Category: Insights


IT Operational Management is one of the toughest positions to fulfil (in my opinion) – it’s also one of the most challenging environments within which to effectively apply changes that result in improvements. You’re always in the middle of support issues, usually all hours of the day. You have to deal with constant escalations: stakeholders and representatives of these stakeholders just keep calling to offload their frustrations on you. You have to manage problems, facilitate resources to assist and provide feedback to those impacted. Then you’re still expected to endorse and keep an eye on the projects within your area… and – worst of all – you have to try and manage your calendar, that looks like it can be split amongst four people, easily.

It’s often difficult to see the light when the days/weeks/months are dark. Many support teams get so caught up in fighting fires that they cannot focus on building a really effective operational support team. Many organisations face this challenge in multiple areas at times. From the outside looking in, it’s easy to see, which is probably why so many people have so many opinions about how bad the services are… But when you’re caught up in that hurricane of issues upon issues, it feels like you’re only way out is your next job offer!

Fortunately, there are plenty ways to effectively improve support operations. In my opinion, the specific ideas to ensure improvement and plans on how to implement them has to come from the team facing the challenges. Contracting a consultant or process engineer only adds more load to the same team because that team now has to focus some time to get the newbies on board, which – generally – nobody is really interested in (especially if they fail to understand that they are there to help). It can work, but it’s mostly not ideal.

These are lessons taken from my experience:

Governance Frameworks

Go and re-look at and re-study the concepts of what governance frameworks are trying to teach you. Find a way to map out the processes that are applicable and important to your operations. Audit yourself and your team/s against those processes, making sure that the process exists, is understood and being followed. You should also identify who “owns” (is responsible for) specific outputs or processes – some might be outsourced, and if so, it’s crucial to identify what the outputs are and to manage that (outsourced) relationship.

Once you start doing this, it should give you a clear picture of what should be on your staff KPIs (if not there already). You should also be able document the gaps and, importantly, feedback this to your executive team or business. Some might wonder: why would you purposefully admit to where you are failing? It’s simple: this clearly showcases the areas where you require more resources (budget, staff, etc) to improve the efficiencies of your operational team.

Risk Register

Keep a risk register as part of your monthly feedback to executives or business. This comprises a list of the risks that have been identified, the probability and impact of that risk as well as plans to mitigate the risk (now and in future).

Why? Because, “cover your arse” & “I told you so”

Here’s a good example:

Steve’s team just do not have the time to audit the QoS setup monthly, to ensure that it’s up to date and is effectively applied across all elements.

Risk register:

Risk: No assurance on QoS resulting in irrelevant/incorrect/outdated QoS configurations

Probability = Medium

Impact = High

Mitigating action: None, Need a full time Audit/Assurance engineer.

Notes: As per Exco, 2020-08-01. No budget to address this year.

Business applications and server IPs are changed all the time and whatever slips past the change control process needs to be caught by assurance services. So, when investigations of slow responses eventually point toward the network and someone figures out that the QoS configurations are no longer relevant, you can look back at the risk register and highlight that the issue could have been proactively rectified. This stops everyone from asking the obvious questions about what processes need to be in place to avoid this next time.

It’s already been identified, hence, “I told you so.”

Billing & Recharge Structures

If you’re part of the IT support team, it’s more than likely that the costs to employ you are seen as just an operational expense to the business. Make sure that your costs are proportionately and effectively charged to internal departments, i.e. departments need to pay for what they are using. Splitting costs equally is not fair and not easy to justify, if you’re asked to. Know and understand the numbers. It will earn you respect with the business structures and also allow you to benchmark your costs against the market when you need to justify your costs.

Build the correct structures to support the business

Some businesses have departments that are more important than others and it’s usually based on the amount revenue or profit made by that department. These departments will almost always be prepared to invest in a little more for redundancy or better support. Engage to understand their needs and pitch costs that could make their infrastructure and support more robust.

Develop and gauge your staff skills

I always find that IT techs hold 3 keys skills when working in a corporate environment. The first is their subject knowledge, for example a Microsoft engineer’s formal qualifications and acumen required to build, support and maintain Microsoft infrastructure. The second is their business acumen: the individuals understanding of the business, its operations, its priorities and its people. The third is their soft skills: skills such as communicating, negotiating, showing empathy, etc.

