How can you succeed in IT Operations?

The Service Desk function has evolved to become customer-centric. Prioritising responsiveness and communication, engaging users with their own language, shifting resolutions left to provide them quickly and easily - these all make technology and interactions with Operations more palatable to users. Can we now do something similar between Operations and business stakeholders? What does good look like in terms of strategic engagement between those areas?

To succeed in IT Operations, you must grasp its pivotal role within organizations. Aligning with business objectives and IT strategy is paramount. Prioritize robust, process-driven foundations over technology alone. Emphasize feedback and continuous process improvement. Embrace a customer-centric approach, recognizing the shift from service to experience economy. Ultimately, it's all about enhancing user experience, making it integral to your success. Achieving success in IT Operations is a continual voyage demanding adaptability and a dedication to remaining up-to-date in this swiftly changing landscape. Through perpetual refinement of your technical prowess, processes, and communication skills, you become a valuable asset to your company.

In my experience an important aspect is to keep a regular communication channel open with the business. This should be used both ways to share and receive feedback. This will ensure that if there are any course corrections that are required to make business more successful are known and incorporated.

Additionally, initiating IT operations from scratch can often seem straightforward, as there's a clean slate for planning and execution. However, in reality, most businesses already have operational IT systems in place. The challenge then becomes: 1. How to introduce change seamlessly without causing disruptions? 2. How to guarantee that the proposed changes align with the organization's culture and established practices? Gaining a comprehensive understanding of the current landscape and fostering a shared awareness are crucial. This ensures all stakeholders are aligned, making the addressal of business needs a primary focus.

The truth is that proper alignment is needed, Get in touch with stakeholders, Managers and the operations. See all of their visions. Plan ahead, be honest about the roadmap and capabilities of the teams involved and set expectations towards business and clients. Misalignment on these basic A.B.C. steps can have contractual implications. Value and performance then comes with the right tools, applications and correct skillsets on the right places. Proper service comes in line with growth oppertunities for the people involved and adding lean and flexibilities on the layers of operations to get a successful outcome. Communication and being honest about delivery is key factor.

It is crucial to remember that frameworks and best practices are just that, frameworks and best practices. They should not be viewed as the law or a set of laws dictating what you HAVE to do. Read and understand the theory, review use cases and white papers, then look at your reality and how it fits the theory. If you’re a hierarchical organization structured into siloes, well either you need to change or you will probably run into issues if you decide to run Agile out of the book. If you’re a small organization implementing ITIL straight out of the book will probably not be efficient nor cost efficient. Read the theory, take inspiration from it and use the parts that make sense for you to use. Change it if you need to, to fit you.

When choosing an IT Operations framework, consider the following factors: Organizational Culture: Some frameworks may align better with your organization's culture and values. For instance, DevOps promotes a culture of collaboration and shared responsibility. Goals and Objectives: Define your organization's specific goals and objectives for IT Operations. Some frameworks may be better suited for improving efficiency, while others focus on risk management or agility. Size and Complexity: The size and complexity of your organization's IT environment can influence your choice. Larger enterprises might benefit from the structure of ITIL or COBIT, while smaller startups might find Agile or DevOps more adaptable.

From a business facing IT department point of view, end-user upskilling and training to reduce load on the IT helpdesk pays dividends in time and effort. Self-service tools to handle account password resets and lockouts among other services contribute to this. Generally the helpdesk as a support function is not only there to support end-users, but also takes care of the day-to-day tasks to keep the infrastructure etc running and keeping the lights on so to speak. The above may be different in client/product orientated IT support desks, but the main fact stand: End-user training is as important as the support function itself

To succeed in IT Operations focus on continuous learning, adaptability, and collaboration. Stay updated on emerging technologies, build a strong network, and embrace automation to streamline processes. Communication and problem-solving skills are key, so be open to feedback and always seek ways to improve. Remember, a positive attitude and a sense of humor can go a long way in this ever-evolving field! ????

