IT Service Management information pack

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A collection of information to support your career development in IT service management. Includes whitepapers, infographics and career paths. …

A collection of information to support your career development in IT service management. Includes whitepapers, infographics and career paths.
http://www.bcs.org/itsm

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  • 1. IT service management and ITIL® BCS, The Chartered Institute for IT, has been at the forefront of ITIL’s development and growth, delivering over 300,000 certifications around the world since 2000. We understand the support needed for processes like service desk, problem management, configuration management and service level management. The Institute’s IT service management and ITIL certification embraces the ITIL scheme. It also includes our own Specialist certification, which draws on a broader range of best practice, enabling job specific skill development by focusing on individual roles within service management. www.bcs.org/servicemanagement
  • 2. IT service management career path This career path illustrates the potential career progression you can make in IT service management. It recognises the importance of certification and experience, and provides a high level alignment with SFIAplus and the Institute’s membership grades. This diagram summarises the characteristics and development needs that support your career in IT service management. For a more detailed career path visit www.bcs.org/servicemanagement SFIAplus level 7 Typical experience 15+ years Characteristics of level BCS professional certification Likely to: be working at executive board level for a large service management company Development needs Career transitions Business management experience As you progress along a particular career path, you are likely to develop interests and experience in other areas of IT and, having gained the necessary competencies, you may wish to change the direction of your career. Strategic planning Typical job titles: service director Fellow Typical experience: evidence of acting as director for significant service management function 6 10+ years Likely to: have full responsibility for a significant service management function ITIL Master 5 6-10 years Likely to: manage a service management function and initiate and manage improvements Typical job titles: service manager Typical experience: evidence of service design or improvement 4-7 years Once requisite ITIL certification is completed and enough credits earned, IT professionals are eligible to apply for the ITIL Expert award. Intermediate Certificate in Managing Across the Lifecycle Likely to: design service management processes and review activities and performance Specialist and intermediate certificates as appropriate: Intermediate ITIL Lifecycle or Capability modules Typical experience: evidence of service design or installation 3 3-4 years Likely to: be fully competent on a service desk and supervise service desk team members Typical job titles: service desk lead Typical experience: evidence of team leading 2 1-2 years Likely to: be fully competent on a service desk Typical job titles: service desk support Likely to: operate on a service desk Typical job titles: service desk trainee Typical experience: evidence of working on service desk Career starting point When appropriate, progression should be made to Chartered status and ITIL Master Further practitioner and higher certification Seek to undertake: • management of service management function • wider experience • higher level interaction BCS Specialist certificates ITIL Foundation Certificate in IT Service Management Foundation Plus Certificate in Problem and Incident Management (Kepner Tregoe®) ISO/IEC 20000: IT Service Management Foundation Certificate Institute membership provides services and benefits to support your career development Typical experience: full competence on service desk 1 Seek to undertake/develop: • increased responsibility and authority • increased project management • improve soft and consulting skills Review SFIAplus for guidance on developing your career ahead of taking specific certification Practitioner certificates Seek to undertake/develop: • team leader role • wider experience/expertise in specialist areas • service design knowledge Foundation certification Seek to undertake/develop: • team leader role • wider experience • expertise in specialist areas Seek to gain experience in operating organisational processes for a service desk • • • • • Your career progression Chartered Professional • Solution development • Software testing Chartered Professional is awarded on the basis of knowledge, experience and professionalism Typical job titles: service management architect Professional Typically: Possibly: 4 Associate Preparation for significant IT management role Continued technology lead Typical job titles: service manager/director Typical experience: evidence of significant service management experience and leadership The typical and possible transitions into and out of this career path are indicated below. Project management and support (PPSO) IT management IS consultancy Software asset management Information security The following certification will help you develop your knowledge for more senior roles in IT service management, or in preparation for a transition to another career path: Foundation • • • • Green IT Systems Development Software Testing Information Security Other industry professional certification is available and will be relevant to you as your career progresses.
