Appendix C

People, Process, Technology

There are many, many books written on this topic, and I will not attempt to repeat them here. But without a people-process-technology approach, execution and delivery of the improvements in this book will not happen.

The fundamental principles that work for me include the following.

C.1 Push Decisions into the Hands of Those Most Capable

A big component of being a good manager is the practice of breaking a big problem (such as how to improve on the delivery of storage SLAs and spend less money) into smaller, more manageable problems. Involving people familiar with the difficulties and challenges of day-to-day frontline issues will improve the quality of the output of breaking a big problem into lots ...

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