Creating Enterprise Agility through Lean Service Management & DevOps
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The document summarizes key points from an ITSM DevOps conference presentation on enabling enterprise agility through lean service management. It discusses accelerating areas like knowledge management, asset management, change management, release management and requirements management. It also discusses "leaning out" IT by rethinking areas like language, increasing automation, using agile infrastructure, implementing smaller more frequent releases, and employing balanced distributed governance. The presentation provides examples of how traditional ITSM can be transformed to an agile model and emphasizes the need to "fly, don't crawl" in digital transformation.
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Creating Enterprise Agility through Lean Service Management & DevOps
- 1. #b20Con ITSM DEVOPS CONFERENCE ENTERPRISE AGILITY THROUGH LEAN SERVICE MANAGEMENT MATT HOOPER ITSM EVANGELIST, LANDESK
- 2. When a resource becomes essential to competition but inconsequential to strategy, the risks it creates become more important than the advantages it provides. - Nicholas Carr Harvard Review Editor The Digital Enterprise https://hbr.org/2003/05/it-doesnt-matter #b20Con
- 4. The ability to digitally reimagine the business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and invent the new. Strategy, not Technology, Drives Digital Transformation MIT SLOAN Management Review http://sloanreview.mit.edu/digital2015 #b20Con
- 5. WHATâS Driving Digital Transformation? 45% - Grow Revenue 25% - Create better Customer Experiences vs. 2% Improve decision making through better analytics 4% Achieve Cost Savings (Source: Digital IQ Survey 2015 PWC) #b20Con
- 6. WHOâs Driving Digital Transformation? How organization defines Digital Strategy CIO CMO Synonymous with IT 41% 29% Customer-facing technology activities 33% 49% Technology innovation- related activities 50% 62% Source: PwC, 2015 Global Digital IQÂŽ Survey; Base: 1,988 Q: How does your organization de ne digital? Select up to two statements that best describe your company. #b20Con
- 7. 10 Attributes of Organizations with a Digital Focus1. CEO Champion for Digital 2. Digital leader sets the strategy and gets staff on board 3. DS agreed at C-Level 4. Business & DS shared company wide 5. Actively engaged in innovation 6. Digital investments primarily for competitive advantage 7. Data drives business decisions 8. Proactive plan for security & privacy risks 9. Multi-year digital roadmap 10. Consistently measure ROI of digital investments #b20Con
- 10. 5 Acceleration Areas 1. Knowledge 2. Assets 3. Change 4. Release 5. Requirements / Feedback #b20Con
- 11. Agile Knowledge Management Traditional ITSM ⢠Create Response Models and Troubleshooting scripts ⢠Knowledge Articles â Edited / Approved / Published ⢠IT Creates & Manages Centrally Knowledge Agile ITSM ⢠Standard & Case ⢠KCS Based â Knowledge Artifacts ⢠Real-time, Ranked relevancy ⢠Peer Knowledge ⢠Decentralized #b20Con
- 12. Agile Asset Management Traditional ITSM ⢠Asset tracking starts with request ⢠Assets purchases are tracked by purchasing ⢠Asset tracking is manual ⢠Asset information is updated in the CMDB by release teams Agile ITSM ⢠Tracking starts in Project ⢠Purchasing uses B2B connections for asset acquisitions ⢠Asset status tracked real-time ⢠Asset inventory leveraged by CMDB (not replaced) #b20Con
- 13. Agile Change Management Traditional ITSM ⢠Changes are categorized by risk ⢠Changes are put into large Service Design Packages ⢠Changes require Approval Boards ⢠Changes are managed outside of Project Agile ITSM ⢠Risk is decentralized to functional expert ⢠Change scope is reduced; smaller more frequent ⢠Changes pushed to standard ⢠Changes integrated with project #b20Con
- 14. Agile Release Management Traditional ITSM ⢠Release is a project ⢠Release encompasses multiple phases such as build, test, train, deploy ⢠Releases are larger and complex ⢠Releases are managed manually Agile ITSM ⢠Release is operationalized ⢠Releases have 2 phases â Build/Run ⢠Releases are small & frequent ⢠Releases are managed automatically #b20Con
