Those seem to be the three highest priorities for sponsors of OSS projects at the moment. In other words, that means improved efficiencies.
Many translate this to requiring CAPEX projects that deliver new things (that in turn drive new efficiencies). This mindset is particularly true for the vendors who are trying to oust their competitors’s products at any given customer.
Since OSS are (or should be) efficiency engines, the teams that use them should also be looking for continual improvement from them.
OSS vendors and implementers are looking to deliver a solution that delivers functionality. OSS operators are looking to operate a solution that delivers efficiency. Those are very different mindsets.
l’ll give you an example. How many OSS tools have you seen that allow their operators to measure end-to-end completion times on their processes via their GUI (not by looking up and interpreting log files)?
You’ve probably heard of metrics such as O2C (order to cash) so there must be some tools that measure them. Do they also show a breakdown of timings of the constituent parts of an end-to-end process to see the highest priority for speed-up? How many of those OSS suites then provide suggestions for how to improve operator results?
I’ve seen many vendor demonstrations that have shown off vast arrays of functionality but I haven’t seen any vendor present the efficiency improvement metrics that have occurred after implementing each of their OSS.
If you don’t measure it, you can’t manage it, but you also can’t lend proof to your claimed efficiency improvements,Read the Passionate About OSS Blog for more or Subscribe to the Passionate About OSS Blog by Email