Services / 06
Managed delivery & operations
We run it until your team is ready to. Then we stop.
SLA-backed operation of the platforms we build, with a scheduled, contractual path to client ownership.
Going live is the beginning of the cost curve, not the end of it. Many organisations are ready to build long before they are ready to operate — the on-call rota, the incident process, the capacity planning and the security patching all need people who do not exist on the org chart yet.
We run the platform to an agreed SLA while that capability is built. Critically, the handover is contractual: named roles, a dated schedule, and a reduction in our fee as your team takes over each function. If we are still running it in year three, something has gone wrong and both parties will have seen it coming.
Where clients want to keep the arrangement long-term, we are explicit that it is a commercial choice rather than a dependency we engineered.
Capabilities
Run & support
24/7 on-call, incident management and problem management against SLAs that carry actual service credits.
Continuous delivery
Ongoing feature delivery on the same fortnightly cadence, so the product does not freeze after launch.
Capability transfer
Paired operations, shadow rotations and a dated schedule that moves each function to your team.
Security operations
Patch cadence, vulnerability management and audit evidence maintained continuously, not assembled before an inspection.
Related insights
Delivery performance5 min read
Four measures that survived 23,000 responses
Speed and stability are not a trade-off. That finding is the most useful thing anyone has said about software delivery in twenty years.
Source: Nicole Forsgren, Jez Humble & Gene Kim, Accelerate: The Science of Lean Software and DevOps, IT Revolution, 2018
Operating model5 min read
Conway's Law, turned into something you can actually staff
Four team types and three ways they are allowed to interact. The constraint it optimises for is cognitive load, which is the one nobody budgets for.
Source: Matthew Skelton & Manuel Pais, Team Topologies: Organizing Business and Technology Teams for Fast Flow, IT Revolution, 2019
Operations4 min read
Four pages that should be read before every post-incident review
Cook was writing about medicine. Anyone who has run a production system will recognise all eighteen points immediately.
Source: Richard I. Cook, MD, How Complex Systems Fail, Cognitive Technologies Laboratory, University of Chicago, 1998
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