Embracing an IT Operations framework not only streamlines processes but also anchors decision-making in proven methodologies. While frameworks like ITIL and DevOps offer structure, it's essential to view them as adaptable toolkits rather than strict rulebooks. Selecting the right framework is just the start; continuous training and iterative refinements are key. As your business evolves, your chosen framework should evolve with it. Periodically reassess its efficacy, ensuring alignment with business goals. By tailoring a framework to your organization’s unique dynamics, you cultivate an environment ripe for innovation, stability, and growth.

Monitoring alone does not cut it. You can have all the Monitoring you want, but if you do not act on it, or engage the business to act, Monitoring and automation bring no value. IT OPS is not only run and maintain. These are the basics, sure, but IT OPS can also be a true value add to a business by initiating important improvements.

One of the key aspects of automation is the process part of it. It’s important to understand the value stream of the process that you want to automate, a couple of things to consider: - Is it actually a process with start event(s), defined activities and end event(s)? Can you measure it? - Does the process actually “work”? Have you tested it? Is the output consistent? A “bad” process does not necessarily become a “good” process just because it’s automated. It’s rather likely that it will result in an unfavorable outcome if it’s automated. Understand, design and define the process. Then test it. Then automate it.

Automation and monitoring are crucial for optimizing IT Operations. Automation streamlines and accelerates IT processes while reducing the risk of human errors. Monitoring ensures you have insights into the performance and overall health of the IT. Leveraging AI for automation and implementing notification systems can further enhance the effectiveness of IT Operations.

Some of the best places to start would be: Assess Your Current IT Environment: Before implementing automation and monitoring, you need to have a clear understanding of your existing IT infrastructure, applications, and processes. Identify areas where automation and monitoring can be most beneficial. Define Clear Objectives: Determine your goals for automation and monitoring. What problems are you trying to solve? Common objectives include reducing downtime, improving security, and enhancing resource allocation. Select Automation and Monitoring Tools: Choose the appropriate tools and technologies that align with your objectives and IT environment. Some popular options include:

Proper monitoring and automation is a great asset for any organisation. It makes metrics, numbers, tools much easier to use. The automation goes hand in hand with proper foresight where the business is adapting or heading towards. If the automation isn't kept up to date with changes, a lot of operations come into trouble. Invest in a big enough team( Or skilled enough) engineers to keep it running smoothly and ensure updates are planned and communicated well in advance to avoid any kind of disruptive outcomes in a supply chain or IT organisation.

IT operations takes a large amount of patience. There are things that will go wrong. Always back up your data. Make sure you are keeping an eye out for the newest technology. Don't hold on to old software because people you work with can't learn the newest technology. Expand your skills by researching and listening to people in the industry and not overdosing on social media. Use the growing amount of online webinars and online courses that are now free. Follow every blog you can and use the information experts are willing to give you for free. Watch every Apple announcement just to know what the industry leaders are focusing on. Keep a network with people going in a similar direction as you.

Organization should encourage learning among the IT Operations team and provide chances to put the acquired skills to use. They should be allowed to try out things from bottom to top and top to bottom.

Developing a team that has "T" shape skills is vital. Each team member should have the breadth of knowlege in all areas and depth of technical acumen in their respective areas so communications between members can be streamlined. For example a system administrator must have some knowledge on how an application work but have deep knowledge on how to administer a system.

Continuous learning is essential for IT Operations professionals as the field is constantly evolving. To stay ahead of the curve, IT Operations professionals should make a commitment to learning new technologies and best practices on a regular basis. There are many ways to learn, such as taking online courses, attending conferences, or reading books and articles. The most important thing is to find a learning method that works for you and stick with it. By continuously learning, you can ensure that you are prepared for the challenges of the ever-changing IT landscape.

Attending events, networking with like-minded people, listening to podcasts, and continuously learning through courses and certifications are a few ways to upskill yourself.

Take care of your people. IT Operations is often very stressful job. Discourage excessive overtime and encourage people to take vacations. Watch for signs of burnout, nervousness, depression. Invest in training and certification. Ask team members to give lectures to others in areas where they have strong skills.

Promote cross training between SMEs. Having the team round out their skill sets promotes personal growth, helps prevent burnout, and allows team members to feel more connected to the mission.

