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Rob England
Slow IT: Meet in the middle
Slow IT:
Meet in the Middle

Rob England
www.twohills.co.nz
v2
Colleagues

Customers

REALLY bad
governance if
this is allowed to
happen

never
going
away

RealIT
RealIT

shrinking

Aggregators/suppliers

Manufacturers

Consumers
To protect and serve

Picture © Canstockphoto.com
Failed projects
Fund for success
Culling projects
Instead of 3 out of
10 succeed,
4 out of 7 do
Drowning in projects

Picture © Canstockphoto.com
“CIOs have a choice… try to fulfill all the
demands placed on them while spending less
and less money, or to focus on being “fit for
purpose”—providing the capabilities their
company needs most, in line with its most
essential ways of creating value”
Booz and Co.
Governance of IT

Picture © Canstockphoto.com
Service portfolio

Demand Projects

Catalogue

resources

Retire
Expectations
• Personal digital
• Mega-online-retail
Competition

Picture © Canstockphoto.com
Overheating

Picture © Canstockphoto.com
Human rate of change

Picture © Canstockphoto.com
All exponential curves level out
IT is reaching a limit

Picture © Canstockphoto.com
Slow IT

Picture © Canstockphoto.com
Service portfolio

Demand Projects

Catalogue

Retire
The message barrier

Picture © Canstockphoto.com
The message barrier
•
•
•
•
•
•
•
•
•

Keep telling the story
Be ready when there is a crisis
Don’t undermine, make them heroes
Educate the CIO
Speak their language
Piggyback existing communications
Ensure auditors ask the right questions
Consider BiSL
Become a trusted advisor
Fast IT

Picture © Canstockphoto.com
Service portfolio

Demand Projects

Catalogue

Retire
Fast IT
•
•
•
•
•
•
•

Picture © Canstockphoto.com

Optimisation: CSI
Standard change
Lean
Outsourcing / Cloud
Retire and replace
Agile
DevOps
Optimisation: CSI
Standard Change

Picture © Canstockphoto.com
Lean

Picture © Canstockphoto.com
Outsourcing / Cloud

Picture © Canstockphoto.com
Retire and replace

Picture © Canstockphoto.com
Agile

Picture © Canstockphoto.com
DevOps and The Three Ways
Colleagues

Customers

RealIT
RealIT

Aggregators/suppliers

Manufacturers

Consumers
To protect and serve

Picture © Canstockphoto.com
Service portfolio

Demand Projects

Catalogue

Retire

Slow down demand decisions
to free up headroom
to make improvements to IT capabilities
to speed up our ability to deliver
Meet in the Middle
Slow IT

Fast IT

Demand
Portfolio
Projects

Build
Deploy
Optimise

Protect

Serve
Slow IT

Cartoon by Rui Soares
With thanks to our
sponsor, CA Technologies
Try Nimsoft for free at
ca.com/NSD-trial

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#TFT14 Rob England: Slow IT: Meet in the Middle

Editor's Notes

  1. © Two Hills Ltd 2013Created and published by Two Hillsletterbox@twohills.co.nzwww.twohills.co.nzPO Box 57-150, ManaPorirua 5247New ZealandThis work by Two Hills Ltd is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Content must be attributed to "Two Hills Ltd www.twohills.co.nz".
  2. I’m talking here about Real IT: the capability which remains in-house in an organisation to manage and oversee the usage of information technology
  3. Tension between protecting the existing investment in information and technology assets, and serving change, the newA balancing actProtect: integrity, compliance, efficiency, serviceService: change, competition, innovation
  4. Why do we have such a sucky project reputation?We do too manySo we underfund themEspecially we underfund people and process relative to tech
  5. If we spend the right amount on people and process we’d have to kill someFree up the money to do the others properly
  6. New services, upgrades and changes to services, internal IT housekeeping….Eating BAU to deliver changePeople are breaking
  7. The governors must understand their responsibilities wrt ITAnd they must understand the risk to the organisationThen it is their informed decision
  8. How to decide properlyWith a service portfolioNot a project portfolioTake into account the effect on BAU
  9. Projecting personal experience onto corporate systemsUpgrades to a smart phone don’t teach us anything about Real IT upgrades, nor phone appsApple, Amazon and Netflix are not patterns/ templates/ role models for Real corporate IT
  10. The trump card always played to keep the hysterical pace upA very American thing. That retail confusion againMany industries are happy to take a follower strategy
  11. Not every organisation wants or needs to change at breakneck speedAmerica has this fixation with competitivenessCompete or dieAnd quarterly resultsWe’re getting swept up in the hysteriaTake the german or japanese manufacturersThey play thelong game
  12. Forget technology rate of change which keeps acceleratingHumans, culture and organisations have a limitChanging faster than people within IT and consuming IT can manage
  13. Putting the organisation at riskIT must speak upHow?
  14. Not slow foodOr slow businessSlow IT: deliberately provocativeReally mean SLOWER ITat a rate that IT can sustain deliveryAnd the org can absorb deliveryIf we don’t slow it down the world will slow it down for us
  15. Slow down the flow of demand into projectsSlow down our decisions on new and changed services(we could also use some slowing down in delivery too, which is a related discussion)And the quid pro quo?
  16. How do we even get this message to governors and executive?
  17. My “bad parents” story probably isn’t a good one to giveBusiness Information Services Librarywww.aslbislfoundation.org/en/bisl
  18. What does the business get in return?More successful projectsSafer organisational changeAnd FASTER DELIVERYHow?
  19. Speed up our ability to deliver
  20. What does the business get in return?More successful projectsSafer organisational changeAnd FASTER DELIVERYHow?
  21. Finally time to do CSI: 10%
  22. And Kaizen
  23. : traditional outsourcing, Cloud, SaaS, PaaS, IaaS...
  24. And ScrumAnd KanbanAnd ScrumbanAnd…fast, iterative, incremental development
  25. : fast, iterative, automated deploymentThree Ways:1 systems thinking2 feedback loops (amplify)3 continual improvement (experimentation and learning)
  26. I’m talking here about Real IT: the capability which remains in-house in an organisation to manage and oversee the usage of information technology
  27. Tension between protecting the existing investment in information and technology assets, and serving change, the newA balancing actProtect: integrity, compliance, efficiency, serviceService: change, competition, innovation
  28. Slow down demand decisionsIn order to free up headroomTo make improvements to IT capabilitiesto speed up our ability to deliver
  29. Cartoon by RuiSoares http://itilblues.files.wordpress.com/