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ITIL4®next
What is in it for you?
• Diegem
• 28/5/2019
REMOTE
26/11/20
20
ITIL : Historic Overview
IT
Focus
Servic
e
Driven
Proces
s
Driven
Time
Infrastructur
e
Driven
02/2019
CONTROL
PROCESS
STABILITY
SERVICE
B
Internal Pressure External
Digital
Transformation
(by 2024 50% of the budget)
CONTROL
PROCESS
STABILITY
SERVICE
Business
The Digital…
“allways-on” Economy
Consumer
FLEXIBILITY
AGILITY
ITIL : Evolution
IT
Focus
Servic
e
Driven
Proces
s
Driven
Time
Technology
Driven
Value
Driven
• Digital Transformation
• Connected organisation
• Value streams
ITIL4
Focus : Customer Proximity
02/2019
FLEXIBILITY
AGILITY
ITIL4 Foundation
“Comprehensive guidance
for managing IT services
in a digital economy”
260
ITIL4 : Key Components
Everyone/thing is involved The organisation facilitates
Value creation
Everyone/everything is part
of the operating model
SVC Activities are supported
by 34 practices
Code of conduct is defined
using the guiding principles
8 @bloreboy@bloreboy
What is in it for you? (in 28/5/2019)
This
is
found
ation
mater
ial
It has
the
poten
tial
to
conn
ITIL4 : Core volumes (part 1)
Inclusive writing
144
210
172
170
Except Practices
Create, Deliver & Support
Drive Stakeholder Value
High Velocity IT
Direct, Plan & Improve
What is going on?
Do we understand?
Do we integrate?
What can we do better?
Do we create efficiently?
Are we ready?
VOCR
ITIL4 : Service Value Chain
The Operating Model
CDS in the Service Value Chain
Do we integrate?
Do we create efficiently?
Are we ready?
VOCR
How to create,
execute and support
in a fast
changing environment?
Understanding of the value streams in your service organisation..
CDS in a nutshell
Work as integrated service teams,
with a focus on the client,
doing the right things,
with a lean mindset, using technology to enable flow
Connect doing the things right, with like-minded
external parties
Service team Result in Self-organizing teams
Service team
What to expect from management?
Requires Servant Leadership
Leadership that is focused on the explicit support of people in their roles
Because they have a perfect understanding of the organizational needs
Service team People and their competences
Leader (L)
Administrator (A)
Coordinator/communicator (C)
Methods and techniques expert (M)
Technical expert (T)
High-level competencies
CAT
TMA
LCT
Examples*
*The position of the code means its relative importance
PRIORITIZING Work : Tier challenges
•Multiple queues, creating accumulated work-in-progress
•Multiple queues may increase the time it takes to get to the right person
•Work may “bounce” with multiple reassignments
•The team escalating the work, by definition does not have the right skills
•So essential information may not have been collected, and issues may be escalated
to the wrong team
•Some teams and groups can be overwhelmed
•Key specialists can become a bottleneck in the value stream
Swarming
PRIORITIZING Work : Swarming
•Single collaborative team, rather than tiered escalation
•Dispatch swarm –meets frequently to review incoming work
•‘Cherry pick’ quick solutions
•Validate correct information has been collected
•Backlog swarm –convened flexibly or periodically to review backlog
•Drop-in swarm –experts are continually available to front line staff
What is going on?
Do we understand?
Do we integrate?
HVIT in the Service Value Chain
What can we do better?
Do we create efficiently? Are we ready?
VOCR
How to enable IT
to act at business speed?
Create the digital enterprise..
HVIT in a nutshell
Digital
How to enable IT culture VUCA
Key Behaviors
HVIT Objectives
Valuable investments
Prioritisation
Cost of delay
Buy/hold/sell
MVP & services
Product or Service Ownership
A/B Testing
Fast development
Infrastructure as Code
Loosely coupled IS architecture
Reviews
Retrospectives
Blameless post-mortems
Continual Business Analysis
CI, CD, CD
Continuous Testing
Kanban
Resilient operations
Technical debt
Chaos Engineering
Definition of done
Version Control
AIOps
ChatOps
SRE
Value co-creation
Service Experience
Assured conformance
DevOps Audit Defence Toolkit
DevSecOps
Peer review
Valuable investments : MVP & services
Create enough to provide value quick.
Create more is:
Introducing delay
Opportunity missed
Waste
Valuable investments : A/B Testing
Time-limited experiment in which the old version and new version co-exist in different
groups before deciding .
Fast development : Kanban
Resilient Operations : Definition of Done
A checklist of agreed criteria for a proposed product or service.
DONE = When clients have achieved the desired outcome from consuming the service
What is going on?
DPI in the Service Value Chain
What can we do better?
How to assure
we remain
are fit for value?
Understand your digital enterprise
And mobilize it..
