Eliminate "Island", "Recombinant" process, update the concept
--- Analysis and thinking about the status quo of IT enterprise management tools
Information "Island" has arrived today. It is no longer a new term. Because it has not had a very serious impact on IT companies, it is often overlooked, and there is a spread trend. So I want to re-raise here, causing everyone to pay attention to and pay attention, and combined with their ear heard and personal experience briefly explain the urgency of eliminating information "Island". In addition, some individual ideas are proposed for "restructuring" for information "Island" integration and management process for reference and reference.
Some ideas have benefited from the practice and transformation of the following information:
ITIL (INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY), the British Ministry of Commerce is based on process-oriented, customer-centric optimal practical methodology.
CMM (Capability Matued Model), the Model of Improvement and Evaluation of Software Development Processes and Software Development Capacity in Capability Mellon University.
MSF (Microsoft Solution Framework), Microsoft Corporation established solution ideas and architecture.
The ISO (International Standardization Organization "series, the relevant standards developed and established by the International Standards Organization.
First, current status
Although the "Software Crisis" that appeared in the 1960s has got a good control and solving, the industry has also formed related theories and formulated countermeasures, but current IT companies have generally have some new problems, of which Mainly reflected in the following: the demand cannot be effectively obtained, the quality cannot be effectively guaranteed, and customers cannot be effective, the cost cannot be effectively controlled, and the security cannot be effectively monitored. These problems have seriously affected the interests of IT enterprises and damaged the image of IT enterprises. The old "software crisis" has begun to varies, becoming a new "software crisis", further restricting the development of IT companies. Although the industry is already aware of, and proposes the corresponding theory to deal with, for example ISO, MSF, CMM, and ITIL, but not completely solve the status quo, because these theories need to be combined with the actual situation of IT companies, after long-term practices I use it. If there is no complete understanding, it is alive, but also has no substantial benefits for IT businesses, but also the opposite effect. To this end, many companies have seen this market prospect, launching the management tools that integrate this theory and experience to help and speed up the growth of IT companies, to some extent, have solved a lot of problems. However, with the development of IT companies, there is more and more content, and there are more and more management tools.
Take the unit where I am, our unit is the development unit under the state-owned financial institution, responsible for managing and developing some of the software products of the agency, while responsible for the technical support of many branches across the country. Due to the particularity of financial services (such as some applications to do 7 * 24 hours service), the processing of the quality and problem of the software has put forward high requirements. With the accumulation of constant learning and experience, units are gradually standardized and improved in all aspects, especially in software development and product services, have developed relevant rules and processes. In addition, in order to better achieve office automation and improve its management level, each department has developed or purchased more than 10 sets of management systems, including the scope of project management, task management, problem management, change management, testing. Management, defect management, version management, resource management, training management, and knowledge management. The investment in these management tools has changed the original workshop development model, improved software product quality and ensuring the problem of processing efficiency.
Second, there is a problem
The emergence of tool software is actually a progress and should be well promoted. However, the current status of IT enterprise management tools is a bit worrying. Because there is no good integration and association between tool software, the process is not necessarily scientific and efficient, and the implementation of tool software is often a headache, the foot pain, the lack of global planning and cooperation, leading to not Implementing information interaction and sharing, employees are generally caught into complicated work trivia and process swirls, so that they can't solve problems and get rid of the status quo, and even Yang Fengyin violates, and horses the phenomenon. In addition, some of the tool software has some "water and soil dissatisfaction", resulting in the implementation of the expected effects after the implementation.
Or use our unit as an example, our unit has divided many administrative departments, including design sectors, development departments, testing departments, and support sectors, each department's responsibilities are different, and used between sectors or departments The management tool is also "all the duties", "each other can be". "
For example, the project management tool is responsible for the registration, planning and monitoring of the project; the test management tool is responsible for the formulation of the plan, the submission of the registration and report of the example; the defect management tool is mainly responsible for the registration, distribution, and decision of the procedures (code and document) defects. And tracking resolution; version management tools are responsible for the planning, application, approval, release, acceptance and commissioning of version information, registering and changing important content related to the version (such as data structure, data dictionary, etc.); the problem management tool is mainly Responsible for acceptance assignment, processing flow, coordinating audit, and reply feedback.
What is wrong with these management tools do not have interrelated? Let's take a look at the following: For a question reflected by the customer, you must first enter the process in the problem management tool. If you confirm that the program problem needs to register in the defect management tool, you need to apply after the modification is completed. Test, after the test is passed, you need to apply for the release in the version management tool, and finally return to the problem management tool to reply to the customer's shutdown, so it is basically completed. It can be seen that each tool seems to be "island", which is completely linked to the "bridge" to establish contacts, which is quite large to people's dependence. Coupled with some management tools are not very humanized, this invisiblely adds a lot of trouble to the problem, but affects the timeliness of problem solving.
