General Betting
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I've emailed the following:
1. Do you think you have got the management balance right between implementing new functionality and "Keeping The Lights On", i.e growing the business by introducing new and enhanced products versus maintaining the existing products and protecting your current customer base?
2. Do you think your organisation (management structure) is tensioned to get this balance right?
3. Do you think you have the right, mature IT management processes in place (ITIL for example), to ensure solid operations/service delivery?
4. Do you think, especially after the last Live Chat, you have satisfactorily addressed poor customer communications during operational failures?
Let's see if we get some coherent answers.
1. Do you think you have got the management balance right between implementing new functionality and "Keeping The Lights On", i.e growing the business by introducing new and enhanced products versus maintaining the existing products and protecting your current customer base?
2. Do you think your organisation (management structure) is tensioned to get this balance right?
3. Do you think you have the right, mature IT management processes in place (ITIL for example), to ensure solid operations/service delivery?
4. Do you think, especially after the last Live Chat, you have satisfactorily addressed poor customer communications during operational failures?
Let's see if we get some coherent answers.
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same sort of line as you:
Having had significant experience in managing deployments of 24-7 mission critical software for blue chip clients, I can have sympathy with the fact that occasionally things go wrong. However, I would have been laughed out of the building if in one breath I told my clients that "stability was a priority" whilst simultaneously deploying, on average, 15 releases a week.
(to be able to absorb the regression testing requirements required by so many releases must be some (highly inefficient) feat as well, unless of course.....)
Is it not the case that by recognising that you need to suspend all releases during the busiest week of the year in order to attempt to guarantee improved stability, you are making an implicit admission of the risk you run with your existing strategy?
If not, why suspend all your releases this week? If you see this approach as introducing no added risk to the stability of your site, there is surely no need to suspend releases.
I asked the question before in your previous forum chat, and like nearly everyone else on that chat, I was given an answer which constituted little more than lip service. To what extent do you quantitatively measure the risks posed by deploying new releases to your live environment against the business benefit they offer? To what extent is the Customer's need represented in this decision making process? Is this an area were you recognise you are failing (it should be)?
Having had significant experience in managing deployments of 24-7 mission critical software for blue chip clients, I can have sympathy with the fact that occasionally things go wrong. However, I would have been laughed out of the building if in one breath I told my clients that "stability was a priority" whilst simultaneously deploying, on average, 15 releases a week.
(to be able to absorb the regression testing requirements required by so many releases must be some (highly inefficient) feat as well, unless of course.....)
Is it not the case that by recognising that you need to suspend all releases during the busiest week of the year in order to attempt to guarantee improved stability, you are making an implicit admission of the risk you run with your existing strategy?
If not, why suspend all your releases this week? If you see this approach as introducing no added risk to the stability of your site, there is surely no need to suspend releases.
I asked the question before in your previous forum chat, and like nearly everyone else on that chat, I was given an answer which constituted little more than lip service. To what extent do you quantitatively measure the risks posed by deploying new releases to your live environment against the business benefit they offer? To what extent is the Customer's need represented in this decision making process? Is this an area were you recognise you are failing (it should be)?
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