Doesn’t it feel like ITSM and DevOps represent completely different approaches? ITSM has the baggage of slow and tedious ITIL-inspired processes. On the other hand, DevOps’ obsession with automation makes some organizations skeptical about whether it would really work for them. So which one is better? The new ITIL 4 framework attempts to bridge this gap with new principles. And (spoiler alert!) DevOps is more about culture than automation. Before you reach for Atlassian or 3rd party products, you owe it to yourself to get grounded in the cultural aspects of managing enterprise IT. Join this session with two of Atlassian’s IT and DevOps experts to learn 5 practical recommendations for high-velocity IT teams, inspired by a blend of DevOps and ITIL 4 practices.

1. Can DevOps and ITSM
be BFFs?
IAN BUCHANAN | DEVELOPER PARTISAN | ATLASSIAN | @DEVPARTISAN
PAUL BUFFINGTON | PRINCIPAL ITSM SOLUTION ENGINEER | ATLASSIAN | @SERVICE_NINJA

2. Act 1
The conflict
DevOps by the book
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

3. Cassidy James Blaede (Unsplash)

4. Cassidy James Blaede (Unsplash)Cassidy James Blaede (Unsplash)

5. Unsafe at any speed…. dan carlson (Unsplash)

6. ITSM:
Hard labor in the data center
Fritz Lang, Metropolis (IMDB)

7. Worked fine in Dev ….. Ops problem now
Photographer; Source (example.flickr.com)

9. Act 2
The conflict
DevOps by the numbers
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

10. Business opportunity exists
in the gap between lowest and highest performers
7x
lowerchangefailure
rate.
2,555x
shorterlead
times.
20%
lesstimeon
unplannedwork.
2,604x
fasterrecoveries
fromfailures.
StateofDevOpsReport(2018)
https://cloudplatformonline.com/2018-state-of-devops.html
46xmorefrequentdeployments

11. STATE OF DEVOPS REPORT
CONNECTS BUSINESS PERFORMANCE TO TECHNICAL PRACTICES
Performance Culture Practices

12. ATLASSIAN TEAM PRINCIPLES
Performance
Culture
Practices
teams

13. ATLASSIAN TEAM PRINCIPLES
Performance
Culture
Practices
teams

14. any IT leader who focuses on
demonstrating value is simply wasting
company resources; IT leaders should
direct all their focus to delivering value.
MARK SCHWARTZ
- A SEAT AT THE TABLE: IT LEADERSHIP IN THE AGILE OF AGILITY

15. DevOps isn’t about
automation, just as
astronomy isn’t
about telescopes.
CHRIS LITTLE

16. Bureaucratic
(Rule-oriented)
Modest cooperation
Messengers neglected
Narrow responsibilities
Bridging tolerated
Failure leads to justice
Novelty leads to problems
Westrum Organizational Model
Generative
(Performance-oriented)
High cooperation
Messengers trained
Risks are shared
Bridging encouraged
Failure leads to inquiry
Novelty implemented
Pathological
(Power-oriented)
Low cooperation
Messengers “shot”
Responsibilities shirked
Bridging discouraged
Failure leads to scapegoating
Novelty crushed

17. Bureaucratic
(Rule-oriented)
Modest cooperation
Messengers neglected
Narrow responsibilities
Bridging tolerated
Failure leads to justice
Novelty leads to problems
Westrum Organizational Model
Generative
(Performance-oriented)
High cooperation
Messengers trained
Risks are shared
Bridging encouraged
Failure leads to inquiry
Novelty implemented
Pathological
(Power-oriented)
Low cooperation
Messengers “shot”
Responsibilities shirked
Bridging discouraged
Failure leads to scapegoating
Novelty crushed

18. Performance
Culture
ATLASSIAN TEAM PRINCIPLES
Practices
teams

19. Act 3
The conflict
DevOps by the book
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

20. Batching changes
Single-piece flow with
continuous integration and
trunk-based development
instead of
batching to fit change windows

