all right, so let's talk about operations management.
What does this really mean? It means that we're trying to
find ways to think about how dated a moment, a moment operations of the organization
is most optimized is most efficient so that we can respond to the needs of the organization as quickly as possible or to the needs of our users. So we want to think about those things that
that sustain our operations.
We've got five million areas here to think about.
Of course, at the top is effective leadership.
If that's missing than some of the other
components that provide inefficient, mature organization will start to fall apart.
We also need to have adequate staff.
That's a bigger challenge in recent years, and it used to be. Everyone's trying to do more with less, which means that many people are wearing more than one hat.
That's that can be an exciting position to be in
where you're doing multiple job roles, but it can be also very tiring and draining.
So there's flip sides to that. And of course, if your people are stretched too thin, then you're more likely to have mistakes and staff turnover because people are going to go find a job where they're treated better, having written procedures.
This can't be overlooked either. I know everybody mentioned an emphasis on documentation,
but it really does matter when you can have your procedures written down,
whether they're online or in paper, format or both,
so that people could have them at a moment's notice when they need to do something that I remember. There's a procedure for that. I'll flip through my book and I'll find it,
or they know that they can go to the,
you know, the internal file server and go find some document that describes what they need to d'oh.
One of the worst things about written procedures, though, is that they're only
up until the day they were produced. After that, things might change, and they might not be
correct any longer. So there is a maintenance aspect that we can't overlook,
and then we also have to think about
constant monitoring. We also have to think about constant monitoring or continuous monitoring
so that we can keep an eye on what the process is air doing
and be able to understand
how the how the organization looks when it's when it's healthy and when it's degrading.
And then last is this level of staff integration.
This means that we've got staff that could perhaps perform more than one job function.
They have the ability to wear multiple hats
and are well versed in the
requirements of their job and possibly some of their colleagues jobs.
Then we have to think about change control. I mentioned change control a couple of times earlier,
and this isn't a vital part of any organization that wants to become more mature and efficient and more resilient over time.
The change control process is usually my experience. It's a weekly meeting change control board or C C B
or change Acceptance Board. C A B just depends on what acronym you like to use.
This is where we get people representatives from different parts of the organization to come together, someone from the networking team, someone from the security team, someone from the firewall team,
someone from the desktop support
and they all come together. They discussed the changes and decide whether the changes accepted or not, and if it's not accepted, then they have to explain what
the process of reviewing the change. Control means that you've got a better chance of discovering problems before they occur.
Someone wants to do this. They want to upgrade that. Someone will need a Wait a minute. If we do this, it's gonna break this thing, or it's gonna break something else.
So that's the whole idea of properly managed change control process,
and all of your processes and procedures should also support that.