IT spring (itSMF, Gold Coast, Australia, Aug 2012)
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IT spring (itSMF, Gold Coast, Australia, Aug 2012)

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  • In Greek mythology, Icarus (the Latin spelling, conventionally adopted in English, IPA:ˈiːkʰəɾʊs; Greek: Ἴκαρος, Íkaros, Etruscan: Vikare[1]) is the son of the master craftsman Daedalus. The main story told about Icarus is his attempt to escape from Crete by means of wings that his father constructed from feathers and wax. He ignored instructions not to fly too close to the sun, and the melting wax caused him to fall to his death. The myth shares thematic similarities with that of Phaëton — both are usually taken as tragic examples of hubris or failed ambition — and is often depicted in art. Today, the Hellenic Air Force Academy is named after Icarus, who is seen as the mythical pioneer in Greece's attempt to conquer the skies.
  • Users (unlike IT) are regular people and regular people tend to adapt to uncomfortable situations. People need defense mechanisms in order to survive. Ever felt happy with an application when you’ve completed a longish transaction without it having crashed and losing your data? Yep, that’s the Stockholm syndrome: “a paradoxical psychological phenomenon wherein hostages express adulation and have positive feelings towards their captors that appear irrational in light of the danger or risk endured by the victims, essentially mistaking a lack of abuse from their captors as an act of kindness”. I think of some applications as benevolent dictators. You’re obliged to use them and they direct your actions in a polite but firm way: “Please re-enter your data”. Including the data that it could have but hasn’t bothered to save for you.

IT spring (itSMF, Gold Coast, Australia, Aug 2012) IT spring (itSMF, Gold Coast, Australia, Aug 2012) Presentation Transcript

  • IT Spring & Occupy IT• Mark Smalley 1
  • Speaker‘s challenge! #leadit12 @marksmalley 2
  • Androids AnonymousCan you stop the habit? 3
  • Continual PartialAttention Disorder Linda Stone• Pay partial attention — continuously• Want to be a live node on the network• Connect and be connected• Scan for opportunities• Busy and connected = alive, recognized, significant• Artificial sense of constant crisis – can‘t miss anything• Feeling overwhelmed, over-stimulated, unfulfilled• We are so accessible, we‘re inaccessible, powerless 4
  • FOMO Chris Dancy 5
  • Project Chicken A L H 6
  • HP 7
  • P W C Project Chicken 201260th Wedding Anniversary 2008 8
  • 9
  • 10
  • 11
  • What was thedesired outcome ofProject Chicken? 12
  • Global Research 13
  • How do you…? 14
  • How do you…? 15
  • How do you…? 16
  • How do you…? 17
  • Different planets SQ or EQ? SQ EQ SQ EQ Stuart Wray Ads by Smalley ‗SQ Minus EQ can Predict Programming Aptitude‘ 18
  • Different planetsThe N Word 19
  • Different planets 20
  • Different planets 21
  • How do you…? 22
  • Conditioning 23
  • IT Paradigmologist marksmalley @ 24
  • Happiness is U-Shaped Andrew Oswald 25
  • Line of Everything Charles Handy 26
  • Claim to Fame Emanuel School (1594) 27
  • Emanuel School (1889) Tim Berners-Lee 28
  • 1964 “A pleasant, thoughtful boy”“tends to become a little confused at times” 29
  • IT Paradigmology 30
  • Big IT Picture IT User Org Org Info Syst 31
  • IT Tsunami‘s IT ParadigmClouds SocialLean IT User Mobile Org OrgAgile AppsOffshore BYOABCOutside-in Info Games Democracy Syst 32
  • Agenda● The Big IT Picture● IT Service manager in the squeeze● IT Spring & Occupy IT● Relationship between business and IT● Re-inventing ITSM and embracing Occupy IT● Business responsibilities & BiSL framework 33
  • IT Service ManagerCaught between a Rock and a Hard Place 34
  • Standardization & commoditization • Cheap • Quality, Safety • Supplier independence • Compatibility, Source: Simon Wardley, OSCON 09 interoperability 35
  • Commoditization Escalator• Technology tends to standardize and commoditize• IT Service Providers have to constantly create more value for their customers Business process  Application  Infrastructure 36
  • IT Service Manager Caught between a Rock and a Hard Place37 37
