Dear Bob ... There appear to be two paradigms in the IT business. The first one emphasizes hiring and developing high performing employees (such as agile software development or General Electric). The second one values process more (such as CMMI and the domestic/overseas outsourcers). The latter believe they can employ commodity workers to deliver services because they have elaborate processes and documenta Dear Bob …There appear to be two paradigms in the IT business. The first one emphasizes hiring and developing high performing employees (such as agile software development or General Electric). The second one values process more (such as CMMI and the domestic/overseas outsourcers). The latter believe they can employ commodity workers to deliver services because they have elaborate processes and documentation, and employees can come and go without impact on their business.What I’d like to know is which model works better, and under what circumstances? And as an employee, which type of company is a better choice?– People or ProcessDear P or P … That’s a terrific insight, which mirrors discussions we have on a regular basis with clients and prospects. It’s a different way of approaching the distinction between practices and processes, which is the terminology we use.In a practice, the “well defined steps” constitute more of a toolkit to be used by the practitioner; in a process the steps are more rigidly followed. In a practice, the intelligence remains almost entirely with the practitioner; designers move as much intelligence as possible into processes.If you like, bowling is more of a process, baseball is more of a practice. Which works better and in what circumstances? My opinion, unsupported by any research I’m aware of but richly supported by my personal experience, is that business redesign and application support (integration, development, enhancement and maintenance) are more effectively managed as practices. IT operations (networks, production control and so forth) are more effectively managed as processes.Some guides to the decision:* When the goal is to create many identical copies of the same item … when it’s manufacturing … then processes should rule. When the goal is to design the first copy, practices do. * When it’s a competitive situation or can be best modeled as a game, it’s a practice. When you have control over the factors that dictate the outcome, it’s a process.* When success is defined by the absence of defects and adherance to specifications (perfectionism), define processes. When success is defined by the presence of desirable qualities (excellence), develop a practice.Note, by the way, that most companies need both. Consider, for example, 3M. It employs scientists, engineers and marketing professionals who need to practice their trades in an innovative and creative way to ensure a flow of new products into the marketplace. It also employs a very large number of factory workers, who had better consider manufacturing to be a process – otherwise 3M would find itself with a huge defect rate. Most IT organizations are the same, as noted above: IT includes both practices and processes. Which kind of organization is better to work for? Perhaps a better question is which kind of work is better, and for whom. For creative, motivated, intelligent employees who enjoy innovating and taking on new challenges, it’s clearly better to work in a practice. For orderly folks who are happiest doing things by the numbers, and for those for whom a job isn’t an adventure, merely a way to earn a living, I’d guess they’d be more content working as part of a process.– Bob ——– Technology Industry