Downtime is a term used to describe when a service is unavailable to its intended recipients. While downtime can be planned months in advance, it typically is not and is often an unwelcomed surprise. Most downtime events are unplanned and caused by a failure or are triggered on short notice and occur as a result of an attempt to fix a service that is not performing at its optimal level.
Downtime is the number one cause of financial harm yet most IT leaders don't understand the signs and symptoms of an environment that has too many. One might think to themselves that we are having too many outages but can't necessarily put a stake in the ground to change the situation. The constant unplanned work and lack of resources keeps the cycle going. Understanding the signs and symptoms can help one to justify serious action is required.
are usually rooted in the change management processes. The IT leader's most important function is the ability to implement continual change which is the reason it is critical that change management is management sanctioned. Change management must be the backbone of every IT department's culture.
Although humans are well trained in technology, they are not trained very well in processes. Unfortunately, most companies processes are weak. In addition, people naturally like to take short cuts. When the short cut habits are combined with a poor change management culture, unplanned outages occur frequently. These types of "Cowboy" cultures are the high powered IT leader's worst nightmare. Getting a grip on change management and following standard operating procedures are the first areas they focus in on as "new" IT Director.
The treatment of an outage is just as important as the prevention. Sometimes the way the team treats or responds to an outage can cause more damage than the outage itself. Having everything in order in advance is very important.
Not all unplanned outages could have been prevented but one can reduce the frequency and the duration of the outages thereby reducing financial impact upon the organization.
Technology and processes can be learned and copied; service instead is one of the few competitive advantages that can be sustained over time. Our goal is to provide such a level of service that not only our advantage is maintained over time, but can be transferred to our customers to support them in their process of generating added value.
Carlos Corral Allari, Inc.
I enjoy sharing what I’ve learned with clients and colleagues to help them better utilize both people and technology to improve their business and productivity. I feel fortunate to be part of such an experienced and highly-skilled team that works well together, shares knowledge, and keeps our clients’ businesses running smoothly.
Ravi Madhavan Allari, Inc.