By Kohji Ootsu
IT operations leaders increasingly look at no-operations IT environments, or NoOps, as a way to maintain system stability while responding to the increasing complexity of management, labor shortages, and demands for cost reduction.
A NoOps approach positions machines to do what machines can do as much as possible, while shifting peoples’ time and energy to higher-value work.
Operations leaders who advocate for NoOps say it enables a system environment that’s stable—even during heavy load times—24 hours a day, 365 days a year. NoOps minimizes the repeated manual work that tends to occur in release procedures, patching, release monitoring, standby system maintenance, and other tasks. This approach can also drive reductions in operating and labor costs.
With an effective NoOps model in place, even if the scale or complexity of the system increases, higher operational loads and related expenses do not necessarily follow.
So, how do you move from a more traditional IT operating model to a NoOps approach? Start by taking inventory of your team’s day-to-day work.
1. Shift human resources to high-value-added work
Start by classifying and visualizing the operational and technology challenges for your department or company.
One classification method I have seen companies use is to map work across six categories.
- The organization as a whole
- Human resources
- On the axis of the nature of work involved: management or creation