The business case for DevOps automation

In the past I have written sceptically about automation
I have learnt better now.

DevOps represents the emergence of systems thinking in IT

Welcome to the new world of IT: systems thinking.

why DevOps transformations succeed where ITSM so often doesn't

I've consulted on many ITSM initiatives and it always seemd a struggle to effect improvement: all stick and no carrot; dragging horses to the river with no interest in drinking. My DevOps consulting these days is a different experience - of happy horses following willingly and drinking their fill. The difference between ITIL and DevOps is that DevOps works.

Customer delight is a typically geek concept

Customer satisfaction, sure. But "delight"? I'm gonna puke. Let's stop misusing hat word.

There are three kinds of people:
Technophiles who derive great pleasure and satisfaction from technology.
Tech-neutral people who can't deal with technology but don't particularly like it and don't emotionally engage with it or derive pleasure from it.

Optimising control constraints

Here are some notes I wrote for a client on how to optimise the constraints created by controls on the Require to Deploy to Run value stream.

Two questions to ask

Here are two questions you can ask yourself, or you can ask any person or team, to challenge them to change the way they work:

  • Can you show how your work will be better in a year?
    We want to know whether there is any improvement programme, or any bandwidth for improvements, or even any culture based on improvement.
  • Can you keep working in this way indefinitely?

Standard + Case methodology to be released by US government

The IT Skeptic is proud to announce that the US government is adopting The Standard Plus Case methodology for national security response.

Some cultural change principles I have learned

Here are a few things I seem to be saying a lot lately, while immersed in driving DevOps transformations.

1) Patience patience patience. Some people have to see and feel it to believe it. It takes years to change a corporate culture, to bring everyone along.

Hot desks suck

Hot desks suck.
Wandering around trying to find anyone.
People coming in at 7 just to get a good seat.
Impersonal clinical workspaces.
No physical team identity. No sense of place.
One organisation bans all plants "because of allergies".
Completely ignores the lizard brain, and treats people like devices.

Why companies change their ITSM tool

Stephen Mann wrote about why companies change their ITSM tool. Over at he had the results of a survey. You can read about it here

I think he missed the main reasons that people change ticketing tools (and many other categories):

1) our culture is screwed and we think a new tool will fix it.

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