DPI in a nutshell
Key Concepts:
Organization Goals Cascade
Assure bidirectional communication
Key Concepts: Scope of Control
A person’s scope of control is the extent of the area(s) or
activities over which the person has authority to direct the
actions of others or define the required outcomes
We all have influence as well as control
• Scope of influence is wider than scope of control
• May need to find ways to influence things beyond our control
• Influence may be more effective and sustainable than simply commanding others
ORGANISATIONAL CHANGE MANAGEMENT
Purpose of organizational change management
• Win the hearts and minds of everyone involved in a change
• Reduce or remove resistance to change
• Ensure change is implemented and sustained successfully
• Transition people, teams, and organizations to a desired future state
Benefits of organizational change management
• Improvements are implemented smoothly with lasting benefit
• People understand the purpose of changes and how they will be affected
• People believe in the importance and the benefits of changes
It’s al about PEOPLE& effective communication
Do we understand?
DSV in the Service Value Chain
How to connect with
your consumers?
DID we understand?
Understand your
(potential) consumers
DSV essential : Customer Journey
Key Concept: Customer Journey
A customer journey is the complete end-to-end experience customers have
with one or more service providers and/or their products through the
touchpoints and service interactions with those service providers
HOW you deliver a service is as important as WHAT you deliver
Understanding every touchpoint and interaction is NOT enough
• You must take the journey yourself and understand the overall experience
When you understand the customer journey you can
• Maximize stakeholder value through co-creation
• Focus on experience, not just on outcomes
Key Concept: Moment of truth
• Is a key interaction or touchpoint
• Where user forms/changes their impression
• Only some interactions are moments of truth
• Every interaction is a potential moment of truth
• For example a service request that generates an impression of good service
• Can be positive or negative
• Can be changed from negative to positive by service provider behaviour
ITIL4 : Practices
https://www.axelos.com/my-axelos/my-itil
34 pdf’s (each +- 30 pages)
ITIL4 : Practices
A practice is a set of organizational resources designed
to perform work or accomplishing an objective
ITIL4 : Practice heat maps
ITIL4 : Practices processworkflow
ITIL4 : Wrapup
ITIL4 : Evolution or Revolution ?
ITIL
V2
Support & Delivery
Processes
ITIL
V3
Strategy,
Design…
Processes
Lifecyle
ITIL
4
Service Value Chain
Value Streams
4 dimensions
Service Value System
Practices
? Processes ?
ITIL4 : For you? Your organization?
It
depends…
If Digital Economy
If Digital Transformation
If Agile / Devops
If legacy oriented Think guiding principles
What’s next?
Next Generation ITSM simulation!
By GamingWorks
10/12/2020 @ 17.00 – 20.00
https://forms.gle/tXTyEV9EfuTWHPkDA
SURVEY Please
2021
RP
A
Complexity Thinking
Marketing
Devops
IT4IT
Management Mesh
If you have idea’s ….
If you want to participate:
info@itsmf.be
If you want to become a member
www.itsmf.be

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ITIL4 – 26.11.2020

  • 1.
  • 2. ITIL4®next What is in it for you? • Diegem • 28/5/2019 REMOTE 26/11/20 20
  • 3. ITIL : Historic Overview IT Focus Servic e Driven Proces s Driven Time Infrastructur e Driven 02/2019 CONTROL PROCESS STABILITY SERVICE
  • 4. B Internal Pressure External Digital Transformation (by 2024 50% of the budget) CONTROL PROCESS STABILITY SERVICE Business The Digital… “allways-on” Economy Consumer FLEXIBILITY AGILITY
  • 5. ITIL : Evolution IT Focus Servic e Driven Proces s Driven Time Technology Driven Value Driven • Digital Transformation • Connected organisation • Value streams ITIL4 Focus : Customer Proximity 02/2019 FLEXIBILITY AGILITY
  • 6. ITIL4 Foundation “Comprehensive guidance for managing IT services in a digital economy” 260
  • 7. ITIL4 : Key Components Everyone/thing is involved The organisation facilitates Value creation Everyone/everything is part of the operating model SVC Activities are supported by 34 practices Code of conduct is defined using the guiding principles
  • 8. 8 @bloreboy@bloreboy What is in it for you? (in 28/5/2019) This is found ation mater ial It has the poten tial to conn
  • 9. ITIL4 : Core volumes (part 1) Inclusive writing 144 210 172 170 Except Practices Create, Deliver & Support Drive Stakeholder Value High Velocity IT Direct, Plan & Improve
  • 10. What is going on? Do we understand? Do we integrate? What can we do better? Do we create efficiently? Are we ready? VOCR ITIL4 : Service Value Chain The Operating Model
  • 11. CDS in the Service Value Chain Do we integrate? Do we create efficiently? Are we ready? VOCR How to create, execute and support in a fast changing environment? Understanding of the value streams in your service organisation..
