ticket system is one of the most
common obstacles that hold back the operating team from being a
high-performance, which is essential for the digital transformation of IT.
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Most people who have held the job
operation-types who are familiar with the ticketing system: They record demand
for Ops team of IT so that everyone involved in the process have visibility
into when the item requested, who requested it, carry out the task, how long it
took to complete, etc
This all sounds like a good thing
to track, and they tell you all sorts of things about the work that was going
on. But when I saw this pattern in an organization, here's my advice:
burn
I'm not talking about the walls
Scrum or Kanban board here. In other types of work-tracking system, the team is
empowered to decide which jobs are most important, and then help you prioritize
the right job for best results. I mean the system are the ones where a person
makes a request for the host Jenkins, AWS EC2 instance new, or hosts to be
added to the load balancer. The type of work that is required to operate the
service production, but which falls into the domain of IT operations (or DevOps
engineers, site reliability engineers, production engineers, etc.) to meet.
There are several problems with
this approach that I will dive into my talks in Las Vegas DevOps Summit Virtual
Company. First, the ticketing system requires a wait, and wait like this should
be classified as waste, such as in lean. Second, the ticket system software
should be seen as an exception thrown by value stream. However, the third issue
I want to address here: hard work. If your organization is designed such that
the value stream flows through humans operate on a ticket, then your ticketing
system designed to keep track of hard work.
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What is hard work?
In Chapter 5 The Google SRE Book,
Eliminate toil, Vivek Rau writes: "Toil is the type of work associated
with running production services tend to be manual, repetitive, automatable,
tactical, without enduring value, and that a linear scale as the service
grows." There's a lot there to unload, but here are the key concepts of
Rau which shows how a ticketing system designed to keep track of hard work.
Manual, repetitive, automatable
If this work is sit and wait
until the man came and took it from the queue before it can be executed, then
it is by definition a guide. Even if some automation to execute after the job
is taken, people still carry out the work. The fact that this work needs to be
done as a result of the ticket must also be shown repeatedly his creatures. Do
something totally automatable is a matter of debate, but if it is something
that happens over and over again, is not it worth examining more closely as a
candidate for automation?
A linear scale as the service
grows
At this point, I do not agree
with Rau. I believe that hard work sub linearly scales as the service grows.
Why? Because the cost of coordination involved in implementing many of these
tasks: More and more of the kind of job you are trying to push through the
system, the worse the system will perform. There are only so many minutes in a
day that you can wait for someone else's job to finish first, or approval must
be granted by the change advisory board to make changes in the environment, or
between changes so that if there is generated an outage, you more clearly where
change is the one who caused the problem.
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This is a problem as the
organization grows. The more successful the organization is, the more likely
there will be a lot of hard work that the system needs to process. If you start
with the responsive, well-liked and you want to maintain the same level of service
for your organization, then you will need to hire more people to execute on
hard work-which means it will hire you scale linearly with your hard work and
still slowing. To what end? The best one can hope for in this case is continued
to tread water and stuck right where you are. No wonder that the big companies
can have problems such as executing compared to smaller, more nimble
competitors them.
Transformation
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Obviously, the road continues to
process much toil is not sustainable. But what is the alternative? How do you
begin to eliminate the hard work? Like all transformation initiatives, changes
must be intentional. When working with the company on this issue, I followed
the Dominican Degrandis' advice and make the work visible. You need to check
the type of work being done and to characterize it. How would you characterize
the work may be different for different organizations? Maybe you characterize
by time, value, or with cardinality. Regardless of your scheme, you are looking
for a job that can be eliminated, either because it is not needed or because
the work that you can empower teams to do for themselves.
If an autoscaling group of three
nodes need to be increased to four, maybe you can ask your team pull request to
be reviewed and implemented by IT operations. Even better, if the pull request
is considered safe by the script and have a code-reviewed by other members of
the team before the request is submitted, it may be applied automatically. Even
better, there may be a way to reexamine the algorithm by which you measure your
autoscaling group so that the group will autoscale itself appropriately based
on several criteria.
You do not, however, want to
create or perpetuate a system where people have to check the code ops
infrastructure, create new branches, making changes to the 1-byte, and so on,
all in the context of the ticketing system. In many cases it may be, you want
IT Ops teams to empower organizations to provide self-service platform where
teams can make changes themselves in a safe manner. This is the cloud service
providers to offer to their customers.
Now I overstaffing
If you've hired more engineers to
keep up with all the hard work, does that mean you will have a big round of
layoffs? Certainly not. I have worked with the company to take their staff
members who have been working on their ticketing hard work and a special focus
on the empowerment component of the problem. Their task will be to completely
eliminate the hard work as much as possible.
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