Giving someone the business is a jargon you have probably heard. It means giving someone trouble, or a roughing up, or beating. Giving someone the business can mean you are trying to make a point and willing to go to a lot of trouble to make it. So what's my point. What do I mean about giving technology the business? First, I am not condoning beating up your techie friends. However, what I am suggesting is to take a look at your business without a technology focus for a change. Instead of focusing on how technology is used to support your business lets take a look at the business to see how the process is working, not how your technology is working.
Are you experiencing bottelnecks, backlogs, long wait times between your process steps? Once you identify exactly where the problem areas are occurring, you can begin to focus on why they are occurring. After you have identified the problem areas and why they are occurring you can begin to ask if these problems are due to poorly defined business process requirements or poorly designed technology systems?
A common six sigma tool to assess processes is called the Value Stream Map. In a manufacturing production line the Value Stream Map is often used to identify backlogs, delays, and overproduction which cost money and create waste. It is quick and easy to see where production delays are occurring and to focus on specific ways to improve your production time. But how does a Value Stream Map help with a business process where backlogs, delays and overproduction are not so obvious. It can be done, but we don't usually look at business processes this way. The following link provides some examples of Value Stream Maps from eVSM software. http://www.evsm.com/examples.htm
There are a couple of techniques in developing the Value Stream Map that help us look at a business process in a new way. One technique is mapping the process from the end point backward. Most of you process modeling purest out there may question this approach, but give it a chance. Start by looking at the end product, service or output. What is the end point of the process? From that point, start working backward by looking at the inputs to the last step. By starting at the end and moving backward to the beginning of the process, you can more easily determine which process steps were waiting for input. Maybe the process was not only waiting for input, but routinely receives the wrong input, or too much input. As you work your way backward through the process, document these areas where time is lost.
From a business perspective these are the delays, backlogs and production errors that are much more visible in a manufacturing environment, but routinely exist in many business processes. Sometimes you may find that a technology system or application forces an action that is not adding value to the process or may be causing a delay or unnecessary step. When system requirements get out of sync with business processes, sometimes the business is expected to adapt to the system despite the inefficiencies created. Reducing this impact is what I refer to as a high integration of business and technology. High integration of business and technology minimizes the negative effects of technology on business processes.
Can or should the business process change to leverage the benefits of a new technology? This hits at the root of most problems when implementing new technology. And, my opinion is that most of the problems with implementing new technology are due to business problems not technology limitations. More often than not, technology capabilities can support business requirements. However, we often muddle things up by confusing and co-mingling discussion of business requirements and technology capabilities, losing focus on the business need and conceding change of the business to conform to existing technology limitations. Sometime this may not be avoidable, but let's not default to this way of thinking. Let's keep giving technology the business.
I am not sure how many organizations use a Value Stream Map or similar tool to develop a fresh perspective on business processes. I think there are not many, and I suggest there should be many more. At worst it provides a clearer picture of your processes, at best it highlights the specific areas where you can reduce wasted time or process steps. And maybe it will help define areas where your technology can better serve your business process.
Monday, March 28, 2011
Wednesday, March 23, 2011
Six Sigma to the Rescue?
I just completed six months with Villanova's online Six Sigma Certificate Program. To be specific, the Lean Six Sigma Black Belt Certificate program. I must say that it is a great set of courses that require more than a casual effort to complete. The combination of online virtual classroom lectures, CDs with hours and hours of presentations from industry leaders and the required project work, provides a great learning opportunity for those of us who are interested in that sort of thing.
This of course begs the question why? What does this have to do with business and technology integration? Six Sigma has been around for several decades and has primarily been focused on the manufacuturing industry, which limits its application for most of us who have never worked on a production line. However, the "Lean" focus is really about expanding the use of Six Sigma tools beyond the realm of manufacturing to the business service environment. So my plans over the next few months is to explore this idea of using Six Sigma to solve business problems, which includes technology problems since technology is a service to the business.
I welcome input for areas to explore, but my recent experiences I believe will provide more than enough foder for comment for the next few months.
For now, I will leave you with the a few basic points relative to Lean Six Sigma. First, the primary focus is on reducing waste in your existing processes. Waste can be recognized in many shapes and forms. Basically, if something is happening in your process that is not adding value to the service you are providing then there is a potential for waste... and therefor there is a potential to eliminate or drastically reduce it, and by default improve business processes and the bottom line.
