Requiring permission from a Change Advisory Board after a change is complete is absurd. A system has to be broken to need any discussion by that stage. Fix the system and kill the CAB. Its possible. Building on my post about how Change goes away, let’s look at its worst manifestation, the CAB.
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In the past I have written sceptically about automation http://ift.tt/2pSJsOV. I have learnt better now. The business case for automation can seem questionable when the work being automated is a small effort or seldom causes errors.
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Welcome to the new world of IT: systems thinking. I’ve written before about how DevOps taught me the importance of thinking systemically (and Deming taught it to us decades ago) but it is worth calling out another aspect of this: I see IT as having gone through four generations of thinking.
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I’ve consulted on many ITSM initiatives and it always seemd a struggle to effect improvement: all stick and no carrot; dragging horses to the river with no interest in drinking. My DevOps consulting these days is a different experience – of happy horses following willingly and drinking their fill.
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The speakers we have on this year’s DevOps Enterprise Summit (DOES17) London agenda are no doubt the best of the best. We recently made the full conference program available, so you can browse the sessions for yourself and start planning your DOES17 experience.
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Here are a few things I seem to be saying a lot lately, while immersed in driving DevOps transformations. 1) Patience patience patience. Some people have to see and feel it to believe it. It takes years to change a corporate culture, to bring everyone along. 2) Evolution not revolution.
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