If you’ve ever worked in a manufacturing environment, then you certainly know what Work In Progress (WIP) looks like: stacks of partially-completed products waiting for the busy staff’s attention.
Easy to see that those part-made things have already cost money: the investment can’t be recovered until the product is complete and can be delivered to the customer. The longer it waits (as WIP) to be worked on, the farther away the cost recovery, and hopefully profit, gets.
This was the situation: my customer had a dysfunctional business. It wasn’t a large company, and many employees had been there for years; and discussions were led, and decisions were made, by committees and reports. Life wasn’t good, and the competition was nibbling away at opportunities that the company should have won.
More importantly, there was a regulatory requirement the company needed to meet, requiring a new process across all of its customers, for which no action had commenced. The CFO wanted a way to get a conversation going, that would wake up her CIO and his teams and make the required change happen.
The lack of movement wasn’t for a want of trying – Agile, Lean, DevOps, all sorts of things had been tried but with little sustainable success. It had more to do with how disparate leaders and teams worked, or didn’t work, together.
Many companies still need to manage their software asset investments better – to reduce risks and financial “wastage.” It can be a huge undertaking but it can also be very rewarding – so start small if you need to, building up your software asset management capabilities over time.
Software asset management (SAM) is an underused IT management discipline that should be employed by IT departments to manage, control, and protect their software assets at an enterprise level. Done well, SAM will not only reduce the risks of compliance exposure, it will also save your organization time and money on maintaining its software estate as part of the overall IT service delivery ecosystem.
If you’re a software asset manager, or have responsibilities involving IT assets, then please read on for seven tips that will make you more effective in your role.
COBIT might have started life as a tool for IT auditors, and the requirement for IT-related internal controls (hey, there’s no need to yawn), but it has since blossomed into a good-practice framework for both IT management and governance. Read on to find out how COBIT can help your organization and the IT service management (ITSM) practitioners that work within it.
Following on from my previous blog on IT4IT, this blog provides a “beginners guide” to COBIT (formerly also known as “Control Objectives for Information and Related Technologies,” which was dropped with version 5), a good-practice framework for IT management and governance created by the international professional association ISACA. In particular, I focus on information about COBIT’s seven enablers and how their use will help your organization.
In the development and adoption of an IT service management (ITSM) ecosystem, people will spend many hours working on the design and development of processes, procedures, and plans. However, regardless of the best practice approach you use, no approach is prescriptive on the leadership you need to help teams be productive and effective in their design work. Instead you’ll need to find the tools, tricks, and tips that help you build trust and get things done. To this point, this blog offers up three Lean concepts that will both help the team with work tasks and enhance your leadership abilities.
While Lean originated in manufacturing, and is primarily referenced as a manufacturing framework, many of its concepts can easily translate into usable functions for other industries including the one you and I both love – ITSM. In fact, you might have already heard of Lean IT.