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All hail the service (online version)



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All hail the service (online version)

  2. 2. What I promised to cover Service managers, operations managers, service desk managers, architects, engineers, programme managers, project managers, business analysts. Unless we all orient around the service, as a team of peers, we are not going to be able to deliver value to the digital enterprise. In this session Paddy Baxter, a veteran in IT architecture and IT service management, will attempt to disrupt traditional thinking to show how the service construct can be used to bring us together as a service team, where accountability and responsibility for value delivery is much more closely aligned than is the case today in many organisations.
  3. 3. MY PROPOSITION FOR TODAY • The service is the key concept/structure of the digital age. • Teams and organisations must be service oriented. • And OK … it’s not easy … but it is necessary!
  4. 4. Introductions Who am I? • Paddy Baxter • An IT architect – solution, messaging, identity, infrastructure, service, enterprise, digital • Very curious about complex adaptive systems • Iasa & itSMF • My core model is Service Oriented Architecture … for teams and organisations … it’s a fractal thing • What or who is DigitalAge Architects?
  5. 5. Agenda • Services vs. Products • Definition of a Service • Some Key Design Principles • The ServiceTeam (orTeam as a Service) • The Need for New Org Structures • Are you with me!!?? • Charge!
  6. 6. Products vs. Services Industrial vs. Digital INDUSTRIAL AGE PRODUCT ORIENTED on/Heritage/TheEvolutionOfMassProduction • Mass produced • Standardised • Production Line • Waterfall • Transaction Oriented Relationship
  7. 7. Products vs. Services Industrial vs. Digital DIGITAL AGE SERVICE ORIENTED • Mass produced • Standard platform allowing high levels of customisation • Deep integration of software • Agile delivery model • Incremental improvements • Service oriented relationship
  8. 8. Products vs. Services PRODUCTS • No software or software added afterwards • High capital outlay up front – didn’t have to be great • Hard to change once made • So had to be built right first time • Built by product oriented org structures (see Conway’s Law) SERVICES • Deep software integration • Low capital outlay • Continuous change based on feedback loop • Minimum viable product approach – focus on quality and customer fit • Built by service oriented orgs • Structural changes required
  9. 9. Digital Age Teams Conway's Law is an adage named after computer programmer Melvin Conway, who introduced the idea in 1968. It concerns the structure of organizations and the corresponding structure of systems (particularly computer software) designed by those organizations. In various versions, Conway's Law states: • Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations. • If you have four groups working on a compiler, you'll get a 4-pass compiler. Or more concisely: • Any piece of software reflects the organizational structure that produced it. Conway's Law - Caltech Engineering Design Research Laboratory
  10. 10. We live in time of structural change to large human systems
  11. 11. An aside … What is Panarchy? Panarchy is a conceptual framework to account for the dual, and seemingly contradictory, characteristics of all complex systems – stability and change. It is the study of how economic growth and human development depend on ecosystems and institutions, and how they interact. Panarchy -The Sustainable Scale Project
  12. 12. So services are important … So what is a service really? • “The action of helping or doing work for someone” – Google • “A means of delivering value to customers by facilitating outcomes customers want to achieve, but without the ownership of specific costs and risks.” – ITIL© • “A Service presents a simple interface to the requester that abstracts away the underlying complexity acting as a black box.” -Wikipedia – definition of SOA • “Services in microservice architecture (MSA) are processes that communicate with each other over a network in order to fulfill a goal” - Wikipedia - Definition of a Microservice
  13. 13. Service Models – The Business Model Canvas “A global standard used by millions of people in companies of all sizes.You can use the canvas to describe, design, challenge, and pivot your business model. It works in conjunction with theValue Proposition Canvas and other strategic management and execution tools and processes.”
  14. 14. Service Model – Service Canvas - Tom Graves FromTom’s great blog (just a taster): Services and Enterprise Canvas review – Introduction Services and Enterprise Canvas review – 1: Core