Secondly, what do I mean be adding value...? Very simple... to add value to your service you must physically change something in a way that the customer is willing to pay for and it must be done right the first time, no rework allowed. That is the only way to add value.
So I will leave on that note for now. More to come soon.
This of course begs the question why? What does this have to do with business and technology integration? Six Sigma has been around for several decades and has primarily been focused on the manufacuturing industry, which limits its application for most of us who have never worked on a production line. However, the "Lean" focus is really about expanding the use of Six Sigma tools beyond the realm of manufacturing to the business service environment. So my plans over the next few months is to explore this idea of using Six Sigma to solve business problems, which includes technology problems since technology is a service to the business.
I welcome input for areas to explore, but my recent experiences I believe will provide more than enough foder for comment for the next few months.
For now, I will leave you with the a few basic points relative to Lean Six Sigma. First, the primary focus is on reducing waste in your existing processes. Waste can be recognized in many shapes and forms. Basically, if something is happening in your process that is not adding value to the service you are providing then there is a potential for waste... and therefor there is a potential to eliminate or drastically reduce it, and by default improve business processes and the bottom line.
Secondly, what do I mean be adding value...? Very simple... to add value to your service you must physically change something in a way that the customer is willing to pay for and it must be done right the first time, no rework allowed. That is the only way to add value.
So I will leave on that note for now. More to come soon.
Wednesday, January 20, 2010
Services To The Rescue A Look Inside The Services Available For Today’s Data Centers
Processor Magazine
June 27, 2008 • Vol.30 Issue 26Page(s) 9 in print issue
There exists a dilemma of mounting proportions in data centers at many small to midsized enterprises. As companies realize the benefits of blending business and IT objectives to further the overall success of the business itself, IT managers are being perpetually pulled away from data center tasks that they shouldn’t ignore. Budget restraints at many companies prevent the hiring of additional personnel to solve this problem, but service providers can offer an effective alternative. The following services can not only remove data center responsibilities from the shoulders of IT managers, but they can even introduce expertise and value into the overall data center equation. Data Services The IT staffs in many SMEs can capably handle a wide range of technological demands, but as businesses grow, the demands can put a hefty strain on existing personnel. This strain becomes particularly evident around data-related tasks such as electronic data storage, data backup, records management, document imaging, and document destruction. “Data-related service providers offer an effective alternative,” says Nicholas Kottyan, CEO of DataChambers (http://www.datachambers.com/). “For example, outsourcing routine data backups can ensure that business-critical information is protected on a regular basis, even if a team member is sick, on vacation, or decides to leave the company. You can free up valuable staff time for more important assignments while maintaining continuity in your operations.” Using outside data services can also provide integral support to a company’s growth strategy, Kottyan says, because they provide it with a flexible method for managing peaks and valleys in the demand for IT support until managers can establish a firm trend line and determine whether it makes good business sense to add more employees. “Many SMBs outsource a portion of their operations in order to complement their own internal IT team. You might need extra arms and legs, 24/7 coverage, or a way to redeploy your internal resources to more critical tasks. You might want to store backups at a remote site, establish hot desks for disaster recovery, devote dedicated resources to hotline support, or find a more cost-effective way to maintain desktop computers,” Kottyan says. “Service providers can tailor support plans to meet your precise requirements and do so for a predictable monthly fee.” Power Services As the focus on green IT continues to grow, data center managers are placing a heavier emphasis on ensuring their power systems are correctly configured. For SMEs, this can entail tasks as simple as power testing to more advanced undertakings, such as CFD (computational fluid dynamics) modeling and full data center power assessments. This is weighty territory that’s often best left to power experts who can provide these services on a one-time or even regular basis. “Regular power testing helps you identify potential problems before they impact the bottom line,” says Omar McKee, manager of service solutions for Emerson Network Power’s Liebert Service (http://www.liebert.com/). "Too often, data center managers aren't aware of an issue with the power system until the power goes out, and that's an expensive alarm system. . . . As equipment ages and the IT network evolves, new problems will present themselves. Continued testing—even when it seems unnecessary—enables you to be prepared when those problems arise.” Power services are available for data centers of any size and can be as simple as the installation and continued maintenance of a UPS or the maintenance, monitoring, and replacement of batteries. More advanced services provide availability assessment, which can entail safety compliance, electrical infrastructure examination, power quality testing, and fuse and breaker examination. Power service providers also often handle cooling assessments and air-conditioning maintenance.