  • 3. IT service management Successful service management is a crucial requirement in today’s fast-paced IT dependent organisations. Employers are under pressure to increase productivity while reducing costs, and effective service management is the key to delivering an efficient and reliable service. THE BENEFITS IT service management and ITIL certification Through the Institute’s IT service management and ITIL certifications, IT professionals learn how to deliver, support and manage IT services in an effective and efficient way. Foundation ITIL – IT Service Management Kepner Tregoe® ITSM in Problem and Incident Management Specialist certification Service Desk and Incident Management Change Management Service Level Management Business Relationship Management Problem Management Supplier Management ISO/IEC 20000: IT Service Management Our Specialist certification focuses on a single IT service management process, providing detailed information about how the particular process operates within an organisation. They are endorsed as ITIL Complementary Products and each attract 1.5 credits towards the ITIL Expert award. They draw on a broad range of best practice in IT service management including ITIL, COBIT®, ISO/IEC 20000 and SFIA/SFIAplus. Intermediate ITIL Lifecycle modules ITIL Capability modules ITIL – Managing Across the Lifecycle Once requisite ITIL certification has been successfully completed and enough credits earned, IT professionals are eligible to apply for the ITIL Expert award. Higher ITIL Master For service management professionals • Available at all levels so you can demonstrate your knowledge as your career progresses • Industry relevant and mapped directly to SFIAplus – highly relevant to your career path • Specialist certificates provide recognition for job specific skills and knowledge • Internationally recognised • BCS membership available supporting self-initiated professional development For employers • Industry-relevant certification to support your organisation • Employees gain skills that increase their value to the business • Knowledge can be instantly applied to improve current processes and working practices • Aligned with SFIAplus providing a clear development path • Supports your organisation to retain, motivate and recruit the best people in service management For training providers • Opportunity to develop complete portfolio of service management training courses • Specialist certification provides follow on course options for Foundation candidates • Access to a global market which recognises professional certification from the Institute • Institute endorsement for your business • Examinations available online enabling detailed analysis of results and trends Find out more at www.bcs.org/servicemanagement About BCS, The Chartered Institute for IT Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We’re championing the global IT profession by giving practitioners the professional development and career support they deserve. Through our extensive certification and professional development portfolio, we continue to set professional standards and raise levels of competence and professionalism in the industry. As the professional body for IT, we’ve an unrivalled insight into the industry and are ideally placed to guide IT professionals through their career and provide employers with expertly trained employees that add real value to their business. Become a BCS Accredited Training Partner The ITIL approach to IT service management has been adopted around the world with thousands of candidates sitting ITIL exams every month. Don’t miss out on this global opportunity – become part of our international network of training providers and enjoy the benefits that the Institute’s endorsement can bring to your business. You must be accredited by us to deliver our certification so apply for accreditation today. www.bcs.org/trainingpartner BCS The Chartered Institute for IT First Floor Block D North Star House North Star Avenue Swindon SN2 1FA T +44 (0) 1793 417 655 E certifications@hq.bcs.org.uk www.bcs.org/certifications © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2012 If you require this document in accessible format please call +44 (0) 1793 417 600 01792/PDS/LEAF/0812 ITIL® is a registered trade mark of the Cabinet Office. COBIT® is a trademark of the Information Systems Audit and Control Association and the IT Governance Institute. Kepner-Tregoe® is a registered trademark of Kepner-Tregoe, Inc.
