Control Taste
Posted: Sat Apr 19, 2025 6:34 am
Every organization has a story like this to tell. Some developer, with too many permissions and not enough precautions, accidentally DROP TABLE in production. Formal approval processes are implemented for this type of operation so that it never happens again.
With the specialization of many IT areas, we have separate teams for databases, networks ( application servers, storage). Each one with its uk mobile database processes, its success metrics, its operational silos, ITIL processes, and its obsession with illusions of control, have the opposite practical effect of what they intend. The forced division of roles and control mechanisms create an abandonment of responsibility. In addition to harming communication between teams and only ensuring that deliveries are of poor quality.
ITIL ( Information Technology Infrastructure Library ) has good adherence to operational processes associated with infrastructure and financial management. In these niches, the processes are still consistent. Even so, we can find good quality. But, when we look at such processes from the perspective of value delivery, the whole thing starts to smell very bad. ITIL reeks of the ancient stench of the ancient depths of waterfall development . Digital
companies know that the ability to innovate and deliver features quickly is a critical factor for success. In these organizations, delivering value is a priority that is appropriate for today's times. In "traditional" companies, delivery is seen as an act of risk. The poor soul responsible for the task must now issue formal requests to a dozen teams, hoping that they will be executed in a timely and coordinated manner.
Nothing is more decisive in completely displacing the competition than the inability to change quickly. If current processes promote stability at the expense of delivery, throw them out and try again. Do it as many times as necessary, until you learn how to do it right.
With the specialization of many IT areas, we have separate teams for databases, networks ( application servers, storage). Each one with its uk mobile database processes, its success metrics, its operational silos, ITIL processes, and its obsession with illusions of control, have the opposite practical effect of what they intend. The forced division of roles and control mechanisms create an abandonment of responsibility. In addition to harming communication between teams and only ensuring that deliveries are of poor quality.
ITIL ( Information Technology Infrastructure Library ) has good adherence to operational processes associated with infrastructure and financial management. In these niches, the processes are still consistent. Even so, we can find good quality. But, when we look at such processes from the perspective of value delivery, the whole thing starts to smell very bad. ITIL reeks of the ancient stench of the ancient depths of waterfall development . Digital
companies know that the ability to innovate and deliver features quickly is a critical factor for success. In these organizations, delivering value is a priority that is appropriate for today's times. In "traditional" companies, delivery is seen as an act of risk. The poor soul responsible for the task must now issue formal requests to a dozen teams, hoping that they will be executed in a timely and coordinated manner.
Nothing is more decisive in completely displacing the competition than the inability to change quickly. If current processes promote stability at the expense of delivery, throw them out and try again. Do it as many times as necessary, until you learn how to do it right.