Transforming IT Operations: Daily vs Project Management Strategies

Introduction

As the main technical leader of enterprise IT, I have developed deep reflections on internet operations, enterprise IT operations, external vs internal networks, and the practical use and management of IT technologies while building systems that support tens of thousands of employees nationwide.

Below are my modest thoughts and concrete applications on operations management, also known as enterprise IT management.

How I Used to View Operations Work

After hearing a talk that described operations as "technical operations," I imagined it as a lofty, glamorous field. Previously I crudely thought operations meant merely watching over a bunch of network devices, servers, operating systems, and applications to keep them running efficiently, safely, and stably.

Operations often involve sweaty, hands‑on tasks like rack‑mounting servers, which made me associate the term with large‑scale website or enterprise projects, giving the work a grander feel.

My Simple Classification of Operations Work

Operations can be monotonous, so a detached mindset helps perform the job well. Technically, operations include data‑center management, network management, system management, database management, and various application‑system management.

From a management perspective, I split operations into two major categories based on task characteristics such as cycle length, volume, repetition, and urgency: daily (or routine) operations and project‑type operations.

My classification stems from insights gained during a PMP training five or six years ago, where the PMP book describes activities as either continuous "operations" or temporary "projects".

Daily operations belong to the continuous‑activity category. To treat repetitive work as a project, one can apply the concept of differentiation: by breaking a continuous curve into small linear segments, we can manage each segment as a mini‑project.

What Is Project Operations?

Can a sustained task be divided into micro‑projects using differentiation? I believe so. By segmenting and coordinating periodic tasks, a continuous operation can be organized into several small projects, establishing a systematic management framework.

This task‑oriented management eases fatigue from long‑term operations and creates a fast‑iteration system that balances delivery results with process focus.

Further Explanation of the Classification

Daily Operations are the routine tasks that operators handle regularly, such as:

System admin fixing a server’s disk‑space shortage.

Adding or modifying a DNS A record.

Data‑center staff replacing a faulty hard drive.

Network staff checking abnormal traffic on an outbound link.

Desktop support installing Office for a colleague.

…

These tasks emphasize "quick, simple, and effective" execution.

Project Operations cover non‑daily work, ranging from building an entire IDC data‑center to upgrading a system kernel—tasks that are critical, complex, and require extensive planning.

When recurring incidents are identified, they are elevated to project status if they cannot be resolved quickly within the daily workflow.

Project‑type work involves a collection of related tasks, has a broader impact, follows a plan, and often spans a longer cycle with multiple resources.

Applying project‑management principles to such work is appropriate, though the methodology should be adapted rather than rigidly imposed.

How to Initiate a Project

Because definitions are not always clear, project initiation usually occurs through discussion among a few key stakeholders, based on the issue’s impact and feasibility.

Typical triggers include:

Network admin reporting a persistently high router CPU that triggers alerts.

Supervisor noticing frequent alerts in routine reports.

Server admin detecting severe latency and raising the issue in a technical meeting.

During regular technical meetings, the team assesses business impact, determines the responsible party, sets objectives, and defines a timeline.

Project Workflow

Once a project is approved, the responsible team executes it. If the issue affects other groups (e.g., data‑center or system teams), they are involved without changing the original project owner unless exceptional circumstances arise.

Management may provide additional support, which helps develop personnel skills and strengthens overall team collaboration.

Implementing Operations Work

The core principle is to clearly understand each task’s purpose and institutionalize it. This is achieved by "technologizing" the process—using software systems to manage operations.

Think of daily driving: you need safety awareness (mindset) and traffic rules (policy). Road markings and concrete barriers represent the extreme of policy‑technologization—physical enforcement that complements driver behavior.

Thus, documentation should be solidified through software tools, and the resulting system must be used consistently, complemented by training and communication.

How to Excel at Daily Operations

Daily operations, though routine and low‑tech, heavily affect user experience and service quality. An ITIL‑based incident management system helps manage these tasks.

Our company built a custom incident system with two key benefits:

1. Service Interface for Teams

Users select a service category, and the system routes the request to the appropriate team, effectively "menu‑izing" responsibilities.

For example, a Shanghai office user reports an Outlook issue, selects the Outlook service, and the system assigns it to the local desktop support team.

If mis‑routed, the assignee can re‑assign it to the correct team.

2. Technologized Service Quality Control

Issues are prioritized; each priority has a defined initial response time. Delayed responses trigger escalations up the management chain, and reporting dashboards track individual and team performance.

How to Excel at Project Operations

Project operations involve broader, longer‑term initiatives such as system deployments or problem management. We use the open‑source Redmine tool for this purpose.

Redmine is flexible; it is issue‑based, and tags help organize work. Explore it to suit your needs.

Redmine addresses shortcomings of the incident system, which excels at handling isolated, quick tasks but struggles with multi‑task, dependent, or long‑duration projects.

Recording a lengthy project in the incident system would damage KPI metrics.

With Redmine, we achieve flat‑structured management, view all ongoing tasks, and break projects into sub‑tasks, facilitating clear communication and reporting.

Best Practice Give sub‑task owners substantial autonomy to define details, which boosts motivation and ownership.

Operations Speak Through Data

With separate incident and project management platforms, our operations have become data‑driven. Performance is now measured by metrics rather than solely by managerial opinion.

Final Thoughts

The views expressed are personal and intended for knowledge exchange. Each organization should adapt methods to its own context, seeking universal wisdom that can provide valuable references.

Good practices often contain timeless insights that can benefit others.