  • 4. SFIAplus The IT skills, training and development standard Category Skill Code Level 1 2 3 4 5 6 7 4 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 Strategy and architecture Information strategy Advice and guidance Business strategy and planning Technical strategy and planning IT governance Information management Information systems coordination Information security Information assurance Information analysis Information content publishing Consultancy Technical specialism Research Innovation Business process improvement Enterprise and business architecture development Business risk management Sustainable strategy Emerging technology monitoring Continuity management Software development process improvement Sustainability management for IT Network planning Solution architecture Data management Methods and tools GOVN IRMG ISCO SCTY INAS INAN ICPM CNSL TECH RSCH INOV BPRE STPL BURM SUST EMRG COPL SPIM SUMI NTPL ARCH DATM METL 3 1 2 3 3 3 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 7 7 7 Business change management Relationship management Skills management Human factors Installation and integration 6 6 6 6 6 6 Service design Service transition Service operation Skill A recognizable area of IT competence within the workplace. Eight detailed SFIAplus topics related to the Skill. (See example below) Included to help with Skill identification. Level The degree of responsibility that an IT practitioner exercises. Task A Skill at a Level. Task component 7 Skills are grouped for convenience into categories and subcategories describing broad areas of work. Code Six additional SFIAplus components defining the Task. (See example below) What’s in the ‘plus’? Portfolio management Program management Project management Portfolio, program and project support Business analysis Requirements definition and management Business process testing Change implementation planning and management Organization design and implementation Benefits management Business modelling Sustainability assessment Stakeholder relationship management Learning and development management Learning and development assessment Learning design and development Learning delivery Teaching and subject formation Resourcing Professional development POMG PGMG PRMG PROF BUAN REQM BPTS CIPM ORDI BENM BSMO SUAS RLMT ETMG LEDA TMCR ETDL TEAC RESC PDSV 5 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 Systems development management Data analysis System design Network design Database/repository design Programming/software development Animation development Safety engineering Sustainability engineering Information content authoring Testing User experience analysis Ergonomic design User experience evaluation Human factors integration Systems integration Porting/software integration Systems installation/decommissioning DLMG DTAN DESN NTDS DBDS PROG ADEV SFEN SUEN INCA TEST UNAN HCEV USEV HFIN SINT PORT HSIN 2 2 4 4 2 2 1 1 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 3 3 3 4 4 4 2 2 2 2 1 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 IT management Financial management for IT Capacity management Availability management Service level management Service acceptance Configuration management Asset management Change management Release and deployment System software Security administration Radio frequency engineering Application support IT operations Database administration Storage management Network support Problem management Service desk and incident management IT estate management ITMG FMIT CPMG AVMT SLMO SEAC CFMG ASMG CHMG RELM SYSP SCAD RFEN ASUP ITOP DBAD STMG NTAS PBMG USUP DCMA 2 2 3 2 1 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 1 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 The SFIA Task covers Title, Description and Code. For each SFIA Task, SFIAplus offers six additional Task components. 4 5 6 7 Examples of the additional Skill resources and Task components for Project management at level 5 are given below. Skill resources 7 7 6 6 6 6 The SFIA Skill covers Title, Description and Code. For each SFIA Skill, SFIAplus includes eight additional Skill resources. Project management • • • • • • • • Related functions Technical overview, including typical tools and techniques Overview of training, development and qualifications Careers and jobs Professional bodies Standards and codes of practice Communities and events Publications and resources Each Skill resource provides in depth information to support development planning, for example the Skill resource for Professional bodies gives details of: 7 • Project Management Institute www.pmi.org • Association for Project Management www.apm.org.uk • BCS, The Chartered Institute for IT www.bcs.org Task components 6 6 6 6 6 6 6 6 6 6 6 6 7 6 6 6 6 6 6 6 6 6 6 These provide an extra level of detail about what is expected from an individual working at this level. Some examples taken from the additional Task components for Project management at level 5 are shown below: • Background: has gained experience (typically four years with some at level 4) in any SFIA Skill which involves project work • Work activities: includes leadership, estimating and managing the change control procedure • Knowledge and skills: includes analytical thinking, project risk management and contract negotiation • Training activities: includes business case preparation, project