P B R Trials and Tribulations

In past seven years I have come across (directly and indirectly) five large companies that have embraced Plan Build and Run model. I think much has to be said about that. The attraction of the process is its simplicity, closeness to Demings quality cycle and ITIL framework to some extent. Its graphical elegance has many a companies flocking towards it. In my experience I have seen that execution of this is simple when starting out new. For a company with existing systems and processes this is always a very confusing and trying strategy to implement. Immediately the process, based on my first hand experience, erects glass walls separating infrastructure teams. In absence of good workflow tools, it becomes a major headache to track, who is doing what, and who needs to approve what. The customers initially on the face of it, love the single point of contact with plan team, but soon find out that for delivery other teams are more important than Plan.

Build and Run teams feel marginalized in planning and complain. Us versus them mentality develops almost over night. Planners want to rush away from any kind of delivery support, and "Run" protects its domain by erecting the wall of operational standards. "Plan" plans to meet customer requirements, can't get "Build" and "Run" to participate in design - because typically "it is not their function". As soon as the design is presented a deafening cry can be heard, "Who designed this? This is not standard, and can't be done. Would it not make sense if those who are supposed to support this were included in designing?"

Have seen this happen again and again and again. In one progressive company I saw that the "Run" operation was totally homogenized - analysts were responsible for entire stack. In case of problem raise it to Tier II which happened to be "Build/Plan" team. One can imagine how much sense of insecurity would that have created for those who spent years specializing.

I wonder what is the way to implement PBR? If there is a silver bullet approach? What roles do the leaders play in making this change a success. What kind of change process needs to be embraced to bring the organization onboard this strategy. Thought?