- 15. Agile Requirements Management Traditional ITSM ⢠Highly structured relationship management ⢠Based on defined Agreements ⢠Heavily defined through CSF & KPIâs ⢠Elicited through surveys & Meetings Agile ITSM ⢠Unstructured and collaborative ⢠Based on targets ⢠Defined through testing and trial ⢠Measured through analytics and real-time quality scores #b20Con
- 17. 5 Areas to Lean IT out 1. Language 2. Automation 3. Agile Infrastructure 4. Smaller releases 5. Collaborative Governance #b20Con
- 18. Speaking a New Language Traditional ITSM ⢠Customer â anyone not in IT ⢠PMO, Development, Ops â 3 different groups ⢠IT & the Business ⢠IT Projects ⢠Service Provider Agile ITSM ⢠Company has 1 customer and they donât work here ⢠IT is not a department but a capability ⢠IT is the business ⢠Only business projects ⢠IT enables the Digital Strategy of the organization #b20Con
- 19. Fool with a Tool is better than a Fool with a Pen Traditional ITSM ⢠Heavy focus on human reviews of process: â Change â CAB â Request â Asset â Manual code builds â Manual testing â Manual deployment Agile ITSM ⢠Heavy focus on framework of automation: â Change approval pulls trigger â Request self-service â Asset B2B connectors â Automated build package / test / release â Real-time monitoring #b20Con
- 20. Software Defined Infrastructure Traditional ITSM ⢠Processes built for manual configuration changes: â A server deployment â A network change â Storage / Memory / CPU ⢠Tracking based on manual intervention â Release update CMDB Agile ITSM ⢠Process built for automation: â Change defined with âTo Beâ Config â Approval schedules Change â Automation pushes change & Updates CMDB #b20Con
- 21. Smaller more Frequent Releases Traditional ITSM ⢠Major Changes are Planned through PMO ⢠Waterfall SDLC is utilized to create change ⢠Stacked sets of functionality are published in a major release ⢠Incidents and outages are a detangling effort Agile ITSM ⢠Major Changes are Planned through ITSM ⢠Small sprints of code are utilized to create change ⢠Immediate validation is monitored and reported ⢠Impacts are quickly isolated and roll-back is performed if needed #b20Con
- 22. Balanced & Distributed Governance Traditional ITSM ⢠Use teams to reduce risk ⢠Use meetings to improve quality ⢠Use reports to determine success ⢠Use email to communicate outages ⢠Use Excel for audits Agile ITSM ⢠Use data to reduce risk ⢠Use monitoring to improve quality ⢠Use feedback to determine success ⢠Use collaboration tools to communicate outages ⢠Use automated tracking in ITSM suite for audits #b20Con
- 24. LANDESK SOFTWARE CONFIDENTIAL Requirements Build Test Incident Release Operate Resolve Whatâs Needed Whatâs broke Whatâs Changing & by who Who is using Whatâs not working How did we fix it Project Management Source Control Test Management Email Event Management Incident Management Knowledge Management ? Pray Whatâs Connected WATERFAIL Methodology #b20Con
- 25. LANDESK SOFTWARE CONFIDENTIAL Service Health System Enterprise Service Model Why Needed Requirements Build Test How Connected What Could break Enterprise Knowledge Incident Release Operate Resolve Who is impacted Whatâs changing How we improve Enterprise Service Model for ITSM & DevOps #b20Con
- 26. S e r v i c e M a n a g e m e n t Service Operation - S u p p o r t - M a i n t e n a n c e C h a n g e I n n o va t i o n M a n a g e m e n t R e l e a s e C o n f i g P M E A D e m a n d A u t o m a t i o n V a l i d a t i o n O p p o r t u n i t y I d e a t i o n Service Management & Innovation Management #b20Con
- 27. 5 areas to accelerate 1. Knowledge 2. Assets 3. Change 4. Release 5. Requirements / Feedback 5 areas to ârethinkâ 1. Language 2. Automation 3. Agile Infrastructure 4. Smaller releases 5. Collaborative Governance Review #b20Con
- 28. #b20Con ITSM DEVOPS CONFERENCE Thanks for coming! Let us know what you thought!