definition, planning and risk management and an introduction to systems development, including development life cycles • Professional development: includes research assignments, acting as a mentor and increasing knowledge of broader IT issues through reading or attending seminars • Qualifications: BCS IS Project Management certificate (Advanced Level) would support career progression and skill development 7 Service management Service strategy Find out more at www.bcs.org/na Skill resource 7 7 7 Solution development and implementation Systems development SFIAplus contains the SFIA framework of IT skills plus detailed training and development resources. The result is the most established and widely adopted IT skills, training and development model that reflects current industry needs. The standard enables employers and IT practitioners to identify career paths and plan training and development. Category, Subcategory Business change Business change implementation The Skills Framework for the Information Age (SFIA) is an international skills and competency framework that describes IT roles and the skills needed for them. It is supported by companies, government and academic institutions around the globe. It is adopted in a growing number of countries. 7 6 6 ‘SFIAplus offered the flexibility to tailor roles to the specific needs of our employees. We now have a basis on which to build future talent management programs.’ Gene Bernier Director of ITS Program Management Office Kimberly Clark 6 Find out more at www.bcs.org/na 6 Procurement and management support Quality and conformance Procurement Supplier relationship management Contract management Quality management Quality assurance Quality standards Conformance review Safety assessment Technology audit PROC SURE ITCM QUMG QUAS QUST CORE SFAS TAUD Marketing Selling Account management Sales support Client services management MKTG SALE ACMG SSUP CSMG 2 2 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 5 5 5 5 5 6 6 6 6 6 Client interface Sales and marketing Client support © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 3 1 2 4 4 3 3 4 4 7 7 7 7 BC337/LD/POST/0813 Supply management
  • 5. Agile and ITIL® And how they integrate enterprise.bcs.org
  • 6. 02 Agile and ITIL® And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific framework and become a ‘fundamentalist’ on that one single method. Method fundamentalism leads to people focusing on why all other method frameworks are wrong and theirs is right, rather than a focus on how integrated method frameworks can enable excellent delivery (which is the whole point of having them). Most method frameworks have something to offer and, via inspection and adaption, they can normally co-exist. This whitepaper discusses the integration of agile with ITIL (Information Technology Infrastructure Library). What is agile? There are a number of agile frameworks that in essence are about delivery of values to the customer in the shortest timescales. In many cases, in the ITIL world, agile means on time and cost delivery of fit for purpose services. What is ITIL? ITIL is part of the Best Management Practice (BMP) family of frameworks, a family of management and delivery frameworks that have been built from learned best practice, covering complimentary topics such as Portfolio, Programme and Project and Service Management. A closer look at agile Agile delivery and management frameworks have been evolving since the mid-1980s to enable delivery in constantly changing environments. Agile frameworks, of which there are many, align to an Agile Manifesto that defines agile values and core principles (more on the principles later). These values and principles must be aligned to, for the framework to be considered agile. The agile values stated in the Agile Manifesto are: • • • • Individuals and interactions over processes and tools Working products over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile recognises that while there is value in the items on the right (e.g. processes and tools), we value the items on the left more (e.g. individuals and interactions).
  • 7. 03 Agile does not however expect everyone to be a genius and know everything about everything. Therefore, depending on the complexity of a delivery environment, it is essential that people have reference to a ‘knowledge cube’; either another person who can coach them or a set of reference information from other people’s experiences and best practice (such as the Information Technology Infrastructure Library). Not all environments require standards and guidance, some are very simple. Within the agile world we start with the basic agile framework and then inspect and adapt-in any other process or document that is required into our delivery approach, but only if the process or document clearly demonstrates value to the customer. Sadly what often happens when the BMP frameworks such as ITIL are used, is that they are used far too strictly and it becomes a case of delivering the framework for the framework’s sake rather than focusing on delivering the service in a suitability adapted ITIL implementation. Agile is designed for use in complicated, complex or anarchic environments where the environment changes regularly. This fits very well with the intent of ITIL to continually improve, and also with the intent of the ITIL framework to be customised to the real world environment. Here are the 12 agile principles we mentioned earlier: Twelve Agile Manifesto Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable product. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working product frequently, from a couple of weeks to a couple of months, with a preference to 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 product 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 maximising the amount of work not done – is essential. 11. The best architectures, requirements, and designs emerge from self-organising teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
