Getting things done quickly is vastly different than getting the right things done quickly.
Beware the delusion of speed – you may be moving quickly, but is it in the right direction?
AT Kearney tells us that 70% of business executives believe that technology innovation is critical yet 80% of the actual investment is spent on infrastructure and core operations. 45% of business executives strongly agreed that IT was too focused on day-to-day IT requirements. This tells us that IT is losing traction due to problems.
This is the curse of firefighting – investing too many resources in unplanned work.
Change Management Is the set of standardized processes and tools used to handle change requests in order to support the business while managing risks. (Risk Management)
Release Management Uses formal controls and processes to safeguard the production environment. Coordinates the rollout of changes. (Quality Control)
Configuration Management Focuses on tracking and documenting configurations and then providing this information to other areas including Change and Release Management. Configuration tracks relationships to understand who is affected and assess impact.
The three process areas must work together and share information.
Change management is all about risk management It’s up to you as to whether the process is bureaucratic or not
Don’t try to eliminate risk! Level of Assurance Level of Investment 100% You can spend a fortune and you will never truly hit a 100% level of assurance. The objective is to lower risk to an acceptable level, not eliminate it because you can’t!
“ You are in a hotel. You hear someone yell fire. He runs for the fire extinguisher and pulls the alarm to call the fire department. We all get out. Extinguishing the fire does not improve the hotel. That is not improvement of quality. That is putting out fires.”
"People work in the system. Management creates the system."
So, how does firefighting in IT improve anything? We must stop the errors before they go into production.