Business
Twenty top information sinkholes that strangle effective IT management
Selected 'information wastes' that only add to the cost and complexity of IT systems.
The object of "Lean IT" -- which is a philosophy that emphasizes “simpler, faster, better, and cheaper” ways to build and manage business technology -- is to wring waste from the IT behemoth. In their latest book, Lean IT: Enabling and Sustaining Your Lean Transformation, Steve Bell and Michael Orzen, point out that IT management is riddled with waste and wasteful practices.
Here are just a few selected "information wastes" Bell and Orzen have observed in their years of working with IT organizations. Many of these could possibly be addressed by more service-oriented approaches; certainly all can be remedied in a lean IT initiative:
- Endless spreadsheets and other documents that encourage local optimization while fragmenting the overall process, increasing the number of delays, hand-offs, or errors.
- Excess information across local drives, shared drives, SharePoint sites, data warehouses, duplication of the same data in multiple forms.
- Multiple software code objects that perform the same function.
- "Gold plating" system design and performance, striving for perfection rather than practical functionality.
- Introducing excessive tools, technologies, or methodologies.
- Unused/unnecessary software user licenses.
- Inspection and correction activities required to catch and correct errors that should be prevented by building quality into the process.
- Producing and distributing reports that contain information which is not used.
- Entering redundant information into the same or multiple systems.
- Management reporting systems (e.g., hierarchical scorecards and dashboards) that do not align strategy with daily activity, and thus do not effectively prioritize action.
- Excessive automated exception notifications and alerts that cause distraction, but do not drive effective action or decision making.
- Non value-adding control activities solely for compliance purposes.
- Capturing data at various points along a process, rather than capturing it at the source.
- Over-design of software applications.
- Premature technology intervention to improve a process, before the process is well understood, simplified, and improved by the people responsible for it.
- Developing complex solutions to simple or nonrecurring problems.
- Overly complex governance, funding, prioritization, and control processes.
- Inappropriate or overly complex IT chargebacks that cause ineffective behavior and misguided IT investment decisions.
- Rigid and lengthy system change/upgrade cycles that encourage user workarounds and offline systems.
- Attraction to newest, latest technologies rather than existing systems that serve their purpose.