Planning, Design & Quality Assurance Although SMEs might have the technical personnel to run an IT organization, planning and designing data centers and other IT infrastructure brings a set of challenges that often require outside expertise. Increasingly, the data center is tied into the business, and according to Dennis Lasley, vice president of Accent Global System Architects (http://www.accentglobal-llc.com/), the business is an important and often overlooked stakeholder. “Often, in-house experts, although they may be fully capable, are tied to organizational norms that may preclude a ‘fresh’ review of the business requirements,” Lasley says. “Service providers specializing in closing the business-to-technology gap can usually provide an unbiased and unfiltered review of business operations and the supporting system infrastructure.” Planning and design services can help with large or small projects and address a wide range of issues, including site selection, feasibility studies, architectural design, raised floor design, availability and risk assessments, and others. Many companies also offer quality assurance services, which help to ensure new and existing designs are running at efficient, effective levels. Cleaning, Maintenance & Repairs Most of the hype surrounding data centers entails the technology that resides within them, but without proper physical support for that technology, a data center can encounter big problems in a hurry. SMEs that are already strapped for bodies to run the data centers can’t afford specialized personnel to clean, maintain, and repair the equipment and infrastructure. “General maintenance tasks can be performed internally, but tasks that are specific to a particular system, such as the power or HVAC systems, may be best left to personnel certified in maintaining those systems,” notes Kris Domich, principal consultant of data center and storage solutions at Dimension Data (http://www.dimensiondata.com/). “Some of the most innocent attempts to clean sensitive components can result in damage, injury, or a voided warranty.” Service providers not only have personnel specifically trained to carefully clean expensive, sensitive equipment and the areas around it, but they also have equipment built for the job, including antistatic tools and chemicals. Cleaning and maintenance services are available for all areas of the data center, including raised floors and ceilings. Repair services are also available for all types of data center equipment, but not all providers service all equipment types. Depending on the type and scope of the repair, companies may opt to solicit bids for certain repair jobs. Security Advances in technology can bring a bounty of benefits to businesses and their bottom lines, but they also inevitably introduce more security threats that can be difficult to monitor and prevent. Chris Richter, vice president and general manager of security services at SAVVIS (http://www.savvis.net/), explains that SMEs often find that properly managing their security involves making a significant investment in capital and personnel. “Among other security best practices, separation of duties requires separate job functions for the management of IT security and other IT tasks. For example, it is not considered a best practice for a database administrator to also be responsible for management of firewall rules,” Richter says. “Outsourcing security functions to a managed security services provider can help SMBs achieve separation-of-duty practices and growth without adding personal costs.” Managed security service providers can address all of an SME’s security needs or just tackle particular areas, such as firewall management, intrusion prevention and detection, log management, vulnerability assessment, wireless security, and others. Some providers also offer physical security services, which can be useful for companies looking to protect resources around the clock.