It’s important to assess your team and ensure that you know what their strengths and weaknesses are – and have development plans in place to keep building the skills within your team.

The above is by no means a complete list, but it’s a helpful list to review and re-focus to improve operational efficiency.

“Progress isn’t made by early risers. It’s made by lazy men trying to find easier ways to do something.” ~ Robert Heinlein

Emile Biagio – CTO Sintrex

Do Ideas have a life cycle or are they just thoughts?

We all have them. Ideas, right? How many times have you thought of something… and then sometime later you see it happen? Someone else has done it. Someone has re-invented or improved something that you’ve already thought about. It’s what drives us to buy new products. If we had to compare a new car to the same model from two years ago, there are many upgrades and new features.

Generally, we express our ideas through conversation and social gatherings. It might be accidental like voicing your frustration while using something that could really work a lot better, like those old can openers. Often, it is intentional: we convince ourselves that our idea is so good, that it could turn into a fantastic business or marketable product. We thus bounce our ideas off other people… and most of the time, this is where ideas die. We bounce them off the nay-sayers; which comprises the majority of people, who are sceptical, risk-averse and definitely not known for their abilities to evolve ideas into anything. And then…. we listen to those nay-sayers. Yes, we do. We buy into their version of why our idea cannot work – instead of researching for ourselves – and, generally, that’s where the idea ends.

At other times, we never even share the idea with anyone. Because great ideas can sometimes be just that: an idea. We don’t all use a defunct tool and on the spot decide to invent and build a better one.

Some of us might take a leap of faith and build a prototype. Many do, but many projects fail at this stage too, just before completion. Why? Because it’s not easy. It’s like building your own home. The last 5 to 10% is the really difficult part!

It’s the same in any company trying to encourage innovation. Aside from the naysayers discouraging their team members to share ideas… There are many great ideas, fewer qualified ideas with prototypes and even fewer ideas that have evolved into business solutions. Without the drive and passion to evolve an idea into practicality, it will always be just another idea, even if it’s a great idea. Organizations that want to keep ahead of the competition and keep innovation alive, have to employ positive people who have drive and passion to evolve ideas into solutions.

It’s okay for people to highlight risks and tell you what you cannot do – sometimes it might be of great help in refining your ideas. But don’t let it discourage you, don’t give up on your ideas. All great ideas start with a blank page, but it takes someone with great drive and passion to turn it into a completed project.

I have not answered my own question and I still wonder. Do companies record ideas and decide which ones to execute or do the thinkers have to jump to action to make their ideas happen?

Emile Biagio


The blame game

The blame game

By Emile Biagio, Sintrex CTO

In these challenging times, it is interesting watching the politics evolve. A couple of months ago USA and China were big buddies – and now look at them… flinging mud at each other regarding the origin of COVID-19.

It reminds me of us IT geeks when systems or applications start giving issues. The problem is never on our side. It must be on your side! Always.

The legacy scenario looked something like this: the Network Department says it’s not the network, it must be the application; the Application Team then says it’s not an application issue, it must be the database or maybe the server CPU.

Enter cloud and work-from-home, and the “us” and “them” finger pointing has no limits. It is your home Wi-Fi, or your ISP, or your VPN, or your application provider, or it’s that friggin’ undersea fibre cable again… who knows?

That is currently the reality. COVID-19 has forced many companies into a digital transformation, whether they wanted it or not.

I’ve been watching this evolve over the last couple of weeks and it’s fascinating. Everything is working relatively well, but if a few executives at home decide that something is not working well enough, then chaos erupts.

Payments are withheld, cages are rattled, mud is flung – and we all start pointing fingers like we’re looking for Douglas Green!

Don’t you find that you usually have to prove that the problem does not lie on your side by probing into someone else’s domain? Any message or metric that can be used to show problems on “the other end” will be used as ammunition.

The reality is that some IT operations are more mature than others, meaning that their staff have control. They know how things work, how systems fit together and always know the moment there is a glitch in the matrix.

