Category Archives: Implementation

SCM is DISC

Implementation, Stakeholders

Successful SCM teams work with several different types of people.  Each of the various stakeholders types should be treated special in their own unique way.  This means the SCM professional needs to understand there are differences and must be able to quickly identify which type or types they are dealing with; as well as understand how to work with them.

One such difference between people is the Global vs Lineal distinction.  This difference was once creating friction between my wife and I, and it was several years before working in the software industry when a marriage counselor pointed it out to me.  Knowing that Lisa is a short-term, global thinking individual explained why our house was messy all the time.  At the time, she was a ‘have fun first,’ short-term, globally oriented person and I was a ‘work first’ long-term, lineal thinking person.  I wanted a clean house and she didn’t care as much.  We agreed to meet in the middle.  Sure, it cost a few bucks, but hiring a cleaning lady (to hide all her stuff in sensible places) is working out well for us.  Of course, it meant she had to get a job to pay for it!

Knowing this difference helped me understand working relationships at work.  Categorizing people worked most of the time as they would either be like lineal me, or global, which is not like me at all.  But work relationships are much more complex.  There are more types of people at work and fitting all of them somewhere on a one dimensional, global to linear line wasn’t working for everyone.  In fact, there were times when it seemed like a horrible fit.  There are some linear thinking people who are more like my wife and they were supposed to be like me; plus there were global thinking people who were more like me.

After continuing to struggle with the various personality types for several more years, I was introduced to the DISC profile through a company training session put on by Paul Jerome.  This DISC profiling technique added a new dimension to the mix for me.  I think of this new dimension as the people to data line.  Now I have four types of people categories instead of just first two.  As it turns out, I am located on the data end of this line and my wife is on the people side.  In other words, I am a linear-data oriented person and Lisa is global-people oriented.

Remember those folks who were hard to categorize?  They are the linear-people people, and the global-data people.   I think it’s important for you to know where you fit, and don’t be afraid to say you are on the line between two types.  That’s entirely possible.  Consider learning more about the standard DISC Assessment .  I find it hard to believe anyone could possibly work on an SCM team without understanding DISC profile or something similar.  This is why I think it’s safe to say…

SCM is DISC

SCM is Complex Queue Processing

Implementation

As an SCM teams grow in size, the issue of request handling increases in importance. Small organization with a single administrator or build engineer need nothing more than simple first in, first out processing of email requests, plus an escalation process for high priority work.

When the team grows to more than tow admins, it’s time to think about help desk or service software.  Prioritizing and processing a queue full of requests with visibility and transparency will become necessary to quell the rising competition for time from development teams. This is the point where companies select and implement a software solution and call it good.  End of story, right?

Absolutely not.  An often missing element of operational planning is fully accessing the complexity of request handling as a sub-system of the configuration process. Left unmanaged, this aspect of software development results in disruptive workflows and becomes a major source of complaints against DevOps organizations. Believe me, I’ve seen my share of yelling and screaming matches in 20 years of software configuration management work.

We all know there are times when requests for one project need higher prioritization than requests for other projects. Some requests can be considered low priority to be handled when nothing important is in the queue.  I like to think of this request handling problem as similar to that of a grocery store checkout. The main two elements of a checkout are checkers and the lines of customers waiting to be checked out. Other elements include the self-checkout area and express lines; and of course, the manager.

Properly managing the store’s checkout has to include checkout training and some level of customer behavior analysis. This issue is tricky because of the human behavior involved. Some people would never dream of cutting to the front of the line at a grocery store, but unfortunately  there are a few people who actually are rude enough to push their way to the front. What should the checker do in this instance? Should they be sent to the back of the line, or should they be checked out first? If they are checked out and a complaint occurs, who is the problem?  The line cutter?  The checker?  The manager? Is the complaining customer the problem?

I think the blame could go anywhere depending on the company policy if there is one.  It could be a lack of checker training, or the checker’s judgement call.  Is flexibility allowed? . If the checker has not been trained in proper procedures for handling these situations, how can they be expected to perform correctly. Is it the managers fault for not having enough staff on duty? Imagine how it would be if the checker noticed someone she knew at the back of the line and called them up to the front to check out first? Is there a policy against this? What if the customer only has one item?  Is there an express lane?

A grocery store checkout process is probably broken if…

· customers routinely cut to the head of the line.
· managers don’t open enough check stands.
· checkers aren’t been trained properly
· express lanes aren’t available
· self-checkout isn’t possible
· checkers routinely make bad judgement calls
· doesn’t send rude customer to the back of the line.
· checkers give preferential treatment to their friends.

A funny thing I’ve noticed is people who would never dream of cutting in line at the grocery store often have no problem cutting in line at the SCM counter. I’ve seen this many times and I think lack of visibility is the cause – or enabler – of the behavior. If you can’t see the line you don’t know it’s happening. If the people in line don’t see the lane cutters, they won’t grumble as much, and this could be used as an argument for hiding the queue, but perhaps wouldn’t be best for the organization.  The right thing to do is create visibility of the queue.

In the SCM world, there are other factors impacting the request handling process. For one thing, it may not be very transparent even if there is help desk software. Unlike the grocery store checkout, it may still be hard to see how many people are on duty or how many people are in line. Members of a development team may discover their requests are handled faster when they drop by the DevOps person’s cube since they don’t have to open a ticket that way, and this makes some of the worst offenders of the ‘queue cutting.’ I think it happens more in the software development than in the grocery stores since lane cutters don’t hear the gasps or see the appalled looks on the faces of other customers waiting in line.

My best advice is to recommend setting policies for prioritizing and processing requests for service, and also training and empowering your team to enforce the policy. Does your development team respect your prioritization policy? Did you remember that SCM documentation is useful?  There is no easy, one size fits all solution to request handling.

SCM is Complex Queue Processing