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    Brighttalk   getting back on track - final Brighttalk getting back on track - final Presentation 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  2© 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 MatchStrike 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… Andrew.P.White@Gmail.com! ReverendDrew! SystemsManagementZen.Wordpress.com! systemsmanagementzen.wordpress.com/feed/! @SystemsMgmtZen! ReverendDrew! APWhite@us.ibm.com! 614-306-3434!