Running IT is hard enough when all the CIO has to contend with are changing business demands. But these are far from the only “condition fluxes” IT has to deal with.
Take an example: Imagine some aspects of the business you support depend on a reliable, predictable, and immutable definition of the second.
No, not the second what, as in what comes immediately after the first.
The second. The unit of time representing 1/60th of a minute. The unit of time defined by the frequency of cesium atoms oscillating between their two stable quantum states.
The unit of measure on which, the meter, lumen, gram, ampere, degree (Kelvin), and mole depend.
The unit of time that’s in the process of being redefined by the world’s metrologists, a job title I just know most KJR community members aspire to. And before I mosey on to the next point, a thank you to my now-retired business partner, Steve Nazian, for pointing out the coming temporal redefinition to me.
Okay, maybe I’m overstating its potential impact, given that the change in a second’s length will be, at most, about one part in nine billion. Or maybe not, depending on the future of quantum computing.
Anyway, the question to be answered this week isn’t about the second itself. It’s about the coming challenge of tracking down all of the change’s ripple effects. Physicists and engineers around the world might, that is, have a whole new Y2K-like challenge in front of them.
Which (at last!) almost brings us to the point of this week’s rhetorical random walk: How well-documented is your technical architecture?
One more step and we’re there. The point isn’t about your architecture. It’s about you technical architecture management practices, not about how complete and up to date the documentation of your technical infrastructure, platforms, information repositories, applications, interfaces and integration, is not to mention the many-to-many mappings connecting your applications and business capabilities.
Here’s the point
I’ve defined chronodebt as the accumulated cost of remediating all IT assets that aren’t what engineering standards say they should be. chronodebt is what your IT organization owes the god of time.
Which leads to the question of what we should call the accumulated cost of remediating incomplete and inaccurate documentation of your technical architecture.
It’s chronodebt applied to IT management. It’s a debt that doesn’t come due until it suddenly approaches knee-capping-level urgency.
It matters because there will come a time … there always comes a time … when you need this information Right Now, because you need to track down the ripple effects of a redefined second, a modified business process, the integration requirements of new or updated software, integration of a newly acquired business, the need to provide documentation for a divestiture … really any change imposed on IT by changing circumstances beyond its control or ability to influence.
It’s management chronodebt – the entirely predictable result of striking the wrong balance between those management practices that are most urgent and which are most important.
Bob’s last word: The first law of preventive maintenance is that while you always have a choice between paying now And paying later, paying later almost always costs more.
But in order to implement any program of preventive maintenance, whether it’s managing IT architecture’s chronodebt or a factory’s mechanical and electrical systems, company leadership first has to recognize the existence of what we might call “management chronodebt” – the cost of having failed to invest in the management practices needed to manage technical chronodebt.
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