We are more connected in our processes than disparate. However we sometimes get so busy with our day jobs, we forget.

Forgetting that connection, we try to put it together by looking at Best Practices. We interview a half dozen consultants, an ITIL practioner, a COBIT expert, and then for fun, we ask the business what they want.. Then we make the mistake to 'go it alone'. Do it yourself-ers can produce metrics and manage operations, that is why you see us as your hero right? We are the diving catch professional, because we truly believe you value us more for our grace under pressure, than our ability to minimize risk, using our experience for better solutions... .

That's nice for "them", they worked all this stuff out, how will we make this metric matter for us?

We return to the "problem" and the "problem" is often us. We forget the working model of what and where things connect, because too much other stuff is broken, and in need of repair. Another possibility is that too much of the "stuff being broken" without the resources to repair, might indicate a need for business and priority alignment.

What should be challenged to evolve a Metrics Model:

1. Metrics produced because "it's always been done that way", not sure who, if anyone, uses them.

2. Hot potato metrics produced manually to explain limitations, or excuse collaboration.

3. Confusing "measuring and reporting history" for "managing and improving experience".

What attributes would a Metrics Model contain:

1. All metrics produced are linked to a "Service Improvement Process"

2. All metrics produced are managed for service and operational capabilities.

3. "Root Cause Corrective Action" methods are part of the "what do we do with the metrics" logic.

4. Lower and Upper Spec Limits for acceptable performance indicators consider the business demands and resource constraints.

5. All metrics should be built to change, improve and adjust to business requirements.

My name is Dawn and I am an.....

At Sun, nearly 19,000 employees around the world work from home or in a flexible office, representing more than 56% of Sun's employee population.

Sort of a nod on "this day" June 12 to Shez, one of my favorite and sharing IT Service Management Minds. Shez, we might not talk as much as I like, but whenever we do happen to cross paths, you have nothing short of brilliance to share.

Talking in a best practices community on ITIL, many of us agree that while ITIL v3 is much improved from v2, that alone will not suffice, and in fact now the need for governance to define how we collaborate is more important than ever.

I was pleased to find Shez had a similar view on . The most important notion of the architecture for how to plan for change while managing the current run rate remains, new requirements and opportunities continue, and IT collaboration with business is more important than ever, but most positive results can be expected when we get down to the business of organizing our strategy around managing our base services plus any uplevels.

It may take a while to get mainstream understanding but ITIL V3 does represent progress because it improves the notion of how IT works with the business a Shez describes it, as an "eco-system"

There is a whole lot more we can do when realizing our connection to an environment and business community much beyond that which we do day to day.. In fact, I think we should make it a practice of discipline that we try to keep learning to see things from others point of view, and from a continuous process improvement point of view, to really stay aware of how and what we deliver together.

We have invested in a team that will look for the good.. the better working relationships, the open partnerships, the ability to do, to be, and to serve in the best way possible. We will look to a new accounting team to help us to define the real potential from the noise. The fear factor, from the fruit.

It is challenging to be in an environment of constant change. Disruption is real and real agitating if you let it be.. Sometimes I devoted myself so completely to preparing for the worst case scenario, that I forgot to plan for how delicious it would be if the best case scenario happened instead.

I tried the strategy that probably not many people died of insomnia, so I would just use the time I could not use sleeping, productively, until I could. I work in Information Technology. I am an empath. For over a decade I have struggled with pain and insomnia that would not allow me more than a couple hours of sleep a night--- night after night. Tired, but too tired to sleep.

I need to be connected to people-- and helping them... it's what I do.. So when change demands heap up, I either tried in the past to keep my head down, and not take offense at others needs to attack.. Tried to put my head up and articulate the possibility from the chaos. Pretending it is not there, is not inspired change, that is insanity.

A few short months ago I had sudden major surgery.. Scared to death because a friend of mine died of cancer almost the same week I was going under my surgery. Trying to find the grace to manage the things of life I loved.. To find the grace to be my best self despite the scary situation. Facing the worst case scenario is rational. Romancing it is also insanity.

After surgery, I am better not worse. For the first time in 10 years, I am enjoying the ability to sleep all night. I am still in IT. Still a mom and still an empath. My roles, and the choices I have in them become clearer from the kindness of allowing change to happen, and then figuring out what is next. For me change met, giving myself the balanced options, accepting who I am and who I am becoming, and most importantly, taking an active role in articulating my needs.

The strategies we deploy to deal with discomfort are often varied, but so are the possibilities for resolution. We often forget that there might be more than one solution if we are open to pursuing the best alternative.

A few Strategies for Inspired Change:

MSN.coms 10 rules for change

Medical Hypnosis can be used for individuals to help more efficiently get to the heart of whats changing and how to accept without stress, that which is in front of us.

The interesting mix of Sun Tzu for success and ITIL for strategy could make for a fine Inspired ITIL Practice. Now is the perfect time to embrace our capabilities, instead of celebrating our defense.