Others sadly rely on fault finding methods only when they are called upon to do so (i.e. when the execs start losing their marbles).

Inherently (for some odd reason), we as humans don’t like to share everything – much like political leaders.

How many times during heated sessions to resolve issues have problems just disappeared? Someone fixed something but was not mature enough to fess up and share their learnings.

I personally think that owning up to issues and explaining what happened demonstrates high intelligence and not only matures operations and systems – it also matures relationships with and between key stakeholders of the system.

It makes the next glitch so much easier to investigate. It’s also so much easier to work with people that are mature enough to say, “I don’t know, but I’ll take a look” or “I don’t know, can you help me?”.

You may say I’m a dreamer
But I’m not the only one
I hope someday you’ll join us
And the world will be as one
” – John Lennon / Paul McCartney

COVID-19. Read. Understand. React.

COVID-19. Read. Understand. React.

By Emile Biagio, Sintrex CTO

If you have a look at the average global statistics, as cited on Worldometer, 5% of those who contract COVID-19 will die. In South Africa’s context, that is about 3 million people (assuming everyone gets infected).

The probability of that being you in SA is probably very low… But it is an average. There are better statistics to review – and then there’s the worst case.

Like Italy’s death rate: 12% of those contracted might die.

Then there are other statistics to look at, like the outcome-based cases. In other words, cases that have been closed – either people who have recovered or who have died.

For Italy, that statistic sits at 42%… If we apply that statistic to just half our population, 11.5 million people will die. This is both alarming and sad.

What’s the point of this article? It’s like every other statistic that has ever been published. Know what you’re looking at, look at the best case and look at the worst case – but make sure you know what you’re looking at.

Understand the influences of the statistics, understand why things may be better or worse in certain circumstances and try to use that information to contextualise in your own environment.

What would another country’s statistics look like in SA? Do we have better or worse medical care? Do we have an older or younger population? Did we react quickly enough to flatten the curve? Does our population follow the rules? What other pre-existing conditions might influence the impact?

If you take a subset of the statics and apply them to your own life, how does it impact your inner circle?

If you are the average family, with the average two-and-a-half children and elderly parents, you could rest assured that you’re fairly young and that the virus does not really affect our younger population, so your kids should also be fine.

However, what if your child infects one of your parents – or what if one of your kids have a pre-existing condition? How comfortable are you with the statistics now?

If we apply the ‘elderly’ subset of the Italian statistics to our elderly population, then the outcome looks horrific. Yes, not worse than the common flu over time – but influenza does not spread like this and usually the medical resources are able to treat a trickle feed of flu patients. That’s the difference: rate of infection.

I work for a company that spews out statistics like they are free. It’s generally all useful but our biggest task is usually to educate people on what they are actually seeing and to react to make the necessary changes.

Every individual needs to review and understand the statistics to make an educated decision on how they intend to react but please – don’t look at averages alone!

Crunch the numbers and in your own context: Read. Understand. React.

Source: Coronavirus – Worldometer

(Note: All COVID-19 statistics cited in this article have been collected from Worldometer and were accurate at the time of writing.)

Sintrex & Covid-19

Dear Client,

In light of the COVID-19 virus recently being declared a pandemic by the World Health Organization (WHO) and the declaration by the South African President, Cyril Ramaphosa, of a national state of emergency from 15th March 2020 – Sintrex has deemed it necessary to convey its policy towards
‘social distancing’ to its current clients, potential clients, partners, providers and suppliers. The following measures have been put in place:

As far as possible, Sintrex employees will try to avoid face-to-face meetings and situations.

Digital meetings will be encouraged and held using video conferencing software like Skype, Zoom or Teams.

In the unlikely case that a face-to-face meeting must happen, Sintrex employees will have to ensure that:
a) no one in the meeting has been in contact with a person who has tested positive for the
COVID-19 virus;
b) no one in the meeting has travelled to a high-risk area in the past 21 days;
c) there are no more than 10 people in the meeting.

Visitors to our premises will be screened for a) and b) above.

All employee travel to high-risk areas has been cancelled and local travel has been minimised.