  • 8. 04 For an agile environment to be created, the people and the organisation must have the courage to implement the agile values and principles in a disciplined way. A closer look at ITIL First a quote from ITIL... ‘ITIL is used by many hundreds of organisations around the world and offers best-practice guidance to all types of organisation that provide services. ITIL is not a standard that has to be followed; it is guidance that should be read and understood, and used to create value for the service provider and its customers. Organisations are encouraged to adopt ITIL best practices and to adapt them to work in their specific environments in ways that meet their needs.’ ITIL is a very detailed framework that provides comprehensive guidance on how requirements are received from customers and then delivered as services back to customers. It deals with the whole service value chain for how to shape a service delivery organisation. ITIL doesn’t deliver products, it delivers services that make sense to the customer, and that have value to the customer. ITIL contains five key components: 1. 2. 3. 4. 5. Service Strategy Service Design Service Transition Service Operation Continual Service Improvement Components 2, 3 and 4 all continually evolve around component 1, the Service Strategy, and the services are continually measured and improved via Continual Service Improvement. To give a bit more of a practical example of ITIL, let’s take a look at a simplified possible ITIL workflow: 1. 2. 3. 4. 5. 6. 7. 8. Customer raises service request; Service Operation (via Service Desk) contacts Operations, Applications and Technical Management to get their view on the request informed by the Service Management Knowledge System; Request For Change goes to the Change Advisory Board; Authorised changes go to Service Design; Service Design designs new service based on requirements from Service Strategy, existing SLAs and supplier contracts; The design for the new/changed service goes to Service Transition who provide the new or changed service back to Service Operation; Continual Service Improvement looks at metrics and feedback to improve services; Service Strategy feeds every other component.
  • 9. 05 This continuous cycle ensures that services are provided to customers that evolve over time, and are focused on provision of valuable services that are operated effectively. How do agile and ITIL integrate? ITIL provides an excellent framework, or ‘knowledge cube’, to enable delivery and operation of an effective portfolio of value add services to customers that continually evolve. Agile provides delivery and management frameworks to enable fast, effective delivery of services, or products, in constantly evolving environments. One of the aims of generic IT delivery is reducing lead time. Within ITIL, this means delivering appropriate services to the customer within the least lead time between the customer raising a service request and the service becoming available via service operation. Agile is excellent at enabling delivery of the right quality of service on time, on cost in the shortest possible lead times. Agile focuses on producing ITIL-shaped services within short lead times, or ‘vertical slices’ as they are known. Vertical slicing is the art of decomposing really big problems into smaller ones so that they can be focused on and tackled. Within an agile environment, we aim to produce services (or digestible service vertical slices) within weeks at best and months at worst. Agile thinking can and should be applied across the whole of the ITIL framework to ensure that the lead time from the customer’s perspective is as short as possible. In other words, apply agile excellence to improve the whole service delivery system, not parts of the service delivery system. However, a typical place to start integrating agile and ITIL is within Service Design and Service Transition; in essence, delivering the changed service in an agile way. Only focusing agile into one part of ITIL in this way does run the risk that, from the customers perspective, the overall service delivery chain (gathering business requirements through to making the service operational) may still take too long - even though the delivery capability within Service Design and Transition is agile and delivers ‘vertical slices’ very quickly. In other words, just changing one part of the delivery chain may or may not benefit the customer. If we do focus the initial agile transformation into the service delivery area between Design and Transition, then the projects, programmes and portfolios that deliver changed services can all be focused and improved by using agile.
