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DevOps and Agile in an ITSM world

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Slides from the workshop run by Claire Agutter and Dave van Herpen from Sogeti at the IT500 conference, Edinburgh, in May 2016

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DevOps and Agile in an ITSM world

  1. 1. DevOps and Agile in an ITSM World Dave van Herpen Claire Agutter
  2. 2. Agenda  Why:  Why are you here?  Business and IT drivers  The value of change  What  Perceptions of DevOps and ITIL  The 3 ways  How: Kanban, Scrum and Ops  Selling DevOps: identifying opportunities & risks in your business
  3. 3. About Me  15+ years in IT service management  Roles include help desk, change management, project management, service management implementation, consultancy and training  Lead tutor and director of ITSM Zone since 2007  Interested in anything that helps IT work better
  4. 4. About Me • Established in 1974 • Sogeti Netherlands • Lead Consultant Enterprise Agility & DevOps • Coach, Trainer, Change Agent, Practitioner • Expertise: • Agile ITSM & DevOps • Sourcing & SIAM • Certified: ITIL, ASL, BiSL, Prince2, ISO20000, Lean, Agile, Scrum, Kanban, SAFe
  5. 5. Why are you Here?  What issues are you looking to address?  Today’s backlog
  6. 6. What is Agile? 6 Scrum XP DSDM FDD TDD Kanban SAFe Customer involvement Incremental value Fast learning
  7. 7. DevOps?? “…rather than being a market per se, DevOps is a philosophy, a cultural shift that merges operations with development and demands a linked toolchain of technologies to facilitate collaborative change” Gartner “…a cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals” DevOps Institute “…an organizational mindset for continuously improving value from the digital value chain by enabling cross-functional collaboration on process, technology and behavior level” Dave van Herpen
  8. 8. Business and IT Drivers  What’s driving the adoption of DevOps and Agile ways of working?
  9. 9. The value of DevOps END SILO THINKING & BUDGETING REDUCE REWORK & DELAY RELIABLE, FREQUENT & TRANSPARENT DEPLOYMENTS CLEAR OWNERSHIP & MATCHING WOW TO VOLATILE MARKET Customer Satisfaction Optimal value & risk Short TTM Efficient operations Business driven Feedback loops Fast flow Multidiscipl. teams Generic business driver How DevOps helps Value
  10. 10. 10 1) Business value driven Agile Development fixes this Lean Startup fixes this DevOps Lite fixes this DevOps creates end-to-end Agility and Value creation.
  11. 11. 2) Feedback loops 11
  12. 12. 3) Fast flow 12
  13. 13. 4) Multidisciplinary teams 13
  14. 14. Related themes/methods DevOps Agile Lean TOC Cloud CD ITIL
  15. 15. Perceptions: ITIL Is it:  Bureaucratic?  Negative?  Yesterday’s news?  Process driven?
  16. 16. Perceptions: ITIL Or….  How IT is ‘done’  Contractually required  Millions of certified professionals  Common language
  17. 17. DevOps and ITIL together Strategy Design Transition Operation Improvement
  18. 18. Sluggish Organisations  Processes evolve over time  Errors lead to an increased desire for control  Metrics become meaningless  Process vision is lost
  19. 19. Perceptions: DevOps Is it:  JFDI?  Tech driven?  Dangerous?  Wild west?
  20. 20. Perceptions: DevOps Or…..  Exciting  Attractive  The future
  21. 21. The First Way: Flow  Understand the flow of work  Always seek to increase flow  Never knowingly pass a defect downstream
  22. 22. The Second Way: Feedback  Understand and respond to the needs of all customers – both internal and external  Shorten and amplify all feedback loops  Emphasize right to left feedback
  23. 23. The Third Way: Continual Experimentation and Learning  Allocate time for the improvement of daily work  Create rituals that reward the team for taking risks  Introduce faults into the system to increase resilience
  24. 24. Keep CALMS and DevOps Culture Automation Metrics Sharing Lean
  25. 25. Time for a Break... Next up:  Techniques for DevOps and Agile
  26. 26. Kanban for ITSM ►“Visual card” ►Toyota (TPS) ►Limit inventory & WIP ►Excess inventory = waste ►Time spent on excessive activities = waste
  27. 27. Kanban for ITSM Foundation: ►Start with your existing process ►Respect current roles and responsibilities ►Strive for continuous improvement ►Everyone is a leader Process principles: ►Visualize the workflow ►Limit WIP ►Pull work from left to right ►Monitor, adapt, improve
  28. 28. Scrum for ITSM 3 roles Product Owner Scrum Master Team Member 4 ceremonies Sprint planning Daily scrum Sprint demo Retrospective 4 deliverables ○ Product Backlog ○ Sprint Backlog ○ Burndown Chart ○ Potentially Shippable Product
  29. 29. Select your challenge 1. Design a Kanban board for an IT service team 2. How could you apply Scrum to ITSM (e.g. service planning, evaluation, CSI) 3. Which information/ practices would you bring from your support/ops towards dev?
  30. 30. DevOps and ITIL together Process = consistent way of doing repeatable tasks Ideal for automation
  31. 31. DevOps and ITIL together Process = free time to focus on the complex stuff Process = streamlined decisions
  32. 32. Agile ITSM  Traditional ITSM rollout methods don’t always work well  Apply Agile principles to ITSM design  Allow faster feedback  Get better at process integration
  33. 33. Agile ITSM: Change  Go back to first principles  Leverage automation  Examine the desired rate of change  Adapt change authorization, documentation etc.
  34. 34. Agile principles & ITSM ITIL® Practitioner’s 9 Guiding Principles Agile ITSM Manifesto
  35. 35. Selling DevOps  In groups of 4, identify potential risks (impediments) & opportunities when adopting DevOps in your organisation  Here’s some inspiration...
  36. 36.  Recommended reading: – The Phoenix Project – The Goal – Principles of Product Development Flow – Lean Startup  Contact details The End
  37. 37. Contact Details  Claire@itsm.zone  Twitter: @ClaireAgutter  Linkedin: Claire Agutter  Facebook: nope  dave.van.herpen@sogeti.com  Twitter: @daveherpen  Linkedin: davevanherpen  Facebook: dave.vanherpen

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