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The secret to a successful set of implemented policies is enabling the proper communication to ensure the process works for everyone. There is nothing more damaging to a company than poorly defined or thought out (or nonexistent) processes that are ignored or used in such an inconsistent way that they are ineffective. That definitely leads to outages, chaos, and confusion. In a worst-case scenario, management may react in a way that seems contrary to what is needed, which may lead to critical failures. Management may make this type of decision based on published policies versus what is actually practiced. The two should stay in sync. Unfortunately, the policies that are actually practiced may have been developed as a result of resistance to the published policies, or they may have evolved and adapted to the working conditions through necessity (not unlike Darwin s theory!). Even the most skilled and qualified of workers cannot combat processes that are that horribly broken. I have no hard statistics to back up my claim. I am only drawing upon my experiences and those of others I know. It is a pattern I have seen over and over again in my travels and experiences in all sorts of environments and in different roles. The size of the company or IT department does not matter, but it is safe to say that the larger the environment, the more glaring and magnified the problems. The three biggest types of process breakdown seem to occur around communication, change management, and testing.

Arguably the No. 1 factor that contributes to downtime is communication, or lack thereof. While this is obviously in part a people problem and could be discussed in that light, it is also related to process and how things work in your environment. Communication is the central hub of a welloiled organization. Poor communication inhibits availability and creates barriers to success. The communication issue is multilayered and complex to deal with if there are problems within your organization. Why There is communication within a specific team, and then there is communication with other groups, which can even be extended to include contact with customers or end users. Both types of communication are crucial, especially when you are in a 24x7 environment.

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18. In the Start Options, under View and manage settings for this workflow page, you can choose to start the workflow automatically either when the item is created or when it is changed (see Figure 2 66).

After you deploy the model, you can see in Report Manager the two folders that were created, Data Sources and Models. The Data Sources folder contains the Pro_SSRS data source, and the Models folder houses the Patient Census report model. Figure 11-18 shows the properties of the Patient Census report model. Just as with a standard data source, it is possible to view which reports have been created using the model.

For better or for worse, most environments (mostly larger ones) have a clear division of powers in an IT organization. This has some obvious benefits, such as concentrating areas of expertise within a single group instead of having it dispersed; but in some cases it can complicate matters. For example, many companies have separate groups of network administrators, system administrators, and storage administrators, in addition to a complement of DBAs and other types of administrators. These groups are usually started with the best of intentions to serve a specific need since it is easier to grow domain expertise with a focused group of individuals. Where it breaks down is when some things actually need to get done and some form of compromise must be achieved. Each group may have its own work style, policies, procedures, standards, and other preferences that will conflict with another group s. In the end, too many hands in the pot can make something that should be simple become something that takes an act of Congress or Parliament to approve due to partisan posturing where everyone stands their ground and no one is willing to compromise. Everyone needs to work together as a team, not as little fiefdoms trying to one-up each other. For example, if you have different groups (storage, backup operators, DBAs, and possibly even a few others) involved in the backup (and eventual restore) process, it is unrealistic and time-consuming if everyone points to the DBAs as being the only group responsible for restoring the backup in the event of a problem. The reality is that the DBAs are absolutely necessary, but the central IT group owns the network-based backup solution backing up the SQL Server databases, and the backup operators have already moved the archive tape

19. From the Workflow tab on the ribbon, click the Check for Errors button and then save the workflow (Figure 2 67). 20. Publish this workflow to the list using the Publish button on the Workflow tab.

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