by Christian Perry
June 27, 2008 • Vol.30 Issue 26Page(s) 9 in print issue
There exists a dilemma of mounting proportions in data centers at many small to midsized enterprises. As companies realize the benefits of blending business and IT objectives to further the overall success of the business itself, IT managers are being perpetually pulled away from data center tasks that they shouldn’t ignore. Budget restraints at many companies prevent the hiring of additional personnel to solve this problem, but service providers can offer an effective alternative. The following services can not only remove data center responsibilities from the shoulders of IT managers, but they can even introduce expertise and value into the overall data center equation. Data Services The IT staffs in many SMEs can capably handle a wide range of technological demands, but as businesses grow, the demands can put a hefty strain on existing personnel. This strain becomes particularly evident around data-related tasks such as electronic data storage, data backup, records management, document imaging, and document destruction. “Data-related service providers offer an effective alternative,” says Nicholas Kottyan, CEO of DataChambers (http://www.datachambers.com/). “For example, outsourcing routine data backups can ensure that business-critical information is protected on a regular basis, even if a team member is sick, on vacation, or decides to leave the company. You can free up valuable staff time for more important assignments while maintaining continuity in your operations.” Using outside data services can also provide integral support to a company’s growth strategy, Kottyan says, because they provide it with a flexible method for managing peaks and valleys in the demand for IT support until managers can establish a firm trend line and determine whether it makes good business sense to add more employees. “Many SMBs outsource a portion of their operations in order to complement their own internal IT team. You might need extra arms and legs, 24/7 coverage, or a way to redeploy your internal resources to more critical tasks. You might want to store backups at a remote site, establish hot desks for disaster recovery, devote dedicated resources to hotline support, or find a more cost-effective way to maintain desktop computers,” Kottyan says. “Service providers can tailor support plans to meet your precise requirements and do so for a predictable monthly fee.” Power Services As the focus on green IT continues to grow, data center managers are placing a heavier emphasis on ensuring their power systems are correctly configured. For SMEs, this can entail tasks as simple as power testing to more advanced undertakings, such as CFD (computational fluid dynamics) modeling and full data center power assessments. This is weighty territory that’s often best left to power experts who can provide these services on a one-time or even regular basis. “Regular power testing helps you identify potential problems before they impact the bottom line,” says Omar McKee, manager of service solutions for Emerson Network Power’s Liebert Service (http://www.liebert.com/). "Too often, data center managers aren't aware of an issue with the power system until the power goes out, and that's an expensive alarm system. . . . As equipment ages and the IT network evolves, new problems will present themselves. Continued testing—even when it seems unnecessary—enables you to be prepared when those problems arise.” Power services are available for data centers of any size and can be as simple as the installation and continued maintenance of a UPS or the maintenance, monitoring, and replacement of batteries. More advanced services provide availability assessment, which can entail safety compliance, electrical infrastructure examination, power quality testing, and fuse and breaker examination. Power service providers also often handle cooling assessments and air-conditioning maintenance.
Planning, Design & Quality Assurance Although SMEs might have the technical personnel to run an IT organization, planning and designing data centers and other IT infrastructure brings a set of challenges that often require outside expertise. Increasingly, the data center is tied into the business, and according to Dennis Lasley, vice president of Accent Global System Architects (http://www.accentglobal-llc.com/), the business is an important and often overlooked stakeholder. “Often, in-house experts, although they may be fully capable, are tied to organizational norms that may preclude a ‘fresh’ review of the business requirements,” Lasley says. “Service providers specializing in closing the business-to-technology gap can usually provide an unbiased and unfiltered review of business operations and the supporting system infrastructure.” Planning and design services can help with large or small projects and address a wide range of issues, including site selection, feasibility studies, architectural design, raised floor design, availability and risk assessments, and others. Many companies also offer quality assurance services, which help to ensure new and existing designs are running at efficient, effective levels. Cleaning, Maintenance & Repairs Most of the hype surrounding data centers entails the technology that resides within them, but without proper physical support for that technology, a data center can encounter big problems in a hurry. SMEs that are already strapped for bodies to run the data centers can’t afford specialized personnel to clean, maintain, and repair the equipment and infrastructure. “General maintenance tasks can be performed internally, but tasks that are specific to a particular system, such as the power or HVAC systems, may be best left to personnel certified in maintaining those systems,” notes Kris Domich, principal consultant of data center and storage solutions at Dimension Data (http://www.dimensiondata.com/). “Some of the most innocent attempts to clean sensitive components can result in damage, injury, or a voided warranty.” Service providers not only have personnel specifically trained to carefully clean expensive, sensitive equipment and the areas around it, but they also have equipment built for the job, including antistatic tools and chemicals. Cleaning and maintenance services are available for all areas of the data center, including raised floors and ceilings. Repair services are also available for all types of data center equipment, but not all providers service all equipment types. Depending on the type and scope of the repair, companies may opt to solicit bids for certain repair jobs. Security Advances in technology can bring a bounty of benefits to businesses and their bottom lines, but they also inevitably introduce more security threats that can be difficult to monitor and prevent. Chris Richter, vice president and general manager of security services at SAVVIS (http://www.savvis.net/), explains that SMEs often find that properly managing their security involves making a significant investment in capital and personnel. “Among other security best practices, separation of duties requires separate job functions for the management of IT security and other IT tasks. For example, it is not considered a best practice for a database administrator to also be responsible for management of firewall rules,” Richter says. “Outsourcing security functions to a managed security services provider can help SMBs achieve separation-of-duty practices and growth without adding personal costs.” Managed security service providers can address all of an SME’s security needs or just tackle particular areas, such as firewall management, intrusion prevention and detection, log management, vulnerability assessment, wireless security, and others. Some providers also offer physical security services, which can be useful for companies looking to protect resources around the clock.
