#TFT14 Howard Kendall, Never mind the B******s
 

#TFT14 Howard Kendall, Never mind the B******s

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I'm fed up with all the hype and self-serving agendas that are pervading the ITSM and Service Desk space right now. How any diligent practitioner seeking to improve can hope to make sense of it all, I ...

I'm fed up with all the hype and self-serving agendas that are pervading the ITSM and Service Desk space right now. How any diligent practitioner seeking to improve can hope to make sense of it all, I don't know!
I'm going to take a 'warts and all' look at ITSMF's big 4, Agile/DevOps, the SITS Service Desk Show 20th Anniversary, SDI's Big Red Toolbox and fresh ideas from the plethora of 'experts' out there, and see if I can guide you to a common sense pathway to the future of ITSM and the Service Desk. Oh, and I might have a few ideas of my own!

With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7

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  • Our SDI opportunity = using big red toolbox/more to cut a path thru this lot – recent UNI event says we’re still miles ahead of most practitioners – and make SDC de facto route for IT service success <br />
  • AGILE –There’s a great deal that’s common sense here using ‘agile’ methods and motivated people to get closer to the business, develop applications (apps ) faster and better, keep things simple and collaborate in self organising teams to create a better value product. It emphasises shared ownership and responsibility and frequent stops and assessments for fine tuning. Verdict? Some interesting methods and techniques but unless you got left in the dark ages many of the best bits you should be doing already…… <br /> DEVOPS – this will ring bells and offer ideas to many, I couldn’t help laughing at the diagram here whose ‘toss it over the wall’ approach most Service Desk (SD) people will be familiar with!: <br /> Devops essentially recommends breaking down that ‘wall of confusion’ and working more closely together. Using Agile methods on both ends of this to bring everyone closer together using ‘scrum’ (also badged as a fresh project management method ) type huddles/meets to decide direction, and ‘sprints’ to achieve short or rapid pieces of essential work. The key to it all seems to be setting targets and measures to evidence and encourage progress. I like a lot of what I see here, and do see some techniques like ‘sprint’ as being useful to get things moving but recommend selectivity as again much is nothing new. <br /> BIGDATA – is all around us. Lots of hype about WHAT it actually is and means. For a simple view look up ‘www.adayinbigdata.com’ for one of the best illustrators. SD has been using BIGDATA on its customers for years. All that data you collect in your incident log/ITSM system…….the key is to use it effectively. That’s all to say here really after you’ve visited that website! <br /> SFIA – Skills Framework for the Information Age was developed by the British Computer Society (BCS) to map and standardise business/IT skills in addition to providing guidance on training and skills development. If you’ve not thought too much about this it’s a good start point. <br /> ITSMF’s BIG 4 – really isn’t. The focus is on 1. Back to Basics – in order to be reliable and more process oriented; 2. Skills – to get maximum value from our best asset – people; 3. Manage Complexity – to get the best from it and encourage innovation; 4. ITSM + Agile to blend the techniques together as per other items here in order to do what we do better….added to the invisibility of anything fresh, or anything actually, coming out of the new Axelos organisation, there’s little to get your teeth into <br /> Lean, SixSigma and EFQM, <br /> OBASHI, <br /> Noel Bruton’s MITUS, <br /> ISO Customer Contact Centre standard, <br /> Steps to…….like Barclay Rae’s 7 steps to ITSM Goodness, <br /> Rob England’s ITSM books <br /> Voice Biometrics <br /> APPS + BYOD shadow it <br />
  • Agile principles – Agile user group – v commercial! <br /> late 1990’s several methodologies began to get increasing public attention. Each had a different combination of old ideas, new ideas, and transmuted old ideas. But they all emphasized close collaboration between the programmer team and business experts; face-to-face communication (as more efficient than written documentation); frequent delivery of new deployable business value; tight, self-organizing teams; and ways to craft the code and the team such that the inevitable requirements churn was not a crisis. <br /> The Agile Manifesto is based on twelve principles:[8] <br /> Customer satisfaction by rapid delivery of useful software <br /> Welcome changing requirements, even late in development <br /> Working software is delivered frequently (weeks rather than months) <br /> Working software is the principal measure of progress <br /> Sustainable development, able to maintain a constant pace <br /> Close, daily cooperation between business people and developers <br /> Face-to-face conversation is the best form of communication (co-location) <br /> Projects are built around motivated individuals, who should be trusted <br /> Continuous attention to technical excellence and good design <br /> Simplicity—the art of maximizing the amount of work not done—is essential <br /> Self-organizing teams <br /> Regular adaptation to changing circumstances <br />
  • Development-centric folks tend to come from a mindset where change is the thing that they are paid to accomplish. The business depends on them to respond to changing needs. Because of this relationship, they are often incentivized to create as much change as possible. <br /> Operations folks tend to come from a mindset where change is the enemy.  The business depends on them to keep the lights on and deliver the services that make the business money today. Operations is motivated to resist change as it undermines stability and reliability. How many times have we heard the statistic that 80% of all downtime is due to those self-inflicted wounds known as changes? <br /> Both development and operations fundamentally see the world, and their respective roles in it, differently. Each believe that they are doing the right thing for the business… and in isolation they are both correct! <br /> To make matters worse, development and operations teams tend to fall into different parts of a company’s organizational structure (often with different managers and competing corporate politics) and often work at different geographic locations. <br /> tter everevOps is a powerful idea because it resonates on so many different levels. <br /> From the perspective of individuals toiling in hands-on development or operational roles, DevOps points towards a life that is free from the source of so many of their hassles. It’s by no means a magical panacea, but if you can make DevOps work you are removing barriers that are both a significant time-sink and a source of morale killing frustration. It’s a simple calculation to make: invest in making DevOps a reality and we all should be more efficient, increasingly nimble, and less frustrated. Some may argue that DevOps is a lofty or even farfetched goal, but it’s difficult to argue that you shouldn’t try. <br />   <br /> For the business, DevOps contributes directly to enabling two powerful and strategic business qualities, “business agility” and “IT alignment”. These may not be terms that the troops in the IT trenches worry about on a daily basis, but they should definitely get the attention of the executives who approve the budgets and sign the checks. <br /> A simple definition of IT alignment is “a desired state in which a business organization is able to use information technology (IT) effectively to achieve business objectives — typically improved financial performance or marketplace competitiveness” [source]. <br /> DevOps helps to enable IT alignment by aligning development and operations roles and processes in the context of shared business objectives. Both development and operations need to understand that they are part of a unified business process. DevOps thinking ensures that individual decisions and actions strive to support and improve that unified business process, regardless of organizational structure. <br /> A simple definition of agility in a business context is the “ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways” [source]. <br /> Of course, developers also have their own specialized meaning of the word “agile“, but the goals are very similar. Agile development methodologies are designed to keep software development efforts aligned with customer/company goals and produce high quality software despite changing requirements. For most organizations, Scrum, the iterative project management methodology, is the face of Agile. <br />