Editor's Notes
- In his 2003 article for the Harvard Business Review entitled: IT Doesnât Matter, Nicholas Carr depicted the usage of IT to be much like the rail system, cargo transportation, and telephone / telegraph infrastructure. That certain underpinning technologies were better served as a utility service. A shared service, even amongst competitors, provided to many companies. He stated that ultimately the commoditization of IT would lead to companies offering IT as a fee-based service over the internet. He said this in 2003. In 2003 â Amazon was still just a book store. Itâs web services were not launched until 2006. In 2015 Amazon made 2.1B off its web services, and is the largest cloud platform in the market. Interestingly their market cap last year passed Walmarts at $247B Amazon, Netflix, Uber, are excellent examples of companies who focused on a Digital strategy to not only grow but to outright disrupt their marketspaces.
- Transformation is not simply operating differently. Transform comes from the Greek word Metamorpho âo. This is the same root word from which we get the word metamorphosis. Whatâs interesting about a caterpillar turning into a butterfly, is that a caterpillar doesnât simply sprout wings. In itâs cocoon state, the innards of the caterpillar actually liquefy to reposition themselves for flight. Upon emerging, not only does the caterpillar look different, it completely sees itself, its abilities and the opportunities around it differently. The thought of slowly crawling from leaf to leaf is absurd to the butterfly. It simply steps off the ledge and flies. Stock photo ID:35207142
- So what does having a Digital Strategy have to do with IT Service Management. ITSM is all about improving and maturing. Companies that have a culture of Digital Business Transformation have proven to be more mature, more stable and able to handle business risks with greater Agility.
- What do you think most CIOâs are focused on? What do you think most CMOâs are focused on?
- The majority of spending (68%) is now coming from budgets outside of ITâs, a significant increase from 47% the prior year. In Central and Eastern Europe (73%) and North America (71%), an even greater share of spending is happening outside of the CIOâs control. And just whoâs ultimately responsible for investments also has changed, with the CEO (34%) at the forefront, followed by the CIO (27%), the CDO (14%), and the CFO (13%). CIOs in North America and Western Europe are more likely to be responsible for digital investment, while in the Middle East it is CDOs.
- Taking a quick look at the attributes that of successful organizations that have a clear Digital Focus. Itâs easy to see that the Chief Digital Leader is
- The greatest challenge every CIO will face over the next decade is executing on their digital transformation strategy. Â Transforming cultural norms, processes and intelligence into a secure, mobile digital ecosystem requires a set of skills that will require how IT sees itself, how it views itâs Abilities and how it view the opportunities around IT. We are talking about a whole new level of Organizational Change Management. Many in IT will not be able to make this transition. However, I believe that ITSM professionals are exactly the right organization to take the lead in the Digital Transformation. We in ITSM have been fine tuning for the last decade, key skills focused on changing behaviors. Our own efforts of Continual Service Improvement (CSI) have forced us to leverage digital solutions for tracking assets, managing change, capturing knowledge. Like that butterfly the thought of using email or spreadsheets to track requests is absurd to us, we simply step off the ledge and use our digital request management platform to take us to the next leaf. However, some of us in ITSM are a bit stuck and resisting the agile service management methods we have available to us. Modern ITSM methods demand social, mobile, big data and responsive design to eliminate waste and increase effectiveness.
- IT Caterpillar is going to get eaten by the CMO bird if they donât change into a butterfly soon. Stock photo ID:77160639
- Letâs look at 5 areas where Service Management that supports Digital Transformation needs to become more Agile.
- One of the first areas Agile organizations gain improvements is in increasing the creation of knowledge based on real-time actions. Recording project notes and meetings minutes into a system that is accessible by development and operations staff. Leveraging those project notes into change and release packages that can be queried and contextualized. These notes then can be associated to system records and business functions for easy search by analysts and end-users. Artifacts are collaborative and discussions happen in a system, not in email.
- Asset Management is an area where huge inefficiencies are created by ITâs lack of digital management. Having a multi-year digital strategy will mean an outlining of architecture and standards, as well as BYOD & Cloud options. The tracking of the asset starts with the project of bringing on a new technology asset, or enabling the usage of that asset. The approval process is then defined and automated reducing the multiple approvals assets get from requesting to buy, to spending, installing and deploying into production.
