| In project management, process management is the | | | | team dynamics, the complexities of the IT Operations |
| use of a repeatable process to improve the outcome | | | | and also the need for effective process management. |
| of the project. In the same way process management | | | | Process management gives the team a standard |
| helps to keep stable and improve day to day services | | | | structure to follow as it is a quite obvious that left to |
| in the scenario of IT Operations. | | | | their own each person in a team will retort to their own |
| I have, in my experience, come across several | | | | unique standards of performing tasks. The very |
| managers who have the firm belief that management | | | | reason standard processes are followed in Operations |
| of people and projects is more than sufficient to build a | | | | and in Projects are to avoid differences within the |
| competent team. It is sad to see the neglect from | | | | team that results in inconsistent output and to ensure |
| management perspective of the understanding and | | | | uniformity. |
| appreciate the need for process management. We | | | | Managers need to recognize that the following factors |
| now live in the era of new quality and process | | | | lead to effective process management: |
| standards being defined and improved every day. It is | | | | 1) Dealing with initial resistance from the team during |
| therefore vital that managers understand, implement | | | | initial process implementation or revision. |
| and impart knowledge on strict process adherence to | | | | 2) Knowledge of each process area and ensure no |
| their teams for them to work better. | | | | one blindly follows anything. |
| Managing projects or operations is of course at the | | | | 3) Availability of clear documentation of every process |
| end of the day the most important aspect of work for | | | | in place to everyone in the team. |
| a manager. However managing projects/operations | | | | 4) Training sessions on the processes and how they |
| with a quality process in place will be the ideal road to | | | | are beneficial and their implementation. |
| success. Take the case of a service provider who is | | | | Another key benefit that results from process |
| responsible for governing the operations of a data | | | | management is the transparency factor that is |
| center. If this operations manager works tirelessly in | | | | achieved in the organization at all levels. In simple |
| driving his team of data center operators, database | | | | words, no one needs to chase anyone for anything if |
| analysts and others for day-to-day operations but | | | | processes are in place, for processes always help in |
| does not have a good process management structure | | | | book-keeping of key quality and operational metrics. |
| in place, then the resultant chaos that is bound to | | | | This automation that results in increased transparency |
| ensue when it comes to reporting, forecasting, audits | | | | also leads to better accountability within the team. |
| would negate the work of the team. A quality process | | | | Process management being a key success factor for |
| is very essential to control the vast amount of data | | | | forming an effective IT team is indeed a reality. It is |
| and to keep things organized and data ready to use | | | | vital that every team understands this and adheres to |
| when required. | | | | prescribed standard process practices for their team |
| An effective manager is one who understands the | | | | to ensure sustained success. |