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Yearly Archives: 2024
We’re DevOps accredited training provider!
We’re happy to announce that services gained again the prestigious Training Provider and Accredited trainer status.
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Challenges in moving to DevOps Culture
Axelos, famous for its ITIL(r) and PRINCE(r) frameworks, issued a series of publications on DevOps culture and DevOps engineering.
In this publication our authors discuss the presented 4 challenges/barriers on the organization’s road to DevOps culture.
“1. An organization’s structural barrier keeps DevOps teams from thriving:
Organizational structure barriers are easy to spot but difficult to change.These organizational structural barriers include the following:
a) the excessive layers of anxious middle management which stand between ideas and their execution,
b) pathologically siloed organizational structures with no history of or incentives to engage in collaboration, and
c) senior-level executives who are not able, willing, or skilled to lead digital disruption in the company.
2. Cultural habits an fears prevent individuals and teams from innovating: for 25% of global enterprise IT organizations, a change in culture is one of the top three challenges they are facing (Upskilling IT 2023). Culture refers to the organization’s informal patterns that signal to people which behaviors are right and which behaviors define you as difficult.
The challenges can be summarized as:
a) not bringing the right people into the organization or not keeping and developing them once there,
b) aversion to risk-taking and proposing innovative ideas, and existing habits of seeing past failures and successes inhibit change.
3· Existing processes, bureaucracy, and procedural hurdles challenge even motivated staff members and teams: existing complex processes hamper the ability to make changes as there are too many dependencies and constituencies to connect. For 15% of IT enterprise organizations, the lack of innovative operating models hampers their progress. Existing processes and procedures are important as they are useful in getting things done, but they also cause issues if there is too much emphasis on internal processes and procedures versus the focus on outcomes.
4· Technology trends will continue to drive challenges: although there are a variety of technology topics that are interesting, exciting and might provide a variety of benefits, technology challenges are unavoidable, but the continuous adoption of technology continues to increase the technical debt. For 31% of IT enterprise organizations, managing technical debt and/or avoiding technical debt is a significant challenge. “
AI and Risk management
AI tools help us to manage risks in the whole risk management lifecycle, but implementing AI deals with new risks itself.
Watch our new presentation on the AI in Risk Management.
Service Desk Predictors (Leading indicators)
Service desk predictors (or leading indicators) module is added to our Service Desk KPIs e-learning course. In this module you learn how to develop and measure subjective predictors which help us to predict ad solve issues before they happen, and thus reach high KPIs.
ITSM vs DevOps e-learning course is improved with adding Scrum for Operations module
Our ITSM and DevOps e-learning course is amended with a new ScrumOps module! We develop and improve our course instantly to follow the best world practices.
PMI Standard for Program Management 5th Overview
By March 2024. PMI launched a new standard for the promotion of project programs в.
Like recent versions of the PMBOK, the program standard is based on principles that serve as guidelines for the behavior of people involved in programs as they influence and delineate program performance domains.
8 principles of Program management:
Stakeholders
Realization of benefits
Synergy
Team of teams
Changes
Leadership
Risks
Management
Management and control of the program are implemented within 6 domains:
Alignment with strategy
Benefits management
Involving interested parties (stakeholders)
leadership environment (framework)
Cooperation
Lifecycle management
Accordingly, the key competencies of the program manager are determined within the framework of the given domains, as well as – Systematic and analytical thinking and risk management skills, the ability to work in a VUCA environment (volatility, uncertainty, complexity, vagueness).
The basic structure of the program life cycle has remained unchanged (see figure below) and includes:
Defining the program (formulation and planning)
Delivering technical and business deliverables (including authorization and planning of program components, review and integration of components, handover and closure of components)
Consolidation and support of benefits
Program closure (program transfer, support of closure procedures and archiving of artifacts)
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XP (Extreme Programming) and SAFe (Scaled Agile Framework) were also mentioned as possible program management frameworks.
Program Management Principles
Involved parties (stakeholders)
Realization of benefits
Synergy – achieving super-effect, greater than from individual projects
Team of teams – coordination of multiple teams
Changes
Leadership
Risks
Management
Thus, we see a clear trend towards leadership and flexible approaches, which, in general, has always distinguished program management as a coordinating structure that manages according to benefits and priorities.
Program activities
Program integration management
— Infrastructure development
— Provision management
- performance management
— benefits management activities
— support for the program change plan
Definition phase activities (new entity)
Delivery phase activities (new entity)
Closing phase activities (new entity)
Supporting activities
Integration Management
Change management
Communications management
Financial management
Information Management
Supply chain management
Quality control
Resource management
Management of risks
Schedule management\Content management
A useful feature of the new standard is the addition of an appendix that briefly describes the main tools and techniques.
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