Posted by Michael Disabato
Back in September (yes, I’m catching up), Mike Rollings posted an entry about how our processes are removing our capacity for judgement and accountability for our actions (or inactions) by allowing us to rely on a cookbook that “handles everything.” Being the Process Guy (I write about ITIL), that struck home.
Processes provide a framework and guidance, but should not be relied on as a universal panacea. While processes must be executed to be effective, blind reliance on them in the face of changing requirements is a recipe for disaster. Likewise, metrics can be a trap for the unwary.
Managing to metrics is akin to “studying for the test”. While properly designed metrics assure that business requirements are being met, business requirements often change faster than the thresholds are updated. This requires human judgement to decide “this isn’t working” and that a change request needs to be filed.
Incident Management relies on quick fixes or the use of the Known Problem Database to restore services as quickly as possible. This requires Level 1 technicians to become creative in their problem solving. Triage and quick fix actions require fast thinking and a broad knowledge of the infrastructure (including applications). This is not a job for non-thinking automatons.
So do processes remove our capacity for thinking?
You tell me.