Migrating

Taking The Big Bang Approach

The “big bang” approach, for migrating to a modern environment, is where an entire system is replaced at once. The big bang approach frequently leads to costly delays, operational disruptions, and outright failure. For example:

• A “lift and shift”, where the existing infrastructure is rebuilt as-is in the new environment. The reasoning being to not change the way things are done. Key challenges include:
  • Legacy workarounds and outdated processes get carried forward to the new environment.
  • Compromises and revisions are needed to address architecture and technology differences.
• A “build as new”, where a new system is built from scratch. The reasoning being to apply new thinking to the design. Key challenges include:
  • Existing tribal knowledge and things that work well get discarded.
  • The time, budget and effort needed to build the new system.

However, by applying the principles of continuous improvement, organizations can transform migrating to a modern environment from a monumental task into a manageable, low-risk process.

Making Incremental Improvements

The core idea is to achieve significant results through a series of small, incremental changes rather than a single, sweeping overhaul. When applied to legacy systems migration, this means dismantling the large-scale project into a multitude of smaller, achievable steps. Instead of rewriting an entire application, a team might focus on modernizing a single, isolated module or service. For example, they could migrate a legacy reporting function to a new cloud-native service, rewrite a single API to be RESTful, or update a specific database schema.

The Migration Process

The process for system migration begins with a thorough assessment of the legacy system to identify areas that work well that need to be preserved, where there is inefficiency and “waste,”. This isn’t just about identifying what needs to be changed, but also creating value streams to understand the dependencies and prioritizing which components will yield the most value when modernized. The next step is to plan and execute a series of small, targeted improvements. This can involve:

• Module-by-Module Migration: Moving one component at a time, such as a customer management module or a billing service, to the new architecture.
• Database Refactoring: Gradually updating the database schema to be more efficient and modern, perhaps migrating from an on-premise server to a cloud-based solution.
• API Modernization: Replacing outdated APIs with new, well-documented, and scalable microservices.
• Interface Redesign: Updating the user interface (UI) to a more intuitive and modern design, which can be done incrementally to specific sections of the application.

Each of these steps is a complete, valuable improvement on its own. It reduces risk by allowing teams to test new technologies on a small scale, gather rapid feedback, and make adjustments along the way. Since work is done incrementally, there is minimal disruption to the existing business operations. As each small improvement is completed, the team gains valuable experience, and the new system gradually takes shape. This iterative process also fosters a culture of ownership and learning, as developers are empowered to identify and implement these small, but impactful, changes.

In essence, incremental improvements turn a high-stakes, all-or-nothing project into a series of achievable wins. By focusing on continuous, small-scale improvements, organizations can effectively and sustainably modernize their legacy systems, ensuring a smooth transition to a more efficient and resilient technological foundation.

Using SIPOC for Value Stream Mapping of IT Processes

Value stream mapping (VSM) is a powerful tool for visualizing and improving the flow of work, but it can be challenging to apply to intangible IT processes. This is where the SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram becomes an essential preparatory step. Think of SIPOC as a high-level, strategic outline that brings clarity and structure before you dive into the detailed VSM of an IT process. 💻

The IT Process and SIPOC Synergy

IT processes often involve a complex web of information, systems, and teams. The abstract nature of these processes can make it difficult to define clear boundaries and identify key stakeholders. SIPOC helps by:

1. Defining Scope: The SIPOC diagram forces you to articulate the start and end points of a process. For an IT process like “user access request,” the SIPOC clearly identifies who initiates the request (supplier), what information is needed (inputs), the steps to grant access (process), the end result (outputs), and who receives the benefit (customer).
2. Aligning Stakeholders: By collaboratively creating a SIPOC, all team members gain a shared understanding of the process. This alignment is crucial for a successful VSM, as it ensures everyone is mapping the same process from the same perspective.
3. Identifying Key Elements: SIPOC helps identify the critical inputs and outputs—often data and information—that must be tracked during the VSM. This prevents the VSM from becoming a confusing jumble of steps without a clear focus on the value being delivered.

Practical Application for IT

To effectively use SIPOC to prepare for a VSM of an IT process, follow these steps:

1. Select a Process: Choose a specific IT process, such as “incident resolution” or “software deployment.”
2. Create the SIPOC: Work with the team to fill out each section.For “incident resolution,” for example:
   
   • Suppliers: End-users, monitoring systems
   • Inputs: Incident reports, error logs
   • Process: Triage, diagnosis, resolution, closure
   • Outputs: Resolved incident, knowledge base article
   • Customers: End-users, IT management

3. Use SIPOC for VSM: The completed SIPOC serves as your guide. The inputs become the starting point of your VSM, and the outputs are the end point. This ensures your VSM remains focused on the core value stream, making it easier to identify bottlenecks, waste, and opportunities for automation. By using SIPOC first, you transform the abstract challenge of mapping an IT process into a structured, manageable task.