In the dynamic world of software delivery, an ‘if it’s not broke don’t fix it’ philosophy won’t get you very far—even when your software and systems are working as planned.
Software is more complex than ever and innovation is exploding across markets. To keep up with constant innovation from your competition in a global marketplace, you should always be thinking about how to improve your products and services.
The teams and organizations focused on continuous improvement simply outperform those who settle for the status quo and fear the unknown. Let’s look at why continuous improvement is important in IT organizations; how to avoid common mistakes when measuring success and tips for getting started. But first, let’s define what continuous improvement is.
Defining Continuous Improvement
Continuous improvement is incrementally improving a project or process several times based on feedback. Feedback can come from various sources, including users and automated testing.
Advantages of Continuous Improvement
Making small changes over time offers many benefits when compared to a “big bang” change. Often, a “big bang” change is made with little to no feedback until it is almost too late.
By making smaller changes, a team can try something, listen to feedback and adjust. If a change is poorly received by end users, little time was spent working on it, so it can more quickly be completely reworked or scrapped altogether. This encourages experimentation with the safety net of knowing nothing is permanent.
Think of it like swimming from one end of a murky lake to another. You could dive underwater and not come up until you hit land and, hopefully, you are in the right place. Or, you could periodically pop your head above water, check your bearings and adjust course.
Who Benefits?
Today, it’s hard to imagine a situation where IT teams wouldn’t benefit from adopting a continuous improvement methodology. Any IT team whose responsibilities include writing software and delivering it to users benefits from continuous improvement. Smaller, incremental changes generally mean a smaller risk of something going wrong. Making a small change to a piece of software or tweaking the software delivery pipeline to shave 30 seconds off the time it takes for each deployment environment adds up over time.
What do IT Leaders Get Wrong?
Continuous improvement is all about incremental changes over time to streamline workflows and cut back on waste. In the moment, those changes and improvements can be very subtle, making them harder to justify. When IT leaders don’t look at the big picture, it’s easy to miss how these small changes contribute to overall improvement.
For example, let’s say a team is completely focused on measuring deployment time. But the first fully automated deployment to production took just as long as a manual deployment. With a proper feedback loop, the team sees that it took just as long because there were a few misconfigured items. The next deployment takes less time, but only by a few minutes.
Each subsequent deployment takes less and less time. But it took several months and multiple attempts to go from two-hour manual deployments to 15-minute automated deployments. With an intensive focus on deployment time, this may not seem like a significant improvement given how long it took to get there. However, in this scenario, the team was so focused on deployment time that it missed other important measurements, such as the number of emergency fixes created after the team started automating the deployment.
If they examined those numbers before automation, they would have realized that they pushed out a handful of emergency fixes after a manual deployment—but, almost overnight, those emergency fixes stopped after introducing automation. Critical measurements and improvements like these are easily overlooked when leadership focuses too narrowly and avoids the “big picture” view.
Getting Started
When working in IT, there are many problems to solve with a finite number of people and limited time to fix them. It’s tempting to try and solve the problems at the same time. After all, you are only making small changes.
However, for real change to occur, you must make several small changes over time. Pick one or two problems to solve and focus on them until you reach a good stopping point; then, move on to the next problem.
Also, know what and where to measure. With data in hand, you can take an informed approach to designing improvements. Never settle for thinking there are no further improvements because, inevitably, you will be proven wrong when your competition does it better and faster.
Ensure that your organization or team is dedicated to lifelong learning, perhaps by experimenting with chaos engineering to see how the system responds. This will spark important conversations and justification for improvement, as well as invaluable feedback.
Every IT organization benefits from adopting continuous improvement and will find that it promotes innovation and helps maintain a competitive advantage. It is easy to take too narrow a view of the small changes. But with a high-level, strategic view of continuous improvement, leadership will see the benefits.
