Last year in May, where we could do what we liked and Covid19 was not even a word, the itSMF organized an event to review ITIL4 and how it positioned itself in the agile service management world. For those who joined, I said that all the information shared was based on the ITIL4 foundation input. Since then, a lot has happened. Also in the world of ITIL4. Axelos released 4 more specialist and strategist titles and 35 practice titles. It gave the possibility to revisit the initial understanding, challenge it and extending it to the level I am at today. I also said that when time is right, I would share my insights. So if you want that in depth review of how Axelos has reinvented ITIL and how for me, this evolution of ITIL is as disruptive as the market we are in today, mark in your agenda : 26th of November from 17:30 until 19:00 What can you expect from this indepth session on ITIL4? We will start off with a short recap of the foundation, so even people not really familiar with the basic ins and outs can follow the session. After that introduction, the 4 core volumes added as part of the managing professional will be reviewed and connected to the ITIL4 operating model. We will investigate how each of the volumes adds tools and guidance, allowing a service driven organisation to become the best version of itself. Personally it has been a discovery journey which took and still takes time to grasp the potential. I hope that by the end of the session, some of the insights might be of use in your own service management evolution journey. Eddy Peters

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 .

25. Fast development : Kanban

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

36. ITIL4 : Practices
https://www.axelos.com/my-axelos/my-itil
34 pdf’s (each +- 30 pages)

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

40. ITIL4 : Wrapup

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

43. What’s next?

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