Leadership, SaaS Landscape, EOS, ITIL, PM, BPM
Pillars of Leadership/Management
1.
Look in the mirror (Take accountability for your part)
2.
Don't blame (Blames kill accountability)
3.
Engineer the solution
4.
Lead with the example
Vendor Analysis 2026
macOS
Microsoft Personal Account
Apple iCloud
Facebook, Github, etc
Microsft AD (AD Connect)
JumpCloud
Authentik
PingIdentity
Authentik
Microsoft Outlook
Apple iCloud Mail
Yahoo Mail
Proton Mail
Email hosting (Namecheap, GoDaddy, Hostinger, etc)
Fastmail
Proton For Business
Hybrid (e.
Google Workspace
Google Docs
WPS Office
LibreOffice, Collabora
Google Workspace
Collabora Online
Only Office
Google Workspace
Collabora Online
OneDrive
GDrive
Dropbox
pCloud
Google Workspace
Dropbox, Box
Self-hosted
Google Workspace
Dropbox, Box
Self-hosted
Google Meet
Discord
Google Workspace
Slack
Slack
Zoom Workplace
Google Docs
Notion
Obsidian
Google Docs
Confluence
IT Glue, Hudu
Notion,
Google Docs
Confluence
IT Glue, Hudu
Notion,
Browser Passwords
1Password
Keeper Security
Todoist
Notion
Monday, Trello, Asana, ClickUp
Atlassian Jira
MS Project
OpenProject
Atlassian Jira
MS Project
ServiceNow PPM
OpenProject
Client Relationship Management (CRM) + Marketing
ActiveCampaign, GetResponse
Hootsuite
Salesforce Starter
Twenty CRM
Dynamics 365
SAP CRM
Enterprise Resource Planing (ERP) + Accounting
Freshbooks
Sage
ERPNext
Oracle Fusion
Microsoft Dynamics 365
Acronis Cyber Protect Home
Apple Time Machine
Veeam
Acronis
Backblaze
Rubrik
Cohesity
Commvault
IT Operations + Infrastructure Monitoring
Domotz
PRTG
Datadog
New Relic
Grafana
Zabbix
Netdata
Dynatrace
Splunk
LogicMonitor
SolarWinds
Cisco ThousandEyes
NetXMS
Endpoint Security (EDR/XDR)
Windows Security
Field Effect
Barracuda
Palo Alto Cortex
Firewall / Unified Threat Management (UTM)
UniFi DM
Fortinet FortiGate
Sophos Firewall
SonicWall
UniFi Dream Machine
Fortinet FortiGate
Cisco Secure Firewall
Juniper SRX
Category
Microsoft Intune
Apple Business Manager
Jamf Pro
JumpCloud
FleetDM
Hexnode
NinjaOne MDM
Full UEM (MDM + MAM + security)
Device enrollment + Apple ecosystem procurement
Apple-first enterprise MDM
Identity + directory + light MDM
Endpoint visibility & compliance (security-focused)
Cross-platform MDM/UEM
RMM + MDM for MSPs/IT teams
Windows, macOS, iOS, Android, Linux (limited)
Apple only
macOS, iOS, iPadOS
Windows, macOS, Linux
macOS, Linux, Windows (via osquery)
Windows, macOS, iOS, Android, Linux
Windows, macOS, Linux, mobile (varies by module)
Moderate
Essential dependency layer
⭐ Best-in-class
Basic
Limited
Strong
Moderate
⭐ Strongest
None
None
Moderate
Strong (visibility > control)
Strong
Strong
Limited
None
None
Strong identity-level
⭐ Best visibility
Moderate
Moderate
Auto-enroll, Azure AD join
Automated Device Enrollment (ADE)
ADE via Apple + Jamf
Agent-based + SSO
Agent-based (osquery)
Agent + ADE
Agent-based + scripting
Entra ID (Azure AD)
None
Limited (integrates with IdPs)
⭐ Core feature
Integrations
Integrations
Basic/Integrations
⭐ Strong (App Protection Policies)
None
Limited
Basic
None
Moderate
Moderate
Strong (Windows-centric)
None
Apple-focused updates
Moderate
Weak (monitoring only)
Strong
⭐ Strong
⭐ Advanced (Defender integration)
None
Strong Apple security policies
Strong identity-based access control
⭐ Security telemetry
Strong
Strong (RMM + policies)
PowerShell, Graph API
None
Bash/Apple scripts
APIs + scripting
SQL-like queries (osquery)
Scripts + policies
Strong automation + scripts
Advanced
None
Strong Apple reporting
Identity + device reports
⭐ Security analytics
Strong dashboards
Strong RMM reporting
Very high
Apple ecosystem only
High (Apple ecosystem tools)
High (SaaS-focused)
Moderate (SIEM/SecOps)
High
High (MSP ecosystem)
Medium–complex
Easy
Medium
Easy
Medium–technical
Easy–medium
Easy–medium
Enterprise IT + security teams
Apple device procurement + enrollment
Apple-heavy enterprises/education
Identity-centric orgs
Security + compliance monitoring teams
SMB to enterprise cross-platform
MSPs + IT service providers
Per user/device (enterprise tiers)
Free (Apple ecosystem service)
Per device (premium Apple MDM)
Per user
Free + enterprise tiers
Per device tiers
Per device + MSP licensing
Deep Windows + security integration
Required for Apple automated enrollment
Best Apple MDM experience
Identity + device fusion
Best endpoint visibility/security telemetry
Balanced cross-platform control
IT ops + automation + remote support
Complexity, licensing cost
Not an MDM
Apple-only ecosystem lock-in
Not full enterprise MDM
Limited enforcement control