  • Gartner Top 10 StrategicTechnologies 2012 • Media Tablets and Beyond • Mobile-Centric Applications and Interfaces • Contextual and Social User Experience • Internet of Things • App Stores and Marketplaces • Next-Generation Analytics • Big Data • In-Memory Computing • Extreme Low-Energy Servers • Cloud Computingwww.gartner.com/it/page.jsp?id=1826214 38
  • My computer25% of Britons says that their computer is―the most irreplaceable thing in their life‖ www.telegraph.co.uk/technology/news/ 8628730/Computers-irreplaceable-for-1-in-4.html 39
  • My phoneWould you rathergive up your phone or:• Alcohol – 70%• Chocolate – 63%• Sex – 33%• Computer – 20%66% sleep next to phone http://gigaom.com/2011/08/03/ how-much-do-you-love-your-phone/ 40
  • My smartphone• 20% use smartphone during a performance• 20% use smartphones in quiet venues• 25% take work-related calls on holiday• 33% teenagers use smartphones during meals• 67% teenagers were ―highly addicted‖• 50% use them in the lavatory• 40% answer their phone at night• 25% watch less TV because of smartphone• 15% read fewer books because of it http://www.telegraph.co.uk/technology/mobile-phones/ 8680613/Smartphone-addiction-adults-are-as-guilty-as-children.html 41
  • IT‘s all about apps 42
  • What kind of a relationshipdo you have with your apps? 43
  • What kind of apps do you use? High Celebrity Sweetheart # Social likes Stepmother Janitor Low Low High # Social interactions 44
  • Sweetheart• Very popular, lots of updates• Removing this app would cause a revolution• Your sweethearts? 45
  • Janitor• Some people like it but most are indifferent• Replacement inconvenient but no protests• Your janitors? 46
  • Celebrity• Great interest but what‘s the actual value?• Don‘t worry if it disappears, there‘ll be another sexy star before long• Your celebrities? 47
  • Stepmother• Nobody likes using it but they have to• Replacing this app would make people‘s business lives a lot easier• Your stepmothers? 48
  • Stepmother 49
  • Other kinds of apps?• Mistress – as in ‗Shadow‘ or ‗Rogue‘ IT• Napoleon (complex)• My best friend (gets me out of trouble)• … 50
  • Trains, buses, cars, scooters 51
  • Develop a relationshipwith your apps• Like / unlike• Friend / unfriend 52
  • And let your app develop arelationship with you…HAL: ―Look Dave, I can see yourereally upset about this. I honestly thinkyou ought to sit down calmly, take astress pill, and think things over.‖2001 A Space OdysseyStanley Kubrick, 1968 53
  • Develop a relationshipwith your IT department• Like / unlike• Friend / unfriend 54
  • Develop a relationshipwith your IT department 55
  • The rise and fall of IT 56
  • In the beginning there was IT… The Creation of Adam Michelangelo, 1508-1512 57
  • Creation, elevation, destruction Lament for Icarus Herbert James Draper, 1898 58
  • ―Just tell us what you want‖(and then it‘s your fault Userswhen it goes wrong) IT 59
  • You wouldn’t want anything nasty tohappen to those servers, would you? 60
  • Stockholm syndrome• Bank robbery at Norrmalmstorg in 1973• Robbers held employees hostage for 6 days• Victims became emotionally attached to their victimizers• Even defended their captors after they were freed 61
  • Prague Spring 1968 62
  • Arab Spring 2011 63
  • Helsinki Spring 2011―Angry young Finns‖ 64
  • IT Spring – Occupy IT 65
  • IT Spring – Occupy IT 66
  • IT Spring – Occupy IT 67
  • Smalley is revolting 68
  • Service DisarmamentNuclear Level Disarmament 69
  • 70
  • IT Spring Rick Mans 71
  • IT Spring• Recognize value of emotional relationships• Use Social as a design principle for applications and processes• Engage the users• Information Technology  Engagement Technology 72
  • Next generation IT? ? 73
  • Re-invent ITSM andembrace Occupy IT● Business is more demanding and IT savvy● Suppliers are encroaching into the ITSM space● ITSM has to move up the value chain from supplier mode to business partner mode● ITSM needs to develop business knowledge and empathy, collaboration, acquisition skills● Business and IT must find a way to engage and align at all levels 74