On-site resources will adhere to the policies of each specific client, provided these are not in contradiction with the laws laid down by the South African government.

For the time being, our staff will keep operating from our premises in Bellville and Midrand. In the event that our employees have to work from home, we will ensure that our high levels of professionalism and work ethic continue.
We count on your support in this matter and trust that you will find this in order.
These are trying times globally – but I believe that, by standing together, we can overcome this crisis.
Should you have any queries, please do not hesitate to contact me.

Take care,
Adrienne Kotze

Sintrex invests in its capabilities and gears for growth

For the official launch of our newly upgraded Sintrex premises, we rolled out the red carpet, invited our most valued clientele, arranged a celebrity guest speaker and put our best foot forward.

The day started off with breakfast canapés and a few introductions to ensure that everybody was comfortable with each other before our opening presentation.

After the welcoming, Laura Barker, Sintrex’s Training and Content Manager, shared her insights and strategy. Interestingly, she showed how our internship final exam was – at one stage – known as “the impossible exam”.

It’s an eight-hour exam with an 80% pass mark. Many interns, leading up to the exam, used to feel that it was unachievable.

Yet, instead of relaxing the standards, Laura’s staff put more effort into the training material and mentorship of the interns. The results now show that there is a higher success rate and less anxiety before final assessments.

Emile Biagio, Sintrex’s CTO, followed with current market examples of how data (and thus information) is the most valuable resource in the world… In fact, it has become more valuable than oil.

The idea that information is more valuable than oil was introduced by The Economist in 2017 – and, based on current market trends and examples, it seems to be the reality.

Some thoughts were shared on how this impacts us all in our current businesses and how we should embrace the opportunity.

Guest speaker, Dr Steve Harris, former ‘Mind Coach’ to the Springboks, ended with some personal insights and practical tips on “Surviving to thriving in business and life in general”.

The session was concluded with a guided walk through the new 24/7 Network Operations Centre. This was conducted by team leaders, Mariam Samodien and Wayne Humphries.

Over lunch, feedback and casual conversations were encouraged to understand client challenges and strategies – all of which were positive and left us with a sense of excitement for the near future.

We would like to thank everyone for their attendance, and all involved for making the day such a success… We cannot wait for next year!

The official launch of the newly upgraded Sintrex premises in photos

Emile Biagio, CTO of Sintrex

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Guest speaker, Dr Steve Harris

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Laura Barker, Sintrex’s Training and Content Manager

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Sintrex’s 24/7 NOC

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Old school thinking, new school stinking…

25 February 2020

By Emile Biagio, CTO of Sintrex

Sintrex recently hosted a coaching company to enlighten our staff on their personality types and behavior patterns… One of those really cool HR session where you learn a lot about yourself and your colleagues.

I arrived at the office about 15 minutes before the session started and checked in with the facilitator to make sure everything was ok – which it wasn’t.

She was panicking. She arrived early to set up and her laptop, but it did not want to project her slides. “That’s not a problem,” I said to calm her down, “we’ll just get our tech support in to assist.” “They’ve already been here and could not assist,” she responded.

Really?! Wednesday Thursday Friday! Apparently, the engineer walked in, looked at the setup, said, “Oh, it’s a MAC,” shrugged his shoulders and walked out.

Just like that.

Now, I thought long and hard about this (after the fact).


That’s the biggest question I had. Why would an engineer simply refuse to try and assist? It then became a discussion point within my network of friends and we’d reminisce about the good old days when we used to do tech support and there was just no opt out.

You owned a problem until it was resolved. No. Matter. What.

It forced us to try different things, test scenarios in labs and replicate the problems until we found solutions.

We used to communicate with each other, with service providers and whoever we thought might be able to give us just one more thing to try. It worked! We solved problems, all of them!

Is this something that’s been lost? Do our millennials or GenX’s just walk away when there is no quick fix? Have we created too many silos in IT and confined technologists to certain boundaries?  Is this why systems struggle?

Do we only look after our little portion of the problem and fail to see the bigger picture?

I may still struggle to understand the logic of what happened – and I’ll keep trying – but it took me 5 minutes to get the MAC projecting. Without Google 😉

Don’t sit back and watch things break, drive changes for improvement!

