I have been involved with frameworks, methodologies, standards, and best practices for many years. Yes, and although it may seem curious, they are not the same (I’ll explain later). Over several decades, I’ve seen how many organizations try to solve their “problems” by eventually applying the most fashionable framework or solution, or some Frankenstein derivative of these… Does this sound familiar?
If you have enough years under your belt, you’ll remember that we’ve gone through best practices for managing IT services, then for IT governance, then for project management, then for structuring those projects, then for governing services that are managed in a structured way, going through endless discussions (with the book in hand) between what a standard says versus what logic dictates, and in each case, you’ll remember, we’ve concluded that they were the solution to each of our problems. And you know it (*).
👉🏻 (*) It’s clear that every time one of these frameworks becomes “fashionable,” it’s largely because it ends up being “sponsored” by forums, groups, clubs, associations, and a lot of marketing behind it. I myself have chaired some and been part of many throughout my life (and I enjoy it immensely, let’s be honest!). I’m human, of course. We all seek to belong to some group sooner or later. It’s natural…👈🏻
Even for some years now (about 12 or more, as I remember), we have made some approaches fashionable that question the structured or “traditional” way of doing things, and have brought it to the point where many think that “if it’s traditional, then it’s bad” (**), so doing it “the other way” is considered better. Change is not bad at all; it is part of evolution in all possible ways and allows us to advance as individuals and as a society. However, we have reached a point (again) where the solution becomes a problem.
👉🏻 (**) This is a powerful message that has been relevant since the beginning of time, justifying the immense number of changes we’ve experienced throughout history, making us think that our parents were wrong, and them, at some point, thinking their parents were wrong, and so on back to the first man and his second generation…👈🏻
For some time now, we’ve seen that the “scope” of many of these frameworks has become so large that they are no longer just applicable to our field (IT) but have moved to a more corporate level (full company coverage). And while this isn’t necessarily negative, it does bring some inconveniences in the discourse, the approach, and especially puts us in the difficult position of having to update ourselves and everything else, which might be the least of our problems. But:
What happens to all the initiatives you launched within your organization, championed by the fashionable framework or the most marketed solution at that time?
Probably, some will be incorporated into the historical record of productive initiatives that now need an “Upgrade,” while others will end up in the “lessons learned” repository (often in the “what not to do” section), and many others will remain relevant for ages because, regardless of whether they were a trend at the time, they continue to be useful, help us immensely, and if we replace them, it could all fail permanently or create a domino effect like at the end of “Fight Club.” Eventually, someone will question them and try to change what works, but we know it won’t be easy (COBOL, for example).
Are the problems with frameworks, methodologies, standards, and best practices?
…No.
The problem, in this matter and in almost everything in life, is that we often focus on what most people want and not on what we really need. Many of these “ways of working” are extraordinarily useful, but we take them in the literal (purist) sense and fail to see (or even consider) the need to adapt them to our reality and, logically, make them work for us rather than the other way around.
When an organization cannot “flow” because it is following absurd rules established by a “standard” (***), we are forgetting that “rules are made to be broken” and that what has allowed us to evolve and grow as a society is questioning the status quo and reinventing everything. The problem isn’t the organization. The problem is that many times we are blinded or self-absorbed in applying something just to comply with market dictates (I’m not talking about regulations, obviously), even when it’s clear that this brings more problems than benefits, and more extra effort than results. In the end, to “look good,” we all end up in the “compliance dynamic,” where “I comply and lie” and get lost in the process…
👉🏻 (***) Frameworks, methodologies, standards, and best practices are updated every few years because when they are developed, they are designed for a reality that does not necessarily last long. The world turns and everything changes. A few years ago, it was “normal” to validate documents with seals, fingerprints, and signatures. Today, the norm is quite different. The standards (there surely were some) that regulated the size and material of seals, the color of ink in pens, and even the way we placed fingerprints are no longer as important as they once were and are likely to disappear soon due to the proliferation and use of digital signatures and various means to ensure identity and intent. Of course, this doesn’t negate that “at the time” they were “critical and relevant,” as well as “normal” to comply with…👈🏻
Conclusion:
It should be clear that to achieve success (****) in implementing any framework, methodology, standard, or best practice, we first need to be aware of the reality we are facing. No organization is exactly the same as another, and what works for one may not work for the next, even if they are in the same sector or technically do the same thing. There is no magic formula, silver bullet, or panacea when it comes to finding the most suitable way to do things. If you suddenly feel like you’re doing something that doesn’t really contribute to your daily work, you’re probably right.
👉🏻 (****) Success, in this context, equals a satisfied, happy client who is willing to recommend your services to everyone they know, generating the profitability that makes us sustainable over time…👈🏻
In my experience, which is not insignificant, the best thing you can do (even though it sounds cliché) is to listen to your client. Invest all the time possible in trying to understand their problem, what hurts them, what bothers them, and ask, talk, and ask again. If we start from the premise of “I want to help you,” it’s very likely that together we can find a solution. It may seem somewhat “idyllic,” but you should know that when you don’t have a clear understanding of what’s happening, any decision you make or opinion you give can be wrong.
However, it’s not about deluding yourself into thinking of an idyllic world. Always keep in mind that life is quite curious and twisted as well. Things are not always as they should be, but it is what it is. Sooner or later, you will encounter characters who, no matter how much they say they are willing to change things, actually don’t want to because they’ve learned to “surf” in the chaos they themselves promote, and they are aware that if everything were simpler and things flowed more smoothly, they wouldn’t really be needed. A good friend calls them “the organizers of chaos”, hehe. They are specialists in complicating things and adding an aura of “now it’s better, but only I know exactly how to navigate it”. They are always busy, never have time to spare, and they enjoy it a lot. Ah! But if everything were simpler or as people actually need and demand, what reason would they have to exist?
I have spent many years working with multiple frameworks in different countries and have had some amazing experiences along the way, and others from which I’ve learned a lot. However, one thing that has always been clear to me is that there is no better use of time than that which we spend listening to those who really matter to us (in every sphere). Our clients (internal and/or external) are undoubtedly the center of our universe and that’s why we constantly strive to offer them creative solutions to the problems we have identified with care and good disposition, following this best practice. Experience is a key factor in this situation, even for knowing “where yes, where no, with whom yes, and with whom no.” Never forget that you can always say “No, thank you.”
Thank you for reading this far, and I hope this little article helps you reflect on some points that you are likely experiencing or have experienced, or that with a bit of luck, you will have to experience (haha). I’m always happy to be read by you.
I hope you have a spectacular week.
Sending you a big hug!! ✌🏻😊
P.S. I’m very clear on where and how asterisks should be used in a document, but in this case, I thought it was fitting to place them this way. I’m feeling creative and can’t help it. Feeling exuberant, really…😂