One of the biggest mistakes IT solution champions and sponsors make is not properly identifying the problem they are trying to solve, determining if the problem is worth solving, and understanding if the organization is positioned to solve it. AIOps is no exception.
This post provides a simple framework for making these assessments before you invest too much time and effort in the process without getting a good early read on the likelihood of achieving success.
The framework consists of four components:
Problem identification is about having clarity regarding what problem you are solving and its underlying cause. Often, in depth internal discussions about solutions become disconnected with problems. This is a major reason why technology initiatives often get shot down during executive review. To demonstrate to yourself and potential stakeholders that you have clarity regarding what problems an AIOps initiative will address, you will need to assess how AIOps relates to your performance metrics, challenges in achieving those metrics, root causes of problems you are trying to solve, and how AIOps benefits map to all the above.
This is the exercise of connecting problem and pain point symptoms and root causes with AIOps solution benefits and capabilities, and then linking these capabilities with and key business priorities, initiatives, or metrics. Without a clear line of sight between technology solution investments and executive management and priorities ̶ like resource utilization efficiency, service-level improvements or strategic projects like Cloud and HANA migrations or M&A integrations ̶̶ it is unlikely that your initiative will gain executive traction.
Business Case Viability
This focuses simply on determining whether a reasonable business case can be made (i.e. can the business value be quantified?) and whether that process will be relatively straightforward. This translates into validating that AIOps process efficiency improvements can be measured and quantified in terms of financial benefits. This is not the exercise of making the business case itself (e.g. developing a financial justification model and ROI estimate). That comes later. The goal is for your business case is to be viable based on hard financial benefits (i.e. savings and cost avoidance in the case of AIOps) and not rely on soft or hard to model financial benefits.
Ability to Execute
This refers to the probability that an initiative will succeed, based on factors like technology-adoption culture at the executive and end-user level, commitment and skillset of initiative champions, and technical concerns. Even if an IT problem is well understood, its solution is strategically aligned, and a business case can be made, your organization still may not be able to move forward. For example, if your organization is typically a technology laggard, AIOps may not be right for you. Other consideration may have to do with workforce culture and agility, IT ops process maturity, legacy systems and IT, organizational structure, and/or the roll of outsourcers.
Next Step: Do an AIOps readiness self-assessment.
FogLogic has a published a Solution Guide Entitled: Are You Ready for AIOps? A Self-Assessment Guide which you can access here. The guide provides specific questions, 17 in all, you can use to test your readiness for each of the four framework components described above.