  • What does IT think about the Business?• Don‘t know what they want• Are always changing their minds• Make unreasonable demands• Won‘t take responsibility for decisions• Don‘t use the system properly• Can‘t think strategically• Blame us for everything• Don‘t trust us• Don‘t understand us 75
  • What does the Business think about IT?Board research Robina Chatham How important do you believe IT is to the future of your business? – 94% - EXCEEDINGLY How highly do you rate your own IT function? – 46% - NOT VERY HIGHLY – 32% - THEY ARE OK AT THE TECHNICAL STUFF Is your most senior IT person considered to be a member of the "inner sanctum"? – 98% - NO Source: www.chatham.uk.com/s/writing/it-on-board 76
  • Stephen Mann Key issues for IT executives ―Technology is too important to the business not to be engaged and IT does not understand the business well enough to be left to its own devices‖ 77
  • World-wide ABC of ICT Surveys 78
  • What‘s wrong with thebusiness-IT relationship? The ‗them‘ and ‗us‘ culture IT has too little understandingEverything has the highest priority of business impact/priority according to the users IT thinks it doesn‘t need to Too little business involvement understand the business to in requirements specification make a business case and testing The framework (ITIL/BISL/ASL) is the objective, not the goal I demand and you give (in) IT is too internally focused No management commitment Not my responsibility 79
  • Different planets John Gray Ads by Smalley ‗Men are from Mars, Women are from Venus‘ 80
  • 81
  • Different planets Fix it or talk about it? Fawlty Towers Ads by Smalley ‗The Wedding Party‘ 82
  • Different planets Technical m want Men to fix things with thingsThe IT Skeptic Ads by Smalley www.itskeptic.org/we-need-movement 83
  • Men don‘t do empathy84 84
  • When women hear about the symptoms of Asperger85 85
  • they wonder whether their husbands have it86 86
  • ―We can‘t help men and women to speak the same language, but we can teach them to understand both‖ Pat Heim Ads by Smalley ‗Row Boat Cartoon‘, www.heimgroup.com 87 87
  • ―We can‘t help Businesswomen men and and IT to speak the same language, but we can teach them to understand both‖ Pat Heim Ads by Smalley ‗Row Boat Cartoon‘, www.heimgroup.com 88 88
  • Thinking out of the IT box IT User Org Org Info Syst 89
  • Re-invent ITSM andembrace Occupy IT● Business is more demanding and IT savvy● Suppliers are encroaching into the ITSM space● ITSM has to move up the value chain from supplier mode to business partner mode● ITSM needs to develop business knowledge and empathy, collaboration, acquisition skills● Business and IT must find a way to engage and align at all levels● BiSL helps formalize this engagement, which has been a top issue for more than 10 years 90
  • Business InformationServices LibraryShows how to• Ensure that the business gets the information that it needs• Acquire and manage IT services effectively and efficiently, from a demand (business) perspectiveProcess framework, best practices,training & qualification (APMG) scheme,priSM accreditation, publications withguidance, knowledge network 91
  • ABC of ICT & BiSL Paul● ‗Business & IT must engage Wilkinson and align at all levels‘ has been a top issue for more than 10 years● Results of the world-wide ABC of ICT surveys with 3800 respondents● BiSL helps formalize this engagement 92
  • BiSL addresses Interfaces between business & IT Relationship with the users Strategic use of information & IT Business cases, cost/benefit mgmt Specification, procedures, acceptance and training Business-side goals, activities & results; demarcation business & IT Positioning of Information Management as a business responsibility 93
  • BiSL Framework I-organization strategy cluster Information strategy cluster Organize Direct information information management strategy Manage activities & resources, benefits & costs, info. quality, IT dept. Support Change users functionality Use management cluster Functionality management cluster 94
  • BiSL Framework I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfoliomanagement management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 95