by Christian Perry
Wednesday, August 26, 2009
iPhone Innovation
What makes the iPhone so innovative? The innovation is in how Apple focuses on improving the user experience versus just providing new technology. Unlike other mobile phone companies who focus entirely on designing new technology capabilities, Apple went an additional step by improving processes to enhance the consumer experience. The iPhone isn't the first smart phone (Palm, Blackberry), but what is a first is how Apple has dramatically improved the user experience, providing a multitude of applications that can be easily accessed and used. The innovation and resulting success of the iPhone is not about new technology… it is about a dramatically improved user experience.
Why not take a similarly innovative approach by maintaining a focus on improving the business user experience. Go the extra step, thinking of the business results and user needs versus focusing entirely on new technology capabilities. Innovative improvements in your business can often be achieved by using the technology you have more effectively, rather than by adding new technology to the mix. This focus on the business user is a distinguishing factor in how IT projects are approached. The result could be a businesses that is better connected with its technology than ever before... now that is innovation.
Like with the iPhone, innovation in business is less about what the technology can do, but more about improving the user experience and how business stakeholders will use technology to do their jobs more efficiently and effectively.
Tuesday, June 23, 2009
Achieving Workforce Productivity
"Doing more with less" that is the bottom line for the organization and that is why executives are constantly looking for ways to improve productivity among the workforce.
One area often overlooked in addressing workforce productivity is the area of predictive analysis. If you could only predict where problems will arise within the organization so you could be better prepared to mitigate the problem or respond more effectively.
Predictive analysis is especially critical when managing your IT infrastructure. How well does your IT infrastructure support your business requirements? Can you predict where your systems will next impact business performance? Do you know the demands made on your current systems or how demands will change with new business processes or spikes in production or workload?
What's lacking in many organizations is the visibility of your Business operations within the context of your Technology infrastructure. Business Technology Integration provides a new view of your organization and helps executives communicate with technology stakeholders to answer these critical questions. The Business and Systems BlueprintTM is a valuable predictive analysis tool that enables informed decision making, which can head off problems and dramatically increase workforce productivity.
Wednesday, June 17, 2009
A 3- Dimensional View
An Offer You Can't Refuse!
The health of an oganization is hard to measure. Executives can sense when something is not right, but it is sometimes hard to point to the problem. Often organizational health problems are defined in business-centric or technology-centric views. Consequently, almost all efforts focus on one of these two dimensions of the organization. Business modeling is done, with some processes changed, or new technology is explored and new systems are acquired. However, these approaches are missing an important dimension, the dimension of the organization. It is the organizational dimension that provides the context for business operations and technology, without it, business processes and systems can become mis-aligned, creating problems that are hard to isolate and remedy.
I would suggest a 3-Dimensional approach to assess organizations. By incorporating the business operations and technology support with overall organizational information, a unified view of problems can be provided. This unified look at an organization, business operations and technology provides solutions that transcend limited approaches that only re-engineer business processes or add yet another system to your technology infrastructure.
The health of an oganization is hard to measure. Executives can sense when something is not right, but it is sometimes hard to point to the problem. Often organizational health problems are defined in business-centric or technology-centric views. Consequently, almost all efforts focus on one of these two dimensions of the organization. Business modeling is done, with some processes changed, or new technology is explored and new systems are acquired. However, these approaches are missing an important dimension, the dimension of the organization. It is the organizational dimension that provides the context for business operations and technology, without it, business processes and systems can become mis-aligned, creating problems that are hard to isolate and remedy.
I would suggest a 3-Dimensional approach to assess organizations. By incorporating the business operations and technology support with overall organizational information, a unified view of problems can be provided. This unified look at an organization, business operations and technology provides solutions that transcend limited approaches that only re-engineer business processes or add yet another system to your technology infrastructure.
Wednesday, May 20, 2009
AGSA News Letter for May
Check out the Accent Global Newsletter coming out on 21 May. Not on the distribution list? Request to be added at dlasley@accentglobal-llc.com
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