- When Knowledge and Asset management are leveraging agile methods and a digital strategy, change management can now move faster. Knowledge about assets are more easily evaluated by functional owners. Asset approval for change has already been considered and captured as part of the project approval. The job of Change management is now streamlined into logistics and coordination. Since the changes are smaller itâs easier for the change manager to interface with functional owners on scheduling and risk, freeing up the CAB to be more reflective on total business impact and business project conflicts like M&A activity, new marketing initiatives, audits, or other disruptive initiatives.
- Speed and quality! That is the name of the game when it comes to an IT organization being Agile. Releases are where the IT organizations truly demonstrates its ability to respond. One of the greatest differences in an Agile ITSM organizations is that project and portfolio management are not part of a separate group from IT Service Management. PPM is simply a mechanism within the IT service framework. Running project is how IT Service Management delivers large requests or significant changes. Projects are the vehicle that drives assets down the road of whatâs needed to improve a business outcome. However, itâs purpose is shifted from planning and preventing, to executing and learning. Project methodologies are dictated by the demand, risk & benefit⌠not by the certification held by self-empowered glorified admin. Not that I have any strong opinions on that.
- Digital marketers have taken the lead on understanding user behavior. IT can learn tremendously about how marketers build requirements and feedback through the âvoice of the customerâ experience. Now I donât call internal partners and associates customers, but the lessons are still applicable. Having feedback capabilities in corporate applications that allow for comments, complaints, suggestions, is critical to listening. Running usage analysis such as webtrends or google analytics on internal applications is also critical. Particularly for your IT Self-Service system. Providing simple survey actions like 1-5 starts or smile/stale/frowny faces as a feedback vs. lengthy surveys will increase the sample set you need to provide accurate and reflective focus for improvements. Of course we donât need users to experience the user experience. Synthetic end user monitoring tools that simulate business processes, test for page response and pages component breakdown analysis, provide rapid feedback for review.
- Addressing those 5 areas is only the beginning. I call that more mutation than transformation. While itâs an improvement and will make IT faster, it is not getting IT to think different, feel different. Like that Caterpillar, we need to liquefy our innards, and re-think who and what we are. Stock photo ID:7936996
- Enterprise Opportunities: - Language â stop differentiating between business and IT, development and Operations, and for gods sake donât call internal associates Customers - Eliminate Manual Tasks⌠Provide systems that allow end-users to provision safely, easily, autonomously. Provision Infrastructure through Code⌠Software defined configuration, deployed through automation Reduce Configuration Changes from Large complex changes to iterative simple releases that are designed, tested, released and monitored through enterprise management tools Through design and deployment tools tracking can be managed at a micro level. This level of awareness provides the foundation for dynamic collaborative governance and eases the burden of meeting compliance and regulatory demand.
- Slide 6 was an intentional slide. The Marketing Organization is becoming the custodian of the Digital Strategy for many organizations, and frankly rightly so. They get that the Digital Strategy is the business. They focus on the âreal customerâ They donât use isolating language like IT does. They never consider themselves a service provider. They are enabler of revenue, of which you feed your family. Youâre welcome. So if you think like a Catepillar⌠youâll be a Catepillar. If you think you are a servie provider... Youâll be a service provider, and the CEO has not time to waste on crafting the Digital Strategy with you. Time to start thinking youâre a butterfly.