  • Interfaces between business and IT I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfoliomanagement management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 96
  • Relationship with the users I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfoliomanagement management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 97
  • Strategic use of information and IT I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfoliomanagement management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 98
  • Business cases and cost/benefit mgmt I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor-Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfoliomanagement management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 99
  • Specification, procedures, acceptance & transition I-organization strategy cluster Information strategy cluster Strategic Establish Establish supplier info. chain technological management developments developments Infor- Strategic user Information Information relationship I-organization mation strategy coor- lifecycle portfolio management management management dination Strategic Establish info. partner bus. process management developments Planning and Financial Demand Contract resource management management management management Change- management Specify Design non- End user Business data information automated support management requirements info. systems Operational Prepare Review supplier management transition and testing Transition management Use management cluster Functionality management cluster 100
  • Positioning BiSL 101
  • ITIL® V3 & BiSLwww.aslbislfoundation.org (white papers)or www.best-management-practice.com ITIL & BiSL ISO 20000 & BiSL102 102
  • ITIL® V3 & BiSL 103
  • Conclusion: ITIL & BiSL arecomplementary frameworks• BiSL describes responsibilities of the Business and aims primarily to guide the Business• ITIL describes part of BiSL‘s domain in order that IT Service Providers have better understanding of the Business‘ role• Because ITIL is written as guidance for IT Service Providers and BiSL is written as guidance for the Business, BiSL and ITIL can be regarded as complementary frameworks 104
  • itSMF USA & BiSL―Starting in September, itSMF USA Board of Directors areavailable to facilitate a session on BiSL.An itSMF USA board member delivers the session.No costs or travel costs to the IG (interest group).Schedule: Available on first come-first serve basis!We are excited to bring strategies for supporting IT servicemanagement with new and engaging perspectives.‖Source: itSMF USA News & Event Bulletin, 27 July 2012 105
  • Re-invent ITSM andembrace Occupy IT● Suppliers are encroaching into the ITSM space● Business is more demanding and IT savvy● ITSM has to move up the value chain from supplier mode to business partner mode● ITSM needs to develop business knowledge and empathy, collaboration, acquisition skills● Business and IT must find a way to engage and align at all levels 106
  • Business Value Business Benefits Better New functionality business ? ITIL Current Quicker TTM business Revenue ? ProfitITSM nitiatives Fewer/shorter Business SD Tool outages operations Cost More SaaS flexible ? … More productive IT ? Cheaper IT Benefits 107
  • Recap● The Big IT Picture● IT Service manager in the squeeze● IT Spring & Occupy IT● Relationship between business and IT● Re-inventing ITSM and embracing Occupy IT● Business responsibilities & BiSL framework 108
  • Recommendations Consume the food for thought – Revisit your position on the IT value chain – Work on engaging with the business – Take a look at BiSL – Use social media as a design principle – Embrace ‗Occupy IT‘ 109
  • Additional resourcesPeople who liked this presentation also liked…• White papers & publications (www.aslbislfoundation.org): • IT Spring • Reinvent IT Service Management • Information Management & my Demand-Supply Fetish • IT is from Flatland, Business is from Spaceland • BiSL Management Guide • BiSL, A Framework for Business Information Management – mark.smalley@aslbislfoundation.org & @marksmalley 110
  • What was thedesired outcome ofProject Chicken? 111
  • 1. Eggs2. Money3. People4. ConversationAsk the client! 112