The team, people. The heart of any company, organisation. I agree with all that has been stated. We should build on good people. Open door culture, salary expectations, Growth opportunities, company engagement, holidays and free time. Sometimes if the volume or workload is tough even some emotional support. I used to say that anyone in a lead or manager role is also a bartender. You listen, but never judge. You understand and act on people's hearts and minds. The pillars of a successful business are treating and acting on the people for their worth and investment in your business.

Without the people, there is no team and culture within IT Operations. Fostering a culture of continuous improvement, but also recognising the strains that has on team members is critical to the longevity of success. Companies thst have adopted great wellness packages and looking after the mental health of their team will always be seen to have a greater, more well rounded culture.

Make sure that the team includes expertise not only in technical aspects but also in customer service, analysis, execution, training, testing and insure that each values the other. Managing a high functioning team requires trust and the ability to step back and monitor without trying to micro manage.

Managing change is an important aspect of IT Operations that should never be overlooked. Everyone must embrace change and understand that our technical landscape is constantly evolving. However, IT departments sometimes struggle to know when changes happen. Know what is changing and when. You always want to be ahead of the curve rather than behind. When you expect change, you can prepare for it. Consider everything that you interact with “subject to change”. Resources exist to help you be prepared for such changes. It is important to know where to look so you can prepare to make changes as they come down the pipeline. Changes need to be seen a mile away, not at your doorstep. Look and plan ahead.

With new tools constantly emerging, the IT landscape is ever-changing. Consider conducting quarterly reviews of the current toolset in use. Assign specific tools to individual team members and request them to evaluate the features with the business objectives. This fosters mutual growth and development within the team and among staff members.

Set simple policies and stick with them. Like 'we must upgrade or replace old software at least one year before it is out of support'. Explain to top management why such approach is necessary and possible negative impact if policy is not followed.

Embrace change and a continuous improvement mindset in your IT operations management journey. Stay adaptable to evolving technologies and methodologies, and actively seek opportunities to enhance processes and optimize workflows. Engage with feedback, learn from challenges, and proactively identify areas for improvement. By fostering a mindset that welcomes change, you’ll not only stay resilient in the face of evolving IT landscapes but also contribute to the efficiency and effectiveness of the operations you manage.

Opera??es de TI s?o um campo dinamico que exige adaptabilidade e agilidade. A mudan?a e a melhoria devem ser vistas como oportunidades para aprimorar, oferecendo maior valor à organiza??o. Estar aberto a novas ideias, métodos e ferramentas é crucial para a evolu??o. Buscar feedback, medir resultados e identificar áreas de melhoria s?o práticas essenciais. O objetivo constante deve ser otimizar as opera??es de TI, aspirando sempre à excelência.

Most of the contributions here are based on technological advancement, automation, certifications etc. I believe from a personal experience that empathy goes a long way, showing appreciation to IT teams working tirelessly could boost their morale whether its from their management, clients or any other stakeholder. Most of the IT operations teams are overwhelmed by the day to day activities and realizing or acknowledging this fact could lead to some positive outcomes. Analyzing the workload on IT teams and individuals could also help understand the weaknesses all the while manage the expectations.

Quite interesting perspectives put up here. IT operations itself is a huge topic with multiple aspects like culture, strategy, agility and so on. I remember setting up a shared pool of engineers for a large engagement in 2010- using technology towers who could cater to both support and development without having to change seats. The said towers were backed by professionals with strong business regardless of the technology. Benefits derived were a win win for my client and my parent organisation 1) OPEX benefits in terms of lower cost of operations owing to shared pool and a huge proforma saving YOY 2) Moved from person based to process based model 3) CSI & Automation to derive further value in terms of efforts savings.

At the end of the day, the IT department is a debit on the balance sheet. We do not generate cash flow directly like Sales/Marketing so the IT ops has to be properly communicated that we are here to ALIGN with the business objectives. It is our job to support the business and help every department run as efficiently as possible.

@Mack Marchand - another view could be that Sales/Marketing generate a technical debt with their sold services. That technical debt is cleared when those services are fully supported by IT ops, removing the risk to their customers of those services being unavailable or unfulfilling.

One funny thing, ask any IT guy what he does actually, he will bore you to death. This comes to a reason why communication skills are really important for everyone in any organization to be learnt. We must train IT guys to communicate the machine language to humans.