#TFT14 Howard Kendall, Never mind the B******s #TFT14 Howard Kendall, Never mind the B******s Presentation Transcript

  • Howard Kendall Never mind the B******s, this is for real!
  • Surprise | Delight | Inspire Never mind the B******s, this is for real! Howard Kendall – SDI Founder February 2014 www.servicedeskinstitute.com
  • A Brief History Surprise | Delight | Inspire The Service Desk Institute was founded in 1988 We are Europe’s only support network for IT Service Desk professionals, and its 800 organisation members span numerous industries. Acting as an independent adviser, SDI captures and disseminates creative and innovative ideas for tomorrow’s service desk and support operation. The SDI offers the opportunity for international recognition of the support centre operation through its globally recognised Service Desk Certification programme. SDI sets the best practice standard for the IT support industry and is the conduit for delivering knowledge and career enhancing skills to the professional community, through membership, training, conferences, events and industry awards. www.servicedeskinstitute.com
  • Agenda • This is MY view. Yes, many of the ideas fit with SDI’s ethos and standards, but some won’t. I might get irreverent. • The ITSM and Service Desk landscape • Why so much B******* out there • Any good stuff? • And now what to do with it! www.servicedeskinstitute.com
  • And Guess What? • • • • Outside market influence Vested interests & money….. New? Really? Thought – brilliant idea before the money! www.servicedeskinstitute.com
  • Where we start www.servicedeskinstitute.com
  • So where are we? • • • • • • • • www.servicedeskinstitute.com Mature industry Importance high Dependence growing Knowledge high Patchy performance Patchy perception Erratic business value Rubbish promotion
  • What’s out there? • • • • • • • • • AGILE + DEVOPS LEAN, SIX SIGMA, EFQM BIG CUSTOMERS data SFIA VOICE BIOMETRICS APPS + BYOD shadow it SCRAP SERVICE DESK BASIC ITSM COMMON SENSE www.servicedeskinstitute.com • • • • • • ITSMF BIG 4 GURUS/CONSULTANTS OBASHI MITUS 6,7,8, 300 STEPS BSI + ISO STANDARDS
  • Agile Method…. www.servicedeskinstitute.com
  • DEVOPS www.servicedeskinstitute.com
  • Been here! www.servicedeskinstitute.com
  • Scrum down! • • • • Backlog target Agile sprinting Teams work in unison Common goals/methods • Agreed measures But aren’t we doing this already? www.servicedeskinstitute.com
  • Quality Methods www.servicedeskinstitute.com
  • Look Familiar? www.servicedeskinstitute.com
  • Your next steps – SIX !! 1. Tailored research 2. Cherry pick best stuff 3. Review - work with your current ? - assess work ? a. Decide - update or replace b. Pilot ‘new’ and tweak c. Set fresh targets, measure success, refine as needed SIMPLE, HUH? www.servicedeskinstitute.com
  • Thank You! Surprise | Delight | Inspire Q&A www.servicedeskinstitute.com 21 High Street Green Street Green Orpington Kent BR6 6BG 01689 889100 hello@sdi-e.com @sdi_institute
  • With thanks to our slides sponsor, CA Technologies Try Nimsoft for free at ca.com/NSD-trial