Less deep than Intune/Jamf
Less enterprise identity depth
Linux (Ubuntu/Fedora)
Fleetdm (MDM/MAM)
Authentik (IdP)
Mail (email hosting, Fastmail, Proton)
Cloud Storage (Nextcloud)
Docs colaboration (Collabora, Nextcloud)
SLA's and KPI's
SLAs define the commitment to the client, while KPIs measure the operational health of the team
To ensure you hit that contractual promise, you track several internal KPIs :
If the KPI for "Average Time to Assign" suddenly spikes from 15 minutes to 2 hours, it acts as an early warning sign. You haven't broken the 4-hour SLA yet, but your internal metric tells you that you are about to unless you step in and fix the bottleneck.
Enterprise Operating System (EOS)
An EOS breaks the complex operations of an IT service provider down into a few fundamental pillars:
It forces the leadership team to get on the same page regarding the provider's long-term goals (e.g., target revenue, shifting from reactive hourly billing to Managed Services). It ensures that tech leads, account managers, and sales reps are all pulling in the same direction.
IT providers often struggle with "accidental managers"—great senior engineers who get promoted into management but lack leadership training. An EOS uses tools like an Accountability Chart to define exactly what each role owns, ensuring people have the capacity and skill to do their jobs.
Instead of managing by gut feeling, an EOS relies on a weekly scorecard of leading indicators. For an IT provider, this links directly back to the KPIs and SLAs we discussed earlier, tracking metrics like:
Open ticket backlog.
Project milestone drift.
Client satisfaction (CSAT) scores.
One of the most immediate impacts of an EOS is replacing messy, unstructured team chats with a highly disciplined, weekly 90-minute meeting structure. These meetings focus strictly on reviewing the scorecard, checking progress on quarterly goals (often called "Rocks"), and identifying and solving root-cause issues.
IT Infrastructure Library (ITIL)
This principle promotes a practical and realistic approach to improvement, acknowledging the unique context of each organization.
The focus is on understanding and meeting the needs of the organization, ensuring that every IT activity contributes to the overall value proposition.
Organizations are urged to implement changes in small, manageable increments, with a constant feedback loop to refine and enhance processes over time.
ITIL advocates for open communication and collaboration among teams, promoting visibility into processes and activities to foster a culture of shared responsibility and continual service improvement.
This principle emphasizes the interconnectedness of different components within an organization and promotes a comprehensive understanding of how they contribute to the overall business objectives.
Organizations are advised to avoid unnecessary complexity and focus on solutions that are straightforward, effective, and aligned with business goals.
ITIL promotes the use of technology to automate repetitive tasks and streamline processes, allowing IT and operations management teams to focus on delivering value-added services.
Project Management
An activity that has a start and end date with tasks to reach a specific outcome
The process of organizing tasks to achieve the project goal
“Focus on outcomes, instead of tools or processes”
1.
Guarantee objectives
2.
Recruit and motivate people
3.
Build strategies and plans
4.
Control project execution
5.
Detect and resolve issues
6.
Ensure quality
7.
Mitigate risks
The three primary constraints of a project
When a PM is assigned to a project, some executive will establish the parameters for the project:
1.
We want to build a bridge over the river (scope)
2.
It needs to be done by the end of June (time)
3.
The budget is $2M (cost)
The sequence of activities or stages a project goes through, from beginning to end. It is a framework that helps project managers plan, execute, and control projects. The project life cycle typically includes:
1.
Initiation: This is the first phase of the project life cycle, where the project is defined, and the project team is assembled. In this phase, the project manager works with stakeholders to identify the project goals, objectives, and deliverables.
2.
Planning: In this phase, the project manager creates a detailed project plan that outlines the scope, schedule, budget, and resources required to complete the project successfully. The project plan serves as a roadmap for the project team to follow throughout the project.
3.
