When I was
younger my parents, teachers, etc. had explained to me that for the most part
if you want to be really good at something you need to practice. I would
imagine that most people have heard that at some point. Unfortunately from an
IT support perspective in some cases we have applied this to operational
activities where they really don’t belong.
of this is the implementation of a standard or routine change to correct an
underlying issue. I know what you are saying, “…surely there must be a problem
or some type of investigation for this issue though…right?”
at this from this perspective. In an effort to improve service we (the IT
organization) have decided to separate our change types by 3 types:
Emergency – are break/fix repair changes
Normal – requires more approvals, possible a CAB review
and has high business impact
Standard- may have an automated approval, low risk
One of the
areas of your reporting may provide data on the number of Emergency (break/fix) changes
you have each month. This it allows you to align Incidents as well as
identifying areas where you can continue to make improvements among other things.
But let’s assume for a moment that an IT Ops analyst says, “We know we have an issue, we
need to perform fix ‘x’ each week to keep the service up and running. Why can’t we just
create standard changes for these, after all the fix is pretty standard, it's just a restart of services."
opinion I would suggest to avoid this, and here’s why.
First of all
most people are naturally looking to have their “numbers” reflect an environment
which is stable. To this analyst’s credit in this scenario they are saying that
the risk is low and that we don’t want it to look like the sky is falling when
in reality this is not the case. While I understand this position think about
this for a moment. Ask yourself, once we take away the visibility of the issue
are we really putting ourselves in a position to improve service or have it
limp along? Here are the risks.
may be some underlying infrastructure issue which we are bandaging each week
that without the proper knowledge that it exists could in fact get worse. Further
to that if we introduce other changes to this issue we could impact a
deployment in ways we are unaware of.
business may not be aware this issue exists. Allowing the business to know what
limitations we have may position the collaboration between them and IT to make
better decisions on a strategy down the road. The business may suggest that to
correct this issue would not be worth the expense so continue to bandage the
wound. They may also indicate that this potential performance risk is
preventing them from taking their business to the next level and expenditure to
repair or replace is in the business best interest.
This is why I like to see these issues remain
as an emergency change type. There should be no secrets as it pertains to outlining
the weaknesses which are present. After all they already exist whether we want
to see them or not.
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Labels: Change Management, Continual Service Improvement, ITIL, ITSM