’t fail because they take the wrong path, they fail because they can’t imagine a better path than the one they are on. -- Marty Neumeier
BrightTALK Summit on Innovation & Evolution of ITSM
Follow Us: #ITSMSummit!
Let’s keep the conversation going…
ReverendDrew!
SystemsManagementZen.Wordpress.com!
systemsmanagementzen.wordpress.com/feed/!
@SystemsMgmtZen!
ReverendDrew!
614-306-3434!