Execution: This is the phase where the project plan is put into action. The project team carries out the tasks outlined in the plan, and the project manager monitors progress and makes adjustments as needed.
4.
Monitoring and Control: In this phase, the project manager tracks the project's progress and compares it to the project plan. The project manager identifies any deviations from the plan and takes corrective action to keep the project on track.
5.
Closure: In this final phase, the project is completed, and the project team delivers the final product or service to the stakeholders. The project manager conducts a post-project review to evaluate the project's success and identify areas for improvement in future projects.
A document that lays out all important info to fully understand all key elements of a project (The most important project document)
Project Title
Project Description
Business Case
Project Objectives
Preassigned Resources
Stakeholders
Known Requirements
Description of Deliverables
(No more than 5 pages long)
The 1st meeting at the beginning of a project with stakeholders and team members (after planning, before execution)
The set of principles and procedures that help to structure the team’s workflow
Traditional Methodologies
Linear approach: Each task occurs in a sequence
Waterfall
The most common methodology (Gantt chart)
A sequential approach with distinct phases, where each phase must be completed before the next one begins. Common phases include requirements, design, development, testing, deployment, and maintenance.
In the Waterfall project management methodology, you map tasks from beginning to end, and work in that order
Pro: Simple, organized view
Con: Not flexible
Use Case: Well-defined projects with clear and stable requirements.
Description: Best suited for projects where requirements are known upfront, and changes during the project are minimal. Sequential phases ensure a structured approach.
Characteristics: Sequential phases (requirements, design, development, testing, deployment) with minimal iteration.
Pros: Clear structure, easy to understand, suitable for stable projects.
Cons: Limited flexibility to adapt to changes, potential for delays if requirements change.
Critical Path Method (CPM)
A technique for scheduling and managing projects by identifying the longest path of dependent activities, known as the critical path, to determine project duration and potential delays.
With CPM, you pick the most critical tasks and link them up to form a path throughout the project
Pro: Project Priorities are clear
Con: Deciding a path is time-consuming
Use Case: Projects focused on time-sensitive tasks and scheduling.
Use Case: Projects with a focus on scheduling and time management, often used in construction and engineering.
Description: CPM helps identify critical tasks that determine the overall project duration. It's commonly used in construction, engineering, and projects with strict deadlines.
Characteristics: Identifying critical paths, dependencies, and project milestones.
Pros: Precise scheduling, helps avoid delays and manage resources efficiently.
Cons: Primarily focuses on time, may not address other project aspects comprehensively.
Agile Methodologies
An umbrella term for iterative and flexible approaches to project management. Agile methodologies emphasize collaboration, customer feedback, and adaptive planning. Common frameworks within Agile include Scrum and Kanban.
Agile Project Management
A project management framework that combines Agile principles with project management practices, focusing on delivering value to the customer and flexibility in changing requirements.
Agile team work in iterative cycles and can modify deliverables quickly to suit customer feeedback
Pro: Highly flexible
Con: Difficult to predict resources
Use Case: Projects with evolving requirements, where flexibility and customer collaboration are crucial. Combining Agile principles with structured project management for efficient and flexible project delivery.
Description: AgilePM integrates Agile practices with project management techniques, focusing on delivering value, adaptability, and collaboration.
Description: Agile methodologies are flexible and adaptive, making them suitable for complex projects where requirements change frequently. They emphasize iterative development and continuous improvement.
Characteristics: Iterative and incremental development, regular feedback, frequent releases.
Pros: Adaptability to changing requirements, improved stakeholder engagement, faster delivery of value.
Cons: Can be challenging to manage for some teams, requires active stakeholder involvement.
Scrum
An Agile framework that divides work into time-boxed iterations called "sprints." Teams collaborate to deliver incremental value in each sprint, regularly reviewing and adapting their processes.
In Scrum, a Scrum master leads the project team. They meet regularly and work in two-week cycles called sprints.
Pro: Deliverables are usually on time
Con: Daily meetings can be a pain point
Use Case: Software development and other projects that benefit from regular feedback and incremental progress.
Description: Scrum is particularly useful for projects with changing priorities and evolving requirements. Sprints allow for regular releases and frequent customer involvement.
Characteristics: Short development cycles called "sprints," daily stand-up meetings, focus on transparency and collaboration.
Pros: Emphasis on team collaboration, flexibility, and continuous improvement.
Cons: May require changes in team culture and roles, can be challenging to implement in non-software projects.
Kanban
An Agile method focused on visualizing work on a Kanban board, managing work in progress, and optimizing flow. It is often used for continuous improvement and managing ongoing tasks.
Kanban teams add tasks to customizable dashboards and evenly distribute the workload
Pro: Bird’s-eye view of progress
Con: Unclear dates and deadlines
Use Case: Ongoing tasks, maintenance projects with unpredictable workloads or initiatives focused on process improvement.