  • 10. 06 This is where agile within the IT industry has been traditionally focused up to this point. There are many case studies and statistics that prove the effectiveness and benefits associated with agile projects, programmes and product portfolios. One example of an agile framework that could be utilised is Scrum. Scrum is probably the most implemented agile framework worldwide. Scrum creates a product backlog of service requirements that are delivered to operations in vertical slices via sprints (weeks), or releases (months). Scrum forms integrated self-organising teams. Rather than having teams organised into ITIL component smokestacks, the teams are focused across ITIL so they can deliver vertical slices of services quickly and effectively. Conclusion • Agile is a set of management and delivery frameworks that enable delivery within complicated, complex or anarchic environments. • The ITIL framework provides the world class, best practice service management knowledge cube. • ITIL is largely designed to be inspected and adapted. So we can implement agile thinking (the values and principles) at the heart of how we deliver and manage delivery within the organisation, and then use ITIL as a knowledge cube. • Agile enables fast delivery of ITIL-shaped services, by focusing delivery of ITIL services in an agile way. • To be agile, organisations and the people within them must have the courage and discipline to be agile. This is generally not easy to implement, however the benefits are huge. This white paper is a short overview of how agile can support ITIL and vice versa; it is not intended to provide all the answers. However one thing to consider is that, if what we are doing now is perfect, then let’s keep doing it; if what we’re doing now isn’t perfect, then we need to change and try something else. Combining agile and ITIL creates a world class, service delivery capability that has the excellence and robustness of ITIL with the delivery and governance capability to deliver services within short/appropriate lead times. Key references agilemanifesto.org Agile Project and Service Management: delivering IT Services using ITIL, Prince2 and DSDM Atern: Dorothy J Tudor ‘And you actually want to go live with that’ Presentation Project Challenge 2010 : Dorothy J Tudor www.best-management-practice.com/IT-Service-Management-ITIL NB. in the Agile Manifesto Values and Principles listed above the word ‘software’ from the original definition has been changed to ‘product’ throughout as agile is now used in diverse delivery environments, not just software.
  • 11. 07 About the author Peter Measey is the CEO of RADTAC Ltd, a world leading provider of agile training, consulting, software delivery and culture change services. With over 30 years’ experience as a project and programme manager, consultant, facilitator, trainer and coach, Peter has specialised in the agile market since 1994. He works worldwide with numerous global organisations and has written many white papers on agile and presented at numerous conferences. Peter is a Certified Scrum Trainer, member of the BCS Agile Committee, Project Management Institute Agile Certified Practitioner, Certified DSDM trainer, Certified APMG Agile Project Management trainer and Certified Prince2 Practitioner, and is Certified within Lean IT Foundation.
  • 12. About BCS We help global enterprise align its IT resource with strategic business goals. We work with organisations to develop people, forge culture and create IT capabilities fit to not only lead business change but to meet companywide objectives and deliver competitive advantage. IT has been gaining momentum within global business for decades and we’ve been there from the beginning, nurturing talent and shaping the profession into the powerhouse that’s now driving our digital world. Today organisations partner with us to exploit our unique insight and independent experience as we continue to set the standards of performance and professionalism in the industry. Call us on +44 (0) 1793 417 755 or visit us at enterprise.bcs.org BCS The Chartered Institute for IT First Floor Block D North Star House North Star Avenue Swindon SN2 1FA T +44 (0) 1793 417 755 enterprise.bcs.org © BCS, The Chartered Institute for IT is the business name of The British Computer Society (Registered charity no. 292786) 2013 If you require this document in accessible format please call +44 (0) 1793 417 600 BC450/LD/REP/1013 ITIL® is a registered trademark of the Cabinet Office.
