aliando agile IT service management, agile ITSM, Dana Stoll, agiles IT service management
aliando methods for agile IT service management, agile ITSM, Dana Stoll, agiles IT service management
aliando agile IT service management, agile ITSM, Dana Stoll, agiles IT service management
aliando methods for agile IT service management, agile ITSM, Dana Stoll, agiles IT service management
aliando methods for agile IT service management, agile ITSM, Dana Stoll, agiles IT service management

Miraculosis - Hoping for wonders

Miraculosis knows two subtypes. One which afflicts people, and one which afflicts software. The common trait is hoping for miracles and happy ends.

People Miraculosis

People first: The standard setting is: There is one vacant position, and another taker approximately every six months. Instead of learning from the repetition of history, having fundamental faith in people, the story goes as this: Laying out a red carpet management praises the new Lord Taker, the One who is perfectly qualified, experienced and just plain certified, the One who will make everything culminate in one hell of a happy end. About two to three months later the initial enthusiasm usually slows down considerably. Two more months, and doubt becomes disbelief. After another two months the situation is obvious: This just wasn’t the One.

Instead of sitting back, analyzing the situation and applying changes, the quest heads at full throttle towards another One. What’s the point, each time? A couple of theses:

  • None of the applicants will really be able to live up tho the expectation, even if they may manage to create the impression during job interviews.
  • Hardly any situation requires people with supernatural powers. Solid effort by a couple can expand into decent, working solutions.
  • The expert experience for your organisation can usually best be found within your organisation. If you’re searching for an external expert who knows your ways of business better than yourself, take your time to reconsider what you’re doing.
  • The area your external consultant should best be knowledgeable about is guiding your experts, or at least a team which a couple of your experts are members of.
  • Stop, breathe, think, before pulling the trigger. Remember, a couple of months back you were convinced that this person is an A+ phenotype perfectly fit to solve one hell of your problems. While there really may be some cases, where your judgement was completely inappropriate, I dare argue in most cases, it was not. There is a fine employee sitting there. The fact that it didn’t work out in this situation may primarily be owing to the situation.

Gadget Miraculosis

Miraculosis doesn’t only seek out people, but also hardware or software. The One tool which just fits all your purposes. Which brings every functionality you could ever dream of, along with processes which will turn your employees into super performers and tear any organisational struggles to pieces. Everybody will just love the software’s prescriptions. A couple of theses also for this ordered set of bytes:

  • There’s always a reason to wait for a better tool. So much as to write a never ending story. People are desperate each christmas season whether to buy the new machine, or to wait until spring, when prices drop after xmas because new product lines will be launched. After prices dropped they’ll be waiting whether a test of the new product won’t maybe arouse new desires. After testing they’ll be finding the one feature they’d still want to have which hasn’t been implemented yet, which gives an excuse for not buying … and waiting for next christmas season. For privateers, this is ok. As a business, you could already have been productive in the meantime.
  • The loss of productivity from waiting for your miracle tool will, even if you should find something close to it, hardly be able to make up for the loss in productivity let alone market share.
  • If a tool happens to be launched, which will commercially off the shelf meet all your needs, then whatever you’re doing is standard work, and hardly anything special, unless you’re some sort of acrobat. Your areas of core business will seldom be matched by COTS software.
  • If you still prefer COTS software chances are that you will be heavily inolved in customization as well as modifications, which will neither fit the COTS architecture, nor be inexpensive.
  • People do not believe in miracles but have perfect faith in the fruits of their own hard work. Installing wonder tools will not only bring unease to most of your employees, you can be sure of their unanimous “I warned you!” and little enthusiasm for fixing up the mess in case of failure.

What’s works for people also works for software: Often the tools you are already using within your organisation aren’t just as bad. Care to take a detailed look at what does work and what doesn’t, and as primarily source: ask your people who are operating them.
Then, gradually introduce improvements at a pace people can actually cope with and thus feel real enhancement to their daily operations. What’s the point with a tool which may be superb but nobody can handle? Every change which has been implemented in cooperation with your employees has good chances to be supported and defended by the same. Keep in mind: Tools aren’t made for eternity either, but this will make for completely different diseases.