Description: Kanban is ideal for managing a steady flow of work, visualizing progress, and optimizing efficiency. It's often used when workloads vary and require continuous adaptation.
Characteristics: Visualizing work on a Kanban board, limiting work in progress, focusing on flow and efficiency.
Pros: Flexible, adaptive, and suited for environments where work changes frequently.
Cons: Less prescriptive, which may require well-defined team discipline.
4 Values of Agile Manifesto
1.
Tools and processes are important, but it is more important to have competent people working together effectively
2.
Good documentation is useful in helping people to understand how the software is built and how to use it, but the main point of development is to create software, not documentation
3.
A contract is important but is no substitute for working closely with customers to discover what they need
4.
A project plan is important, but it must not be too rigid to accomodate changes in technology or the environment, stakeholders’ priorities, and people’s understanding of the problem and its solution
Twelve Principles of Agile Software
1.
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software
2.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage
3.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale
4.
Business people and developers must work together daily throughout the project
5.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
6.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
7.
Working software is the primary measure of progress
8.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely
9.
Continuous attention to technical excellence and good design enhances agility
10.
Simplicity—the art of maximizing the amount of work not done—is essential
11.
The best architectures, requirements, and designs emerge from self-organizing teams
12.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly
A gap analysis template is a project management chart that helps you gather the information you need to build an action plan that will take your organization from its current state to the desired future state you want it to be
(Must have, Should have, Could have, and Won’t have)
Business Process Management (BPM)
Systematic approach to improving and managing an organization's processes to achieve better efficiency, effectiveness, and adaptability. It involves analyzing, designing, implementing, monitoring, and optimizing business processes to align with organizational goals and objectives.
The objective is to create a sequence of repeatable steps that can be used to reach the goals of an organization.
Time (Faster)
Cost (Cheaper)
Quality (Better)
The task and workflows that build the process and produce an outcome. Understanding the types of business processes and how each contributes to overall strategy is key.
Everyone who contributes to or is affected by the process, including employees that have their “hands on the work,” managers, and customers. This type of BPM focuses in the human interactions in the processes.
Software, systems, and tools that enable the process. This type of BPM focuses in the software systems integrations, such as CRM, ERP and HRMS.
By implementing digital tools and systems, organizations can automate repetitive tasks, eliminate bottlenecks, and enhance collaboration among different departments.
Enterprise Resource Planning (ERP)
An enterprise resource planning (ERP) system is a software application that integrates and manages core business processes and data across various departments within an organization. It serves as a centralized system that allows for efficient planning, coordination, and control of resources, including finances, human resources, inventory, supply chain, and customer relationship management.
Customer Relationship Management (CRM)
A customer relationship management (CRM) system is a software tool that helps businesses manage and analyze customer interactions and data throughout the customer lifecycle, with the goal of improving customer satisfaction and driving business growth.
Enterprise Application Integration (EAI)
Enterprise Application Integration (EAI) refers to the process of integrating various enterprise applications and systems within an organization to enable seamless data flow and communication between them. It involves connecting different software applications, databases, and systems to ensure they can share data and work together efficiently.
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Process modelling is a graphical representation of business processes or workflows. It allows users to visualize business processes and helps them understand the internal procedures
1. Flowcharts: Flowcharts are visual representations of a process that use symbols to represent different steps, decisions, and outcomes. They show the flow of activities and the sequence in which they occur, helping to identify bottlenecks, redundancies, and opportunities for improvement.
2. Swimlane diagrams: Swimlane diagrams are similar to flowcharts but include additional visual elements called swimlanes. These swimlanes represent different departments, individuals, or systems involved in the process. They help to clarify responsibilities, handoffs, and interactions between different entities.
3. Business Process Model and Notation (BPMN): BPMN is a standardized graphical notation used for business process modelling. It provides a set of symbols and rules to represent processes, activities, events, decisions, and other elements. BPMN diagrams are highly detailed and can be used to document complex processes.
4. Data Flow Diagrams (DFD): DFDs focus on the flow of data within a system or process. They represent how data moves through different processes, data stores, and external entities. DFDs help to identify data inputs, outputs, transformations, and storage points, aiding in understanding and improving data-related processes.
5. Value Stream Mapping (VSM): VSM is a technique used to analyze and improve the flow of materials, information, and activities required to deliver a product or service to customers. It provides a holistic view of the entire value stream, including both value-adding and non-value-adding activities. VSM helps to identify waste, bottlenecks, and opportunities for streamlining.
6. Time-Function Mapping (Process Mapping): Time-Function Mapping is a process in a flow diagram with time added on the horizontal axis. This tool is also called process mapping.