  15. 15. Some of Tom’s key points • a service is a means via which someone’s or something’s needs are served • everything in the enterprise is or represents or implies a service • service-relationships and structures are often fractal and recursive, with services clustered together to provide broader or more abstract services • to make sense of services, it’s all but essential to think fractal, not linear • affordances – ‘unexpected services’ – arise from the ways in which the capabilities that underpin services may be re- used in or for other services • a platform is a cluster of related services used as a base for affordance of other services • what services act on, and deliver, may take many forms, including physical ‘things’, virtual information, relational links between people, or an aspirational sense of meaning or purpose • to make sense of a service, we also need to explore themes such as service-contract, service-policy, service-level, service-guarantee, service-status and service-completeness • without adequate verification of service-completeness, a service may fail, or deliver a ‘disservice’ or ‘anti-service’, destroying value rather than creating value Taken from :
  16. 16. Fractal Models • A service can be made up of another service, recursively. • An complex adaptive system can be modelled as a fractal, network structure
  17. 17. The Anatomy of a Digital Service Deep dive
  18. 18. Digital Age Service Process Mapping Service Strategy ServiceTransition Service Operations CSI Service Design
  19. 19. Digital Age Service Team Can we map traditional roles to service construct? Auditor EXEC Manager BRM/BA SDM IT Finance Architect Dev/Test/PM Buyer Architect SDM IT Finance CFO Shareholders?
  20. 20. Digital Age Service Team Can we map traditional roles to service construct? Auditor EXEC Manager BRM/BA SDM IT Finance Architect Dev/Test/PM Buyer Architect SDM IT Finance CFO Shareholders? Here’s my first attempt at this. It’s not perfect but it’s an interesting exercise …
  21. 21. Service Beneficiaries? Many stakeholders – incentives must continuously managed! Digital Age Service Show me the money! Customers? Obviously (you’d think) DeliveryTeam (definitely) Management – indirectly usually as part of bigger picture Suppliers Required in long term
  22. 22. Digital Age Service Team • All the pieces exist today (kind of) • Service Strategy • Management and management support functions (finance, architecture, HR etc.) • Service Design • Architects, BRMs, BA’s, IT Procurement • ServiceTransition • Developers, Engineers, Project Managers,Testers • Service Operation • Service Delivery Managers, Service Desk Manager, Level 1/2/3 Support • CSI • Audit, Compliance, Enterprise Architecture … • So surely we have service oriented execution already?Yes and no. • The challenge is that they have to operate in org structures from the industrial age.
  23. 23. Industrial Age Org Structures • Hierarchical • Function oriented • Stability oriented • Accountability and responsibility misaligned • Job descriptions not connected to real world
  24. 24. Digital Age Org Structures • Network • Service oriented • Dynamic • Agile • Accountability aligned with responsibility
  25. 25. Mgr Arch BRM BA Dev SDM Audit FIN What might this look like? Exec Service 1 Service 2 Service 3 Service 4 Service 5 Service 6 Service 7 Service 8 Roles not people
  26. 26. New ways of working needed as well • MSFTeam Model – June 2002 “The MSF team model was developed over a period of several years to compensate for some of the disadvantages imposed by the top-down, hierarchical structure of traditional project teams. “ • KeyTeam ModelValues • Clear Accountability, Shared Responsibility • EmpowerTeam Members (“Team of Peers”) • Focus on BusinessValue • Stay Agile, Expect Change • Foster Open Communications • Worth checking it out for tips and tricks on building a digital age, service oriented team … some imagination required though!
  27. 27. Easy peasy then? • Org changes are the hardest thing to do in any organisation • Service oriented orgs redistribute power – that will be resisted • Distribution of value to beneficiaries may change (or at least become more transparent) – that will be resisted • So not easy … but it has to happen for most organisations if they want to survive in the Digital Age. • We’re still working out new ways of doing this – there is no blueprint (yet), so try and drive change via small experiments (see Popcorn Flow for one way to do this).
  28. 28. But there is a way … (I think) • Organisations are made up of teams • Teams exist to do stuff for someone (don’t they) • What if you thought of your team as a service? • Who are your customers? • Do you treat them as customers? • Who are your suppliers? • Do you treat them as supplier? • Are you aligned to wider strategy? • Are you being a good citizen from a costs and benefits perspective? • Small changes at the team level can have a ripple effect that could change the organisation.
  29. 29. MY PROPOSITION FOR TODAY – HAVE I CONVINCED YOU? 1. The service is the key concept/structure of the digital age. 2. Teams and organisations must be service oriented. 3. And OK … it’s not easy … but it is necessary
  30. 30. And just remember one last thing All hail the service!
  31. 31. If you would like to hear more let me know. Paddy Baxter Principal Consultant Digital Age Architects

Editor's Notes

  • Put services at the heart of everything you do and you won't go too far wrong.
  • Put services at the heart of everything you do and you won't go too far wrong.
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