Presenter: Matt Hooper ITSM Evangelist, LANDESK Software The idea that workers want to bring their own device is flawed. They don’t want to bring their own, they just don’t want to wait on IT to delivery antiquated solutions. Patience is not a business virtue in a world that expects a rapid pace of change. While ITIL helped manage fragile IT, stable infrastructure is now delivered through cloud and SaaS. However, this does not mean that ITSM has to slowly fall into irrelevance. This session explains how Lean ITSM and DevOps can accelerate business velocity. Join us to learn: • How DevOps, continual deployment and other agile methods can improve governance. • How to Transform your ITSM disciplines and systems into velocity engines instead of control systems. • How to Identify the four challenges to enterprise agility and how ITSM can morph to meet the need.

1. Cut the ITIL Anchor – Raise the ITIL Sail
Why Fast IT organizations WIN!
Matt Hooper – ITSM Evangelist
Matt.Hooper@Ivanti.com
@VigilantGuy

3. Source: https://www.axelos.com/Corporate/media/Files/Misc%20Qualification%20Docs/ITIL_Value_Proposition-(1).pdf
#LUVDI
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7. “ITSM professionals are dedicated to
making the provision of service
highly effective and highly efficient.”
ITIL® Practitioner Guide 1.2 Understanding a Service

8. DISRUPTION

9. “Most managers think the key to growth
is developing new technologies and
products. But often this is not so. To
unlock the next wave of growth,
companies must embed these
innovations in disruptive new
business models.”
Clayton Christensen Harvard Professor and Author of
Innovators Dilemma

10. IT
So who is
anyway?

11. “The Service Provider must,
therefore, determine who the
Customer is in each situation.”
ITIL® Practitioner Guide 2.1 Focus on Value

12. How IT sees IT?
C u s t o m e r s
I n f o r m a t i o n Te c h n o l o g y
M a r k e t i n g
C u s t o m e r
S e r v i c e
F i n a n c e L e g a lS a l e s
C u s t o m e r s

13. C u s t o m e r s
Ve n d o r s
M a r k e t i n g
C u s t o m e r
S e r v i c e
F i n a n c e L e g a lS a l e s
IT
IT
IT
IT
IT
How the Business sees IT?

14. The reality of IT & Business views

15. DIGITAL ECONOMY
where
IT IS THE BUSINESS

16. Strategy, not Technology, Drives Digital Transformation
“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. ”
MIT SLOAN Management Review
http://sloanreview.mit.edu/digital2015

17. THE BUSINESS OF IT
HAS CHANGED
Technology
1980s
Systems Services Experience
1990s 2000s 2010s

18. “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

19. Identity of IT
Service Provider or Partner
ITIL Anchors
Customer – anyone not in IT
PMO, Development, Ops – 3
different groups
IT & the Business
IT Projects
IT is a Service Provider
Agile ITSM
Company has 1 customer and they
don’t work here
IT not a department but a capability
IT is the business
Only business projects
IT enables the Digital Strategy of the
organization

20. Process or Tools
Fool with a Tool is better than a Fool with a Pen
ITIL Anchor
Heavy focus on human reviews of
process:
 Change – CAB
 Request Forms
 Asset Tracking
 Manual code builds
 Manual testing
 Manual deployment
Agile ITSM
Heavy focus on framework of
automation:
 Risk Automation
 Request Automation
 Supplier Automation
 Automated build package / test /
release
 Real-time monitoring

21. Decision Support
Discussion vs. Data
ITIL Anchors
Use teams to reduce risk
Use meetings to improve quality
Use reports to determine success
Use email to communicate outages
Use Excel for audits
ITIL Sail
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

22. Business Need
Requirement vs. Experiment
Traditional ITSM
Highly structured relationship
management
Based on defined Agreements
Heavily defined through CSF & KPI’s
Elicited through surveys & Meetings
Meet Business Requirement
Agile ITSM
Unstructured and collaborative
Based on targets
Defined through testing and trial
Measured through analytics and real-
time quality scores
Business Requirement a myth –
Test & Learn

23. Requirements
Build
Test Incident
Release Operate Resolve
What’s
Needed
What’s
broke
What’s
Changing &
by who
Who is using
What’s not
working
How did we
fix it
Project
Management
Source Control Test
Management Email
Event
Management
Incident
Management
Knowledge
Management
?
Pray
What’s
Connected
WATERFAIL Methodology
Strategy Design Transition Operations

24. 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
What’s
changing
How we
improve
Enterprise Service Model for ITSM & DevOps
Business Opportunity
Business Hypothesis Market Test
Market Validation

25. 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
Innovation Managem ent
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
“Sponsorship is critical to the success of an improvement initiative. “
“…regardless of how much thought has gone into an improvement
initiative, some people.. are likely to be wary of change.”
-ITIL Practitioner Guide Chapter 6

27. Thank you
Matt Hooper – ITSM Evangelist
Matt.Hooper@Ivanti.com
@VigilantGuy