The IT Skeptic's Big Ideas
Every year I seem to run with one or more "Big Idea". Often they are not my original idea. Some are. For the others I try to bring a fresh perspective to them.
2005 | Big Uncle | Privacy is dead: what we get instead is up to IT professionals |
2006 | Core Practice | Copper not gold. My most profound work. |
2006 | The 5% Club | CMDB is for the 5% complex enough to justify it and rich enough to succeed |
2007 | Crap Factoids | Critical thinking about what the vendors say |
2008 | He Tangata | IT is about the people |
2008 | Real ITSM | A satirical view of the "null hypothesis" for ITSM |
2009 | ITIL V3 came out - it was a busy year for an ITSM skeptic | |
2010 | Basic Service Management | Service management made simple and practical |
2010 | Checklists | Checklists are one of the most fundamental (and underused) resources in IT |
2011 | Tipu | A methodology for managing BAU continual improvement |
2011 | Bad parent | IT's governors have systemically failed IT over decades |
2012 | Protect and Serve | IT deals all the time with the conflicting demands of stewardship and change |
2012 | Standard+Case | A universal model for responsiveness, e.g. IT support. My biggest idea ever, which resulted in a book. |
2013 | Kamu | reconciling DevOps and conventional ITSM, extrapolating both to find the common ground, possibly around "anti-fragility" |
2013 | Slow IT | the need to ease up on business demand in many organisations because It is close to breaking point. |
2014 | Meet in the Middle | A strategy for trying to get IT some breathing space |
2014 | Real IT | IT's new theoretical ideas lose sight of the reality of life in the IT trenches. |
2015 | Hono | A simpler approach to supplier engagement models |
2015 | Multi-Speed IT | Reconcile conflicting demands for stability and agility by having different lifecycle models, some of them custom. |
2016 | Get out of the way | A basic principle of DevOps is for "Necessary Non-Value Work" to get out of the way of Value Work |
2017 | Lizard Brain | We are primal animals. We dont interact with machines in the same way as we interact with humans |
2017 | The IT Renaissance | the like of which we have never seen before in our industry |
2018 | New Ways Of Working And Managing | Change to Management is the essential transformation to achieve new ways of working |