About the three components necessary for the success of IT
This short post is an important addition to the series of articles "How to take control of network infrastructure" (at the moment only the first part is published ).
If you try to apply the processes and solutions described there in your company, then you realize that this may not work for you.
For example, let's take the access process.
To “run” this process you will have to do the following.
And how to convince these people to do enough tedious, responsible and by and large non-core work? By the way, you are not their boss.
Arguments of expediency and reasonableness may not work, because for others it may not seem so reasonable. It is clear that usually it is not your duty to organize all this, it is enough to convince the management. But the thing is that if this is done contrary to the wishes of the staff, this can lead to confrontation and political games. And this, of course, will interfere with effective work.
It seems to me obvious that if you have a team of professionals, it is better to make decisions involving joint actions together and find the best together. But for this, there must be something else, not only good technical knowledge and knowledge of what process is needed for this.
All that has been and will be described in the series of articles "How to take control of the network infrastructure" is a proven process and proven solutions. They work.
The reasons why something is not applicable or does not work for you may be different, for example, a different structure of units in the technical department or other network requirements and, of course, the decision should be discussed and adapted to your situation, but very important and what relationships are cultivated in your company, what style of communication is given by the management, what are the common processes.
It turns out nesting:
That is, we have a certain hierarchy of "knowledge". Let's call them
All three components are important and many modern solutions (for example, DevOps approach) just assume the development of all three levels. Without this does not work.
Why is this not working?
If you try to apply the processes and solutions described there in your company, then you realize that this may not work for you.
For example, let's take the access process.
To “run” this process you will have to do the following.
- arrange that all tickets go to you through other technical departments
- make these departments agree to log all requests passing through them
- require non-technical managers to monitor the relevance of these access lists
And how to convince these people to do enough tedious, responsible and by and large non-core work? By the way, you are not their boss.
Arguments of expediency and reasonableness may not work, because for others it may not seem so reasonable. It is clear that usually it is not your duty to organize all this, it is enough to convince the management. But the thing is that if this is done contrary to the wishes of the staff, this can lead to confrontation and political games. And this, of course, will interfere with effective work.
It seems to me obvious that if you have a team of professionals, it is better to make decisions involving joint actions together and find the best together. But for this, there must be something else, not only good technical knowledge and knowledge of what process is needed for this.
All that has been and will be described in the series of articles "How to take control of the network infrastructure" is a proven process and proven solutions. They work.
The reasons why something is not applicable or does not work for you may be different, for example, a different structure of units in the technical department or other network requirements and, of course, the decision should be discussed and adapted to your situation, but very important and what relationships are cultivated in your company, what style of communication is given by the management, what are the common processes.
Three components
It turns out nesting:
- You can have a strong team in terms of technical knowledge, but if there are no adjusted and clear processes, then you will not be able to effectively benefit from this knowledge.
- You can have a strong technical team, and the knowledge and ability to make working processes, but you can not apply them fully to the company, if there are no corresponding relations
That is, we have a certain hierarchy of "knowledge". Let's call them
- Technical knowledge
- Processes
- Relations
All three components are important and many modern solutions (for example, DevOps approach) just assume the development of all three levels. Without this does not work.