How OIS Works
The organisation that facilitates Operational Integration Standards (OIS)

OIS Works Directly on the Core Purpose of an Organisation

Today the core challenges of support systems are no longer in software, but directly in the activities of organisations

This is the right approach for two reasons

  1. Operational excellence can only be achieved by converging on best practice for the core business activities  
  2. Operational activities can now be built directly into software, when they are specified in a concise and unambiguous way

Software has come a long way in 25 years and the old limitations of data base systems have gone

Existing methodologies and tools deal with the software medium, not the business activity. The focus on software tools and techniques in the enterprise is equivalent to designing a gear box using only metallurgy skills. It fails to deal with what the gear box will be used for and the body of experience in building gear boxes from component parts. Initiatives such as DevOps are well purposed, but remain more Dev than Ops

But even this IT focus is incomplete. Existing software standards are frameworks and methodologies - more like best practice for the journey, than the destination itself. They are applied to a project and then they are discarded. There is no enduring output other than the project itself

(See Enterprise Software page here for a deeper look)


Compiling Expertise

OIS is not just about the process - it creates the library of  best practice and architectures
OIS is the destination for Operational transformation 

ITIL

ITIL captures best practice for operating software services. As such, it is a precursor to OIS, but OIS focuses on the end-purpose of an organisations activity, whereas ITIL is about the enabling IT tools that the organisation may use, rather than a market sector in itself. ITIL shares this feature with disciplines such as Human Resources and it remains a process for managing software services 

Non-the-less, ITIL is an interesting comparison for OIS. ITIL does not use a formal modelling language, but has produced a great deal of good practice material, which can be transferred directly into an OIS library, using the OIS methodology and language. The ITIL libraries would be held as OIS Contracts between ITIL Roles and combined to form ITIL Processes

Introduction to Operational Integration Standards (OIS)The Value of OISHow OIS WorksRole of SIOEnterprise Software in TransitionBack to Home Page


Unifying Solution & Process Design



Turning Experience into Authority

This is the method used by Standard InterOperations

  • Increase the impact of each key expert as an operational engineer, so building a technical discipline
  • Reduce cost through best practice in basic commodity operations in an organisation and across the sector
  • Turn best practice into detailed, unambiguous specifications to be reused in each organisation and across the sector
  • Drive process automation using low cost commodity software products that are directly usable off-the-shelf 
Each Subject Matter Expert

OIS provides the means to build a detailed model of your know-how that you can consider and refine, which you can reuse yourself and share with others
Capture Share Expertise

Standard InterOperations gives also you the opportunity to work with your peer group of experts to crowd source best practice: to turn your area of expertise into a sector-wide discipline, with a body of knowledge held as OIS Contracts.
 
Instead of repeating the same activities over and over again in each new project, the projects can draw on a library of best practice for its basic tasks. Your effort can then be on building new expertise and innovation
 
Subject Matter Experts are generally loyal to their organisation, but OIS makes your skills more easily transferable. Your expertise will endure beyond your career and will be used to inform and educate new colleagues



Organisations are able to recruit practitioners from a pool of expertise, reducing the costs and delay of training new recruits, because the expertise is part of a sector-wide discipline. It becomes more like recruiting engineers and technicians

Each Organisation 

With OIS, an organisation no longer accepts the risk of locking away business critical operational intelligence inside a scarce few Subject Matter Experts. It is now stored in a library of OIS Contracts that can be reused, saving the cost, effort and delay of repeating work in each new project and each department.

Organisations can shorten the time to market, or time to use, because requirements are no longer specified afresh, for each new project. Authoritative specifications are available from the OIS library. The consequence is a dramatic reduction in risk for IT projects. Risks are linked to uncertain requirements capture and complexity in project management. The two are connected. If the requirements are a snapshot at the start of a project, they will change and project management discipline will suffer. At maturity, OIS can be expected to provide over 80% of the requirements from its sector-specific library

With all of this saving, organisations resources are freed to focus on innovation. Today's risk levels for enterprise software are quenched, encouraging more projects. 
Innovation Escaltor

Most importantly new innovations can be created by building on top of fully modelled, reusable features. This is an innovation escalator
Each Sector

It is obvious that organisations use the language of their own offering, but this does makes supply chain discussions longer and more complex, delaying sales for the supplier 
Tower of Babel
and time to market for the client. The client will describe what they want to achieve and the supplier will say what their offering is. 

OIS acts as a flexible bridge between what the client wants and what the supplier offers in all the necessary detail by building a model that contains both and making it explicit how the suppliers offering enables the client

This could be be an entirely custom OIS Contract, proprietary to the individual client and supplier relationship. However, the real value of OIS emerges in:
  • recognising the commodity, non-differentiating activities (surely at least 80%)
  • standardising those across the sector
For these, the clients is specific about what they want and so the suppliers can productise it. For enterprise software, this means software products that are usable off-the-shelf and are available at commodity prices