Corporate America is filled with TLA’s (Three Letter Acronyms). Most organizations seem to have native departmental languages riddled with acronyms. One of the best that I think I’ve ever heard was GTSA&I (Global Technology Systems, Architecture and Infrastructure). Acknowledging most acronyms seem to originate within technology groups. However, one acronym that seems to be universal is BAU (Business as Usual).
The reason BAU is so common is because organizations seem to be in a constant state of flux and under constant stress due to the introduction of new tools and services. Often after implementing a new tool or service on a network the conversation turns to making the new capability BAU.
I often meet with clients concerned with how to best maintain a new tool like a Single Sign-On solution, free VPN, FTP server or remote access capability. It sounds simple enough but the transition from implementation to BAU can be deceptively hard.
Top Transition Challenges and Solutions
The top challenges for a smooth BAU transition are Resources and Training.
Appropriate BAU staffing is seemingly the most common transition issue encountered. All too often project and program management is hyper-focused on allocating workforce hours to development, often without the foresight to estimate and track the resources that will be needed to transition the process whether tool or service into a BAU state.
The solution is fortunately straightforward: including this estimate in early-stage planning. Have the discussion early and often. For larger organizations, it’s often important to aim at which divisions or sub-divisions should house, pay-for and maintain the new organizational capability.
I’ve consulted in sectors from finance to oil and gas and often the biggest hurdle they faced was knowledge transfer and knowledge management. In some industries there is even a phenomena known as “Crew Change.” This phenomenon is when you have an old workforce prime for retirement and a young workforce, fresh out of school, and few workers with a moderate tenure.
This type of workforce tenure problem makes it hard for the knowledge and experience from the older employees to spread to the newest, often younger groups.
In tech transitions this challenge can be catastrophic. To mitigate this issue it is imperative to focus on having a change management system and a learning management system (LMS) within the transition.
Change management can help track the adoption of the new technology and an LMS can help to instill the competencies needed to transition the captured knowledge to future employees. Although this training component is often overlooked, it’s actually one of the most important steps in normalizing new tools into a BAU state.
Putting It All Together
At Hypersocket we make it easy to transition the capability of password management. We do all the heavy lifting internally by leveraging an intuitive interface for showcasing the features of our tool. That takes the resources problem, and much of the training out of the picture.
The Hypersocket Single Sign-On solution was created to simplify the management of users and applications throughout the organization. A large part of this simplification is a clean install which includes the option of an ISO for deployment to your virtual infrastructure.
This Blog was brought to you by Hypersocket and its CEO, Lee David Painter. With over 20 years of industry experience as a pioneer in IT Security, Lee developed the world’s first OpenSource browser-based SSL VPN (SSL-Explorer). Today Lee runs Hypersocket, a leader in virtual private network technology.