21. Architecture coupling
Target loosely-coupled architecture
instead of
taking high-coupling as a given

22. Deployment
Single-click to deploy
instead of
many human steps

23. Quality control
Continuous automated testing
instead of
mostly manual testing

24. Database
Integrated database changes
instead of
DBA-gated changes

25. Security
Early involvement with security
instead of
post-hoc security reviews

26. Observability
Proactive monitoring and alerting
instead of
reactive problem detection and resolution

27. Audit trail
Version control as audit trail
instead of
tickets and documentation

28. Audit trail
Version control as audit trail
instead of
tickets and documentation

29. ITIL 4

30. Act 4
The conflict
DevOps by the book
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

31. ITIL 4 SERVICE VALUE SYSTEM
Source: ITIL® Foundation: ITIL 4 Edition, Figure 4.2, The ITIL service value chain

32. A high-performance strategy…
enables an organization to consistently
outperform competing alternatives over time…
focused on what needs to be done across the
organization to facilitate value creation.
ITIL 4 FOUNDATION GUIDE

33. ITIL 4 GUIDING PRINCIPLES
teams
Culture
Start where you are
Progress iteratively with feedback
Collaborate and promote visibility
Keep it simple and practical
Focus on value
Optimize and automation
Think and work holistically

34. Atlassian team-centric
Performance
Culture
Practices
teams

35. ITIL 4 PRACTICES
teams
Practices
General
Service
Technical

36. ITIL 4 PRACTICES
General
Management
Practices
Service
Management
Practices
Technical
Management
Practices
14 practices 17 practices 3 practices
teams

37. ITIL 4 PRACTICES TO START WITH
General
Management
Practices
Service
Management
Practices
Technical
Management
Practices
• Continual improvement
• Project management
• Knowledge management
• Service desk
• Request management
• Incident management
• Change control
• Deployment management
• Software development
teams

38. - Continual improvement with retrospectives
- Agile project management
- Knowledge management to empower team culture
- Customer-centered service desk and request management
- Adaptive incident management
- Streamlined change control through automation and collaboration
- Continuous delivery for deployment management
- Closing silos between software development and operations teams
ITIL PRACTICES FOR HIGH-VELOCITY TEAMS
teams

39. Act 5
The conflict
DevOps by the book
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

40. Continual improvement
with improvement kata & retrospectives
continual improvement is a core skill for IT
organizations
improvement kata and retrospectives help teams
start where they are and progress iteratively

41. Project management
using agile workflows
requirements are uncertain and likely to evolve
rapidly over time, as business needs and priorities
change
speed of delivery better correlates with
performance than the precise definition of
requirements

42. Knowledge management
with an open, knowledge-centric culture
knowledge is instrumental to helping teams
make better decisions faster
knowledge becomes powerful by sharing so
that it is no longer an individuals knowledge,
it is a communities knowledge

43. Service desk
Request management
with an outside-in approach
focus on providing valuable services,
not on cutting costs
enable self-service with new cloud APIs

44. Incident management
Problem management
blended with a team-centric approach
swarming drives down resolution times
blend incident and problem
management for higher performance

45. Change control
focused on delivering value faster while protecting
the business from the adverse effects of change
failure
‘In high-velocity organizations, … common practice
to decentralize change approval, making the peer
review a top predictor of high performance.’

46. Deployment management
transforming change control
and release management with
deployment management
automate change deployment with
configuration management tools
make deployments safe by separating release
from deployment (blue-green deployments,
feature flags)

47. Software development
breaking down silos between
software development and operations
build cross-functional collaboration
use the same tools
embrace concepts of continuous
improvement and learning

48. Act 6
The conflict
DevOps by the book
Practical DevOps
ITIL 4 by the book
Practical ITSM with ITIL
Conclusion

49. Zen Hu (Unsplash)Cassidy James Blaede (Unsplash)

50. We believe behind every great human achievement, there is a team.
Our mission is to unleash the potential of every team.
OUR MISSION

51. Join the conversation
Learnmore:
atlassian.com/itil4-wp

52. Thank you!
IAN BUCHANAN | DEVELOPER PARTISAN | ATLASSIAN | @DEVPARTISAN
PAUL BUFFINGTON | PRINCIPAL ITSM SOLUTION ENGINEER | ATLASSIAN | @SERVICE_NINJA