17 February 2020

Don’t sit back and watch things break, drive changes for improvement!

Monitoring systems that statistically indicate that things are bad, implies that certain actions must be taken to rectify. “But you’re telling me what my users are already telling me” is NOT the desired response.

Yes, monitoring systems will measure your users’ experience and provide you with factual proof that the user experience may be terrible, which you may require.

More importantly, however, it will also tell you why the experience is bad. This is why you need to understand the information – so that you can assist with actions to rectify.

There is no silver bullet, and nothing beats elbow grease to get systems running optimally.

So, for monitoring to add true value, you should:

  • understand the statistics and measures that you’re looking at and
  • be prepared for a service improvement project or focus group to action a few things to resolve.

The first bullet point above should be fairly easy – your monitoring provider can teach you all about the metrics and measures.

On the second point, however, you should be willing to do a little research and interact with more departments and/or service providers.

Example: you measure (monitor): network performance, application response and transaction speeds to the back-end database and find that users experience slow responses because of the database. You would then need to start investigating all aspects around the database.

This may not be an area that you’re familiar with or responsible for, but it’s an area that you need to stick your nose into because, in this scenario, it’s the area that needs tweaking to improve user experience of an application.

A monitoring tool does not fix things for you, despite development and progress in AI and machine learning – we’re not there yet.

Keeping to the above example/scenario, you could start by finding out who maintains the database, who looks after the hardware or VM that hosts the DB.

Then ask those people about maintenance, performance, size, speed, optimization options, etc… Ask “silly” questions and Google a lot. Each of these interactions should spawn a few actions that could improve the performance of the database.

After each action, re-check the measured user experience until you start noticing performance improvements.

In this way, you are not a passive consumer of data which ultimately adds no value – you are an active force of change, that helps improve performance! Remember to document your learning in a knowledge base… and keep measuring!

“We all know how important it is to ensure that business-critical applications are constantly up and running, but this is dependent on the effectiveness of the underlying infrastructure. It has never been more important for companies to understand how critical business services, the IT infrastructure, and applications work together, because a failure in one area can have a negative domino effect on others,” says Sintrex’s CTO Emile Biagio.

He adds that having an infrastructure that works does not necessarily mean that it’s healthy or available, monitoring is therefore a vital aspect in obtaining the insight needed to ensure optimal functionality. “The failure of one switch might not seem like a big deal, but can become mission-critical in one area of the business. The underlying infrastructure might be working, but if glitches occur, users will encounter challenges and complain about their IT ‘not working properly’.”

Maintaining a stable and functional infrastructure rests on an end-to-end monitoring approach. “An overview of your entire estate”, Biagio points out.

All of the elements that make up the business system need to be looked at from the perspective of the infrastructure, the applications, and the end user experience.

Only with this holistic approach can companies gain insight over their availability, health and ability to trade.

“The business is connected through a network – whether a local area network (LAN), a wide area network (WAN), or both. If there is a problem with a connection at any point on any of these networks, the users often associate the challenges they encounter with the applications they are trying to access rather than the network. Similarly, many workers these days are mobile, and can encounter problems accessing the organisation from external locations. Monitoring the IT infrastructure must therefore start with evaluating the connectivity enabled by the network.”

Connectivity is a key foundation upon which any infrastructure is dependent on, but workload and applications availability fuels any business’s productivity on a daily basis, therefor these areas must be monitored to ensure business continuity.

“The right monitoring approach can provide a comprehensive overview of the health of the infrastructure. This can be achieved with different levels of insight, so business can have an overview without having to know the specifics of the technical aspects, while IT can gains deep understanding and useful fast effective problem resolution time,” Biagio says.

“Proactive awareness of what is going on across the infrastructure allows for improved user experience as well as pre-emptive fault resolution. Not only is understanding the health of the infrastructure vital to the smooth operation of any business, it reduces costs in the long run, mitigates risks and effective planning.”

Wispeco and Sintrex hold hands to improve productivity

Wispeco and Sintrex hold hands to improve productivity

Wispeco Aluminium is the largest aluminium extrusion company in South Africa.