- A Catepliiar tastes with itsâ mouth. A little too late when it eats something nasty. A butterfly though tastes with itâs antennae. This allows a butterfly to determine something is bad tasting long before it enters its mouth. Early detection of nasty is a good thing. Automating the wrong business process gets you to the wrong result faster. You better believe it. But I would rather get to the wrong result in 3 weeks through automation, then wait for 6months of documentation, opinion & configuration to find out⌠âthatâs not what we wantedâ. Listen, hate to break it to you, but youâre a control freak. Know you are... But itâs OK. We want control. A butterfly flies with exceptional control. But they trust their wings. Your focus on getting requirements right, over-thorough testing, and large Change Advisory board meetings may have stopped the hemorrhaging of failed implementations, but itâs stifling your competitive abilities. It may have also opened up even greater risks as line of business mangers move proprietary code, backup copies of customer records and other data to some invalidated cloud platform as a way to move around your slow process. Tuning automation is much easier than tuning ad-hoc human behavior
- When the Caterpillar runs out of leaves on one tree, it doesnât think about crawling back down the trunk and up to the next tree. It motions itâs wings and moves. The grace and agility is beautiful to watch and peaceful. Thatâs because its wings have been specially designed to interlace. They shrink and scale without effort through lightweight interconnections. An agile infrastructure achieves the same ability. Through lightweight interfaces more memory, more network capacity, less storage, less cpu can easily be designed to shrink and scale as determined through real-time monitoring. This automation will keep the Configuration Management System up to date in real-time so that cost accounting can be fully managed.
- Caterpillars have exceptionally simple eyes called (ocelli). They can barely see at all, basically telling the difference between dark and light. Butterflies on the other-hand have compound eyes â more like a fly, that are made up of hundreds of smaller eyes. This give them an excellent field of view. Through the isolation of these smaller lenses they can differentiate between ultraviolet rays, allowing them to determine density of flowers. When we stack changes into larger releases, we make it impossible to see through the density of the complexity. Smaller iterative releases allow us to plan better what we are changing, test what we are changing, and validate the functionality is working as desired easier. If there are issues, we then can isolate the root cause, reducing the basics of process of elimination.
- When the transformation of a butterfly is complete, there is a new organ it has called Johnstonâs Organ. This organ, which sits at the base of the butterflies antennae, is used for maintaining itâs balance and orientation during flight. This organ is constantly pulling in sensory data from the antennaeâs wings, and other sensors. Telling the butterfly to adjust itâs speed, its direction, itâs height in real-time. Every action an IT person takes is fulfillment of a request. That request at some level has an level of governance involved with it. Extracting data out of your ITSM tools to produce data calls for audits is because you are still a Caterpillar and have no Johnstonâs Organ. Youâre digital strategy must entail governance. Using systems to audit log youâre activities saves you exponential time, reduces youâre risk and allows you to make more frequent and substantive corrections. If you are still using physical interactions, such as team meetings, reports, email, or spreadsheets. Then you are not, nor will you be asked too, leading the digital transformation.
- So are you thinking like a butterfly. Letâs re-cap how this transformation is looking for you ITSM. By leading this digital transformation in ITSM, you will demonstrate your digital dexterity. Stock photo ID:626069
- Waterfall⌠or as I like to call it, WATERFAIL methods of advancing IT capabilities is not sustainable. The disconnection between groups, business benefits, risk and execution is so far removed from the people who need it and the people who operate it. This idea that IT functions can just be thrown into some kind of SDLC meat grinder and out pops the perfect end result is absurd.
- So unlike our waterfall & siloâd methodologies and teams. Collapsing teams and systems enables the increased cooperation and trust of teams. DevOps Culture Thinking is the idea that activities are always performed collaboratively. The collaboration forces the communication and activities to be documented. Of course this requires us to rethink the level of documentation and authorization that has been forced through antiquated frameworks. We must think integrated. 1st) All team members must be working off the same Enterprise Service Model. The commitment to that model will enforce configuration management updates that are business driven. This will reduce risk, provide clear ownership and support the reduction of waste in both the forms of review and authorization. Teams can act more independently and autonomously 2nd) Teams will commit to Enterprise Knowledge. Culturally they agree their system of record, collaboration and decision making will NOT be email. Rather, they will work with embedded social, and collaboration system that exist within enterprise process automation tools. So that context knowledge of actions, is supported with historical tracking of actions that will reduce regulatory work in the future. 3rd) Services Health will be mapped to the Enterprise Service Model at every tier. Helping to quickly validate infrastructure impacts and fragility, reducing the troubleshooting time and weeding out fragile infrastructure by teams who are not validating sufficiently. Design teams and Operations teams will work collaboratively through the Service health system to ensure accountability of operational impact is understood at the design decision level, code and configuration level, or validation and test level.
- The New ITSM â The Agile Service Management