Slides from the workshop run by Claire Agutter and Dave van Herpen from Sogeti at the IT500 conference, Edinburgh, in May 2016

1. DevOps and Agile in an ITSM
World
Dave van Herpen
Claire Agutter

2. Agenda
 Why:
 Why are you here?
 Business and IT drivers
 The value of change
 What
 Perceptions of DevOps and ITIL
 The 3 ways
 How: Kanban, Scrum and Ops
 Selling DevOps: identifying opportunities &
risks in your business

3. About Me
 15+ years in IT service management
 Roles include help desk, change management,
project management, service management
implementation, consultancy and training
 Lead tutor and director of ITSM Zone since
2007
 Interested in anything that helps IT work
better

4. About Me
• Established in 1974
• Sogeti Netherlands
• Lead Consultant Enterprise Agility & DevOps
• Coach, Trainer, Change Agent, Practitioner
• Expertise:
• Agile ITSM & DevOps
• Sourcing & SIAM
• Certified: ITIL, ASL, BiSL, Prince2, ISO20000,
Lean, Agile, Scrum, Kanban, SAFe

5. Why are you Here?
 What issues are you
looking to address?
 Today’s backlog

6. What is Agile?
6
Scrum
XP DSDM FDD
TDD
Kanban SAFe
Customer involvement
Incremental value
Fast learning

7. DevOps??
“…rather than being a market per se, DevOps is a philosophy, a
cultural shift that merges operations with development and
demands a linked toolchain of technologies to facilitate
collaborative change” Gartner
“…a cultural and professional movement that stresses
communication, collaboration and integration between software
developers and IT operations professionals”
DevOps Institute
“…an organizational mindset for continuously improving value
from the digital value chain by enabling cross-functional
collaboration on process, technology and behavior level”
Dave van Herpen

8. Business and IT Drivers
 What’s driving the
adoption of DevOps
and Agile ways of
working?

9. The value of DevOps
END SILO THINKING
& BUDGETING
REDUCE REWORK
& DELAY
RELIABLE, FREQUENT
& TRANSPARENT
DEPLOYMENTS
CLEAR OWNERSHIP &
MATCHING WOW TO
VOLATILE MARKET
Customer Satisfaction
Optimal value & risk
Short TTM
Efficient operations
Business
driven
Feedback
loops
Fast flow
Multidiscipl.
teams
Generic business driver How DevOps helps Value

10. 10
1) Business value driven
Agile
Development
fixes this
Lean Startup
fixes this
DevOps Lite
fixes this
DevOps creates end-to-end Agility and Value creation.

11. 2) Feedback loops
11

12. 3) Fast flow
12

13. 4) Multidisciplinary teams
13

14. Related themes/methods
DevOps
Agile
Lean
TOC
Cloud
CD
ITIL

15. Perceptions: ITIL
Is it:
 Bureaucratic?
 Negative?
 Yesterday’s news?
 Process driven?

16. Perceptions: ITIL
Or….
 How IT is ‘done’
 Contractually required
 Millions of certified
professionals
 Common language

17. DevOps and ITIL together
Strategy
Design
Transition
Operation
Improvement

18. Sluggish Organisations
 Processes evolve over time
 Errors lead to an increased desire for control
 Metrics become meaningless
 Process vision is lost

19. Perceptions: DevOps
Is it:
 JFDI?
 Tech driven?
 Dangerous?
 Wild west?

20. Perceptions: DevOps
Or…..
 Exciting
 Attractive
 The future

21. The First Way: Flow
 Understand the flow of work
 Always seek to increase flow
 Never knowingly pass a defect downstream

22. The Second Way: Feedback
 Understand and respond to the needs of all
customers – both internal and external
 Shorten and amplify all feedback loops
 Emphasize right to left feedback

23. The Third Way: Continual
Experimentation and Learning
 Allocate time for the
improvement of daily
work
 Create rituals that
reward the team for
taking risks
 Introduce faults into
the system to
increase resilience

24. Keep CALMS and DevOps
Culture Automation
Metrics Sharing
Lean

25. Time for a Break...
Next up:
 Techniques for DevOps and Agile

26. Kanban for ITSM
►“Visual card”
►Toyota (TPS)
►Limit inventory & WIP
►Excess inventory = waste
►Time spent on excessive activities = waste

27. Kanban for ITSM
Foundation:
►Start with your existing process
►Respect current roles and responsibilities
►Strive for continuous improvement
►Everyone is a leader
Process principles:
►Visualize the workflow
►Limit WIP
►Pull work from left to right
►Monitor, adapt, improve

28. Scrum for ITSM
3 roles
Product Owner
Scrum Master
Team Member
4 ceremonies
Sprint planning
Daily scrum
Sprint demo
Retrospective
4 deliverables
○ Product Backlog
○ Sprint Backlog
○ Burndown Chart
○ Potentially Shippable Product

29. Select your challenge
1. Design a Kanban board for
an IT service team
2. How could you apply Scrum
to ITSM (e.g. service
planning, evaluation, CSI)
3. Which information/ practices
would you bring from your
support/ops towards dev?

30. DevOps and ITIL together
Process = consistent
way of doing
repeatable tasks
Ideal for automation

31. DevOps and ITIL together
Process = free time to
focus on the complex
stuff
Process = streamlined
decisions

32. Agile ITSM
 Traditional ITSM rollout
methods don’t always
work well
 Apply Agile principles to
ITSM design
 Allow faster feedback
 Get better at process
integration

33. Agile ITSM: Change
 Go back to first principles
 Leverage automation
 Examine the desired rate of
change
 Adapt change authorization,
documentation etc.

34. Agile principles & ITSM
ITIL® Practitioner’s 9 Guiding Principles
Agile ITSM Manifesto

35. Selling DevOps
 In groups of 4,
identify potential
risks (impediments) &
opportunities when
adopting DevOps in
your organisation
 Here’s some
inspiration...

37.  Recommended reading:
– The Phoenix Project
– The Goal
– Principles of Product
Development Flow
– Lean Startup
 Contact details
The End

38. Contact Details
 Claire@itsm.zone
 Twitter: @ClaireAgutter
 Linkedin: Claire Agutter
 Facebook: nope
 dave.van.herpen@sogeti.com
 Twitter: @daveherpen
 Linkedin: davevanherpen
 Facebook: dave.vanherpen