Metrics aid SLA and Operations Management-- As a Partnership, not as a weapon. Lower level capability is the "not me" metrics that cut through the noise and simplifies what is yours. Higher level capability is the action of bringing together the talents of hardware, software and business professionals to produce an experience. Metrics are oversimplified if we become so hypnotized by the business meaning that we lose the business purpose.

"Optimism" and "pessimism" are judgment words that suggest only one way of being, consider the possibility that there are many solutions to create value, and your teams objective is to make the right decisions at the right time, to produce the right results! Is the problem and opportunity complete? How do we know it is the right problem to solve now? What is likely to create noise while we manage the issues?

Look at those companies that are creating and innovating for the future.. What are the implications of their success?

What are YOUR opinions? Coming next is a list of the "ones to watch in 2008", and "defining "good".

What's hot, what's not...

Life is what happens when you are busy, and this year has been no exception. Did you take time to just be, dream, and do? Maxed out on vacation, feeling particularly frustrated that I had driven myself to such unreasonable demands... I look at the tired face in the mirror and decide to lighten up already! Today I am embracing my human side, the one that really likes and wants to know that the incredibly bright teacher at my kids school is a published journalist, who is taking a break from the heavy writing demands to see what inspires her next.

"Repeatable" SLAs or OLAs are not enough! Organizations looking to extend their capabilities in Service Management using their ITIL alignment and visioning skills to truly set the foundation.

WHY DO WE DO IT? I dunno because we have to? Because the neighbors are? Face the bitter truth that IT people are more constrained to deliver than ever, and in a constant state of minimum process overhead, and maximum technological value, how do we do what's right WITH what's logical in the event of the unexpected?

The most common reason people look to the best practices of Disaster Recovery and Business Continuity is not that it's so darned interesting, but that it's so darned mandatory. Sure Disaster Recovery and Business Continuity is a good idea if you have time, but with Sarbanes Oxley (SoX), the relationship and requirements for good business controls that work WITH change management is a requirement for success.

Talented program managers spend hours creating change communications, process implication, and discussing key issues, inhibitors and success criteria all in the intent of getting their service to market or "done'. Yet too many set the "done" point too narrowly at "produced", and it seems the art for transition is providing sufficient summarization and detail to help stakeholders actually picture what they will do differently as the result of the change.

More than can we create standard value indicators of Great, Good and Bad, this is about articulating the implications of change in a way that crisps up service delivery and operational alignment, at the heart of service management.

The disciplines of ITIL define these capabilities and constraints in a service management framework, to encourage IT executives to make sound decisions considering pragmatic approach to practices that support sound business, cost consciousness and risk management. Too much focus on one of these three elements without the other is it's own element of risk.

DanO embodied the values I learned from my grandpa "Simmie", that people matter-- everyday.. and most of them just want you to make the time to know that you will roll up your sleeves and work beside them because you are a team.. He was never afraid to show he was part of a team, and was not at all afraid of asking the questions that made the right things happen. DanO was a dear man, and he left us too soon at 50. My friends and colleagues, in honor of Dan... and for this day, I will do and be to others, what he was to so many of us.. Dan had a way of "bear hugging you" with his words and actions, WHILE getting things done. SURE let's get things done, but while rolling up our sleeves to do them, lets remember that PEOPLE matter!

It is Monday Morning, 9:22 a.m. I am finishing a breakfast that some would not be able to tolerate for lunch much less hange with for morning.. too spicy for you?? Just right for me! India Chai Tea with spicy pappadum, hot mint sauce, sweet chili sauce, eggplant bharta and delicious brown rice.

Selling the sizzle of a strategy and it's benefits. When did we fall away from change because it's a good idea? Hopefully never. A "smart" organization is looking for Specific benefits, Measurable progress, Accountable and Aligned team, Repeatable process, and Timely delivery.

Thus marks the end of an era of being as (Green, ITIL v3, SarBox Compliant) as they say they are... Consumers of IT Process are getting wise to "IT-speak", no longer able to hide behind our own complexity, organization, or acronyms. Consumers of IT have gotten wise to ask "what exactly is IN this secret sauce" and what's it done for me lately?

Folks are refusing to be hyponotized by buzz logic. If you are going to claim it's "greener", be ready for them to ask why?

If you are going to claim your ITIL compliance and best practices, be ready to show what they are doing for them?

"Secret Sauce" has become highly skeptical in a world full of dietary allergies from artificial fillers and sweeteners that fill the bottle, extend the shelf life, but perhaps without the real customer value that might be expected.

Okay so you are going from 3K to 30 servers. Great we have saved x megawatts of energy, but if we really extend that out over the duration of our relationship, what has the absence of that logic cost us in efficiency? Win Win Win business is alive and well-- it is being delivered and received with great anticipation. What else could we create with this uncommon approach to partnership?

We have immense capabilities, challenging ourselves to learn, to grow, and to experience is a perfect way to stay sharp, to grow our skills and to continue delivering value... Optimism and creativity is 'in', in winning business value!