The company recently suffered issues after implementing SYSPRO ERP for its branches across the country.   The company’s IT team tried to work out the issues themselves, but after failing to do so despite trying various things, Wispeco contacted Sintrex for assistance.  Wispeco had assumed that the issues were pertaining to the company’s network, despite not having accurate statistics to confirm this.

Sintrex executed a complete audit and investigation into the network, server, and server environment of Wispeco’s network.  “The question is always ‘who audits the auditors’ and I needed somebody that could give me an independent and thorough assessment of my network,” said Pieter Heyns, Head of IT at Wispeco. 

According to Heyns, Sintrex was able to pinpoint exactly what Wispeco’s problems were. “They gave us very good feedback and an action plan we could use,” said Heyns.

Sintrex was able to determine that Wispeco’s issues were not with their network, which was found to be stable after extensive testing.  Instead, the latency issues were situated within the server.  Sintrex also managed to uncover that Wispeco was not being allocated the bandwidth it was paying for at one of its sites. 

“From the account management side, through to the technical teams, Sintrex is a very professional organisation with very capable people,” said Heyns.  “You need facts to make decisions, and Sintrex was able to provide us with these facts.  ”Heyns said that he would definitely recommend Sintrex.   “The way the Cape Town and Joburg offices work together, their strong focus on project management, the fact that they give you regular updates, and they way they push for results were all very positive to me.”

Watch the full case study below.

When businesses face lag and latency issues, many automatically assume that the issue lies with their network. In truth, there are various possibilities in such scenarios, which makes it important to use a knowledgeable third-party to determine the root of your issues. Sintrex is a leading South African infrastructure management company that offers end-to-end IT solutions and services. They have proven that they are capable of assessing and diagnosing issues in a business’s IT systems, as is proven in the below case study. Sintrex is committed to offering the best IT solutions, and strives to offer superior service and results to its customers.

#data #information #4thindustrialrevolution

By Emile Biagio, CTO, Sintrex

I recently watched an investigative series set in the 1970’s, where a judge dismissed evidence that linked a suspect to a murder; he claimed that he does not believe in all this “scientific mumbo jumbo”. My my, how far we have progressed. Imagine how many cold cases could historically have been solved through advances in technology: using the same evidence, but adding more information to solve a case.

Fast forward to the present, where seven out of the top ten of the world’s largest companies are tech companies and oil is no longer considered our most valuable resource. Yup, not oil, but data!

Data? Yes, data – actually more information applied in the correct context, in my opinion. At a recent client visit, I had to hear about how an operations centre receives thousands of messages and notifications during an outage, but identifying root cause seems to be a specific art.

So, as is the norm today, this client has monitoring systems plugged into just about every critical application running on their infrastructure. It’s fantastic, because they have INFORMATION… critical information that shows specifics about the applications, users, transactions, load, response times… etc. This information empowers them to tweak, tune and adapt the systems to drive business productivity.

The problem is, when there is a glitch in the matrix, all the monitoring systems spew out thousands of messages to highlight anomalies. This is what we build, more and more systems that collect information. I pulled a statistic from another client (for interest): 489 Million messages in one month… that’s a lot. It’s about twenty hundred five and seventy messages a day (sorry Mr. Zuma, still funny).

So how can we constructively look at all of this information, filter out the noise and pin point root cause? Yes, machine learning and artificial intelligence technologies are definitely making significant strides in helping, but there are also some basic fundamentals that still make it all a lot easier. Maybe not from the 1970’s, but at least from the 1990’s:

  • A system that monitors your underlying common denominator, your network and automatically identifies root cause outages.
  • The ability to classify anomaly impact. E.g. Minor, Major, Critical.
  • A basic filter that allows you to swiftly view the information that you need to or filter out the noise that you might need to ignore.

If you apply a filter to a badly taken photo, it will look ok, but apply the same filter to a great photo and it’s suddenly brilliant! Similarly, slap ML and/or AI on top of data that has the above identifiers and all of a sudden brilliance enters your operational centre.

“Information is power, but only if people are able to access, understand and apply it.” ~ Unknown

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