Automation is increasingly a necessity in the enterprise, a juggernaut of use cases fueling lots of guidance – from ITIL’s succinct “Optimize and Automate” credo, to deeper dives by media and industry analysts on the fine art of when, where, and how to apply automation. At SES, we also get requests for something in the middle – a quick rule-of-thumb evaluation, just a step beyond a governing principle and meant to shape whether a deeper assessment to consider automation might be warranted.
Gaining a High Level Assessment
For the high level gut checks we’re talking about, consider these 3 key assessment guidelines that tend to play an outsized role in deciding when and where to automate:
Making it All a Reality in the Enterprise
You’ll find these factors play a role in most automation decisions. For example, it could be the Frequency of Occurrences is driving your decisions on where to build automated job scheduling algorithms. Or perhaps you’re assessing the Maturity of your monitoring team’s handling of alert de-duplication before deciding whether to automate that particular process. And ROI and Business Value in a modernization project can help gauge whether a certain legacy process is worth automating before that process gets retired at some point in the future.
The takeaway here is that automation has a cost, so your decisions should be guided by North Star principles around risks and opportunities, just like any other organizational investment.
Thanks for helping me understand that it is best to automate areas where the people, processes, and technologies are mature. With that in mind, companies that are starting up can look for process engineering software to invest in when they have been in the industry for a couple of years now. However, they might be able to opt to use automation if the kind of job they will do has been done before by other companies already.
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