  • 12. CDS in a nutshell
  • 13. Work as integrated service teams, with a focus on the client, doing the right things, with a lean mindset, using technology to enable flow Connect doing the things right, with like-minded external parties
  • 14. Service team Result in Self-organizing teams
  • 15. Service team What to expect from management? Requires Servant Leadership Leadership that is focused on the explicit support of people in their roles Because they have a perfect understanding of the organizational needs
  • 16. Service team People and their competences Leader (L) Administrator (A) Coordinator/communicator (C) Methods and techniques expert (M) Technical expert (T) High-level competencies CAT TMA LCT Examples* *The position of the code means its relative importance
  • 17. PRIORITIZING Work : Tier challenges •Multiple queues, creating accumulated work-in-progress •Multiple queues may increase the time it takes to get to the right person •Work may “bounce” with multiple reassignments •The team escalating the work, by definition does not have the right skills •So essential information may not have been collected, and issues may be escalated to the wrong team •Some teams and groups can be overwhelmed •Key specialists can become a bottleneck in the value stream Swarming
  • 18. PRIORITIZING Work : Swarming •Single collaborative team, rather than tiered escalation •Dispatch swarm –meets frequently to review incoming work •‘Cherry pick’ quick solutions •Validate correct information has been collected •Backlog swarm –convened flexibly or periodically to review backlog •Drop-in swarm –experts are continually available to front line staff
  • 19. What is going on? Do we understand? Do we integrate? HVIT in the Service Value Chain What can we do better? Do we create efficiently? Are we ready? VOCR How to enable IT to act at business speed? Create the digital enterprise..
  • 20. HVIT in a nutshell Digital
  • 21. How to enable IT culture VUCA Key Behaviors
  • 22. HVIT Objectives Valuable investments Prioritisation Cost of delay Buy/hold/sell MVP & services Product or Service Ownership A/B Testing Fast development Infrastructure as Code Loosely coupled IS architecture Reviews Retrospectives Blameless post-mortems Continual Business Analysis CI, CD, CD Continuous Testing Kanban Resilient operations Technical debt Chaos Engineering Definition of done Version Control AIOps ChatOps SRE Value co-creation Service Experience Assured conformance DevOps Audit Defence Toolkit DevSecOps Peer review
  • 23. Valuable investments : MVP & services Create enough to provide value quick. Create more is: Introducing delay Opportunity missed Waste
  • 24. Valuable investments : A/B Testing Time-limited experiment in which the old version and new version co-exist in different groups before deciding .
  • 26. Resilient Operations : Definition of Done A checklist of agreed criteria for a proposed product or service. DONE = When clients have achieved the desired outcome from consuming the service
  • 27. What is going on? DPI in the Service Value Chain What can we do better? How to assure we remain are fit for value? Understand your digital enterprise And mobilize it..
  • 28. DPI in a nutshell
  • 29. Key Concepts: Organization Goals Cascade Assure bidirectional communication
  • 30. Key Concepts: Scope of Control A person’s scope of control is the extent of the area(s) or activities over which the person has authority to direct the actions of others or define the required outcomes We all have influence as well as control • Scope of influence is wider than scope of control • May need to find ways to influence things beyond our control • Influence may be more effective and sustainable than simply commanding others
  • 31. ORGANISATIONAL CHANGE MANAGEMENT Purpose of organizational change management • Win the hearts and minds of everyone involved in a change • Reduce or remove resistance to change • Ensure change is implemented and sustained successfully • Transition people, teams, and organizations to a desired future state Benefits of organizational change management • Improvements are implemented smoothly with lasting benefit • People understand the purpose of changes and how they will be affected • People believe in the importance and the benefits of changes It’s al about PEOPLE& effective communication
  • 32. Do we understand? DSV in the Service Value Chain How to connect with your consumers? DID we understand? Understand your (potential) consumers
  • 33. DSV essential : Customer Journey
  • 34. Key Concept: Customer Journey A customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those service providers HOW you deliver a service is as important as WHAT you deliver Understanding every touchpoint and interaction is NOT enough • You must take the journey yourself and understand the overall experience When you understand the customer journey you can • Maximize stakeholder value through co-creation • Focus on experience, not just on outcomes
  • 35. Key Concept: Moment of truth • Is a key interaction or touchpoint • Where user forms/changes their impression • Only some interactions are moments of truth • Every interaction is a potential moment of truth • For example a service request that generates an impression of good service • Can be positive or negative • Can be changed from negative to positive by service provider behaviour
  • 37. ITIL4 : Practices A practice is a set of organizational resources designed to perform work or accomplishing an objective
  • 38. ITIL4 : Practice heat maps
  • 39. ITIL4 : Practices processworkflow
  • 41. ITIL4 : Evolution or Revolution ? ITIL V2 Support & Delivery Processes ITIL V3 Strategy, Design… Processes Lifecyle ITIL 4 Service Value Chain Value Streams 4 dimensions Service Value System Practices ? Processes ?
  • 42. ITIL4 : For you? Your organization? It depends… If Digital Economy If Digital Transformation If Agile / Devops If legacy oriented Think guiding principles
  • 44. Next Generation ITSM simulation! By GamingWorks 10/12/2020 @ 17.00 – 20.00
  • 45. https://forms.gle/tXTyEV9EfuTWHPkDA SURVEY Please 2021 RP A Complexity Thinking Marketing Devops IT4IT Management Mesh If you have idea’s …. If you want to participate: info@itsmf.be If you want to become a member www.itsmf.be