seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 7, 2010 ~ 03:39:43 AM * -07:00ST
config wish list
Post # 205 by
admin on February 19th, 2009 ~ 02:01:00 AM
Posted as availability, business outcome, config |
No Comments »
configuration mgmt databases are notoriously difficult to maintain. every change should touch the CMDB in the planning, approval, and implementation stages. hopefully the records get updated during this cycle.
maybe because we think about SLAs in terms of availability and we think of availability in terms of boxes, we end up registering the boxes as the most meaningful CIs in the CMDB.
there are two glaring weaknesses in this approach: we don’t recognize the context of the service delivered to the end user and we don’t recognize the context of the business outcome belivered to the business.
suggestion: register business outcomes as the CI root. then identify all the infrastructure elements, the participating service providers, and the end users as supporting CIs.
service element shopping cart
Post # 199 by
admin on February 18th, 2009 ~ 06:46:16 AM
Posted as business outcome, service catalog |
No Comments »
one really nice thing about a service catalog is the fact that the resources required to enable a new business outcome are well known. the service architect should be able to pick catalog elements and immediately understand the resource implications to provide a quote.
then its a matter of integration, instrumentation, and deployment; - voila.
performance bonus to IT alignment
Post # 520 by
admin on January 24th, 2009 ~ 08:49:33 AM
Posted as business outcome |
No Comments »
the metric “cash flow from operations as a percentage of revenue” continues to be a key indicator of financial performance of the company. since the payout under the plan is based on a 3 year rolling average, executives are dissuaded from taking excessive risk in any given year….
this strategy, initiated by the Compensation Committee supported by a compensation consultant and separate counsel, ultimately suppresses internal R&D and accelerates acquisition and outsourcing. its fuel for a curious engine that absorbs product innovation and expels functions that have been replicated as generics by the industry. a few things that the company must do well:
- acquire high margin deals and product lines
- manage internal overhead aggressively
- identify generic functions for decoupling and distribution to external providers