  • 13. AGILE Make it work for your business and your people 3 more likely to succeed times 3 Agile projects are 1 2 64% Fast feedback Flexible business Simple concept Incremental delivery Swift response of features delivered via traditional project methods are rarely or never used THE VALUES £££ Individuals and interactions over processes and tools Working software over comprehensive documentation CHALLENGES Customer collaboration over contract negotiation Responding to change over following a plan SUCCESSES The business benefit Top barriers to agile adoption 52% Ability to change organisational culture 41% General resistance to change 33% Availability of people with the necessary skills 31% Management support 26% Project complexity or size 63% 92% recommend agile 78% average quality improvement of stakeholders more satisfied BEFORE AND AFTER 61% cheaper 83% fewer defects 24% faster delivery 39% smaller teams READY TO GO AGILE? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 We can develop your employees’ skills through our agile certification programme: bcs.org/agilecertified Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: versionone.com, gist.com, agilemanifesto.org, agileadvice.com, succeedingwithagile.com BCS Foundation Certificate in Agile Practice course materials
  • 14. The Internet of Things It is estimated that by 2020 50 devices will be connected to the internet billion 2013 There are 200 connectable things per person in the world today 2000 There were around 200 million devices connected to the internet in the year 2000, compared with 10 billion in 2013 IN PRACTICE Technology developments such as inexpensive high-speed networks, the evolution of the internet, and the introduction of IPv6 are driving the advancement of the Internet of Things: 1. Person to person Evolution of the internet 3.4x10 more things can 38 2. Person to machine Fridges will be able to plan menus, create shopping lists and check food expiry dates now be connected to the internet with IPv6 3. Machine to machine RISKS System failure Farmers can monitor crops for temperature, humidity, pests and outbreaks of disease Cars can track vehicle wear and tear, and alert drivers when components need changing Smart energy grids allow automatic detection and repair of faults and help with effective use of sustainable energy Water metres can give real-time, accurate information about consumption and detect and report leaks Patients can recuperate in their own homes, wearing monitors that transmit data back to the hospital BENEFITS Attack vulnerability WHO STANDS TO BENEFIT? Through cost savings and increased revenue, the value of the Internet of Things over the next decade will be $14.4tn Improved understanding Privacy concerns 1. Manufacturing (27%) 2. Retail (11%) Four industries stand to gain more than half of this total increase: Increased revenue Greater efficiency YOU! This is a real opportunity to evolve your role and get closer to the end customer. Do you and your team have the experience and skills to handle the data from the Internet of Things? 3. Information services (9%) 4. Finance and insurance (9%) ARE YOU READY FOR THE INTERNET OF THINGS? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends We can develop your employees’ skills so they can make decisions critical to your business © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: OECD Insights, Cisco, Gartner, The Connected Life, PwC, TechRepublic, BCS IoT Specialist Group
  • 15. SECURITY Identify and plug the security skills gap The business sector accounted for Incidents by sector Business 85% of information security breaches in 2012 Records exposed by sector Business 60.6% Government Government 17.9% Education Education 12.0% Medical 84.7% Medical 9.5% 12.6% 1.6% 1.1% THE ISSUE ⅔ senior IT executives are concerned about data privacy and information breaches In 2012, more than 267 million data records were compromised in 2,644 reported incidents - up 117% over the previous year There are 50,000 victims of cybercrime every hour ATTACK Hacking was the number one breach type for the second consecutive year in 2012 DEFENCE Most common techniques How breaches occur 0100101010010101 1000101001001111 01001010100101010100101010010101 0100101010010101 1000101001001111 Hacking (81%) Malware (69%) Physical attacks (10%) Social tactics (7%) THE SKILLS GAP ! 89% say that having qualified information security staff is a top priority 92% say staffing issues contribute to heightened risk levels Firewalls Privilege misuse (5%) ? In 2012, where insiders were responsible for data breaches, 56% of incidents were accidental - the result of user error and inadequate training. Antivirus Data encryption 80% believe it is difficult to find and hire staff that fit all requirements Intrusion prevention Monitoring technologies Do you know how to identify and fill the skills gaps in your organisation? READY TO STAY SECURE? In an industry that's constantly changing, you need to help your people to stay ahead of the game As The Chartered Institute for IT, we're always up-to-date with the latest trends © BCS, The Chartered Institute for IT, is the business name of The British Computer Society (Registered charity no. 292786) 2013 We can develop your employees’ skills so they can make decisions critical to your business Contact us on +44 (0) 1793 417755 or visit enterprise.bcs.org and help your team meet the demands of tomorrow. Sources: ‘Data Breach Overview: An Executive’s Guide to Data Breach Trends in 2012’, mobistealth.com, floridatechonline.com, siliconrepublic.com, ‘Surviving the Technical Security Skills Crisis’ - Forrester Consulting on behalf of IBM, ‘IT Executives Vision’ - IDG Research Services conducted for HP for 2020 (May 12), ISC Global Information Security Workforce Study 2013