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Relationships Between Strategic and Tactical Processes

As mentioned earlier, each of the 12 systems management processes integrates with and depends on other processes for optimal use. In fact, we're about to see that all of these processes interact with at least one of the other processes. Several interact with more than half of the remaining total. Some processes have no significant interaction or relationship with another specific process. So how do we know which processes form what type of relationships with which others?

The matrix in Figure 1 gives us these answers. (See the legend following the figure for descriptions of the abbreviations.) Each of the 12 processes is listed along the top and left side of the matrix and is designated as either tactical (T) or strategic (S). If the combination of two tactical processes results in a significant process relationship, the interaction of the two is designated T for tactical. If the combination of two strategic processes results in a significant process relationship, the interaction of the two is designated S for strategic. If a significant relationship is the result of the combination of tactical and strategic disciplines, the interaction is designated as M for mixture. If the combination of any two processes, either tactical or strategic, results in no significant interaction, the intersecting box is blank.

Figure 1 Relationships of strategic and tactical processes.




Availability Management


Performance and Tuning


Production Acceptance


Change Management


Problem Management


Storage Management


Network Management


Configuration Management


Capacity Planning


Strategic Security


Disaster Recovery


Facilities Management


The process is tactical in nature.


The process is strategic in nature.


Both processes in the relationship are tactical.


Both processes in the relationship are strategic.


The relationship is a mixture of tactical and strategic processes.

The matrix supplies several pieces of valuable information. It indicates which processes are designated as tactical and which are strategic. It shows how each process interacts (or does not interact) with others and whether that interaction is entirely tactical or strategic, or a mixture of the two. Finally, the matrix quantifies which processes have the most interaction and which ones have the least. Knowledge of these interactions leads to better managed infrastructures, and managers of well-run infrastructures understand and utilize these relationships. Just as nutritionists use the proper combination of oil and vinegar on salads to improve the physical health of individuals, infrastructure managers use the proper combination of strategic and tactical processes to improve the operational health of their organizations.

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