As an ITSM professional, what needs to be on your radar? Presented at IT in the Park in Edinburgh, these slides covering emerging ITSM practices.

1. Futureproof your ITSM
Claire Agutter

2. 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, director at Scopism Limited
 Interested in anything that helps IT work better
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3. What’s driving change?

4. Sluggish Organisations
 Customers expect more, faster
 Processes evolve over time
 Errors lead to an increased desire for control
 Metrics become meaningless
 Vision is lost
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5. Perceptions of IT
 Bureaucratic
 Likes to say “no”
 Old fashioned
 Process driven
But….
 How IT gets ‘done’
 Contractual requirements
 Millions of certified professionals
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6. Yes Please
Enterprises want the
results, but not the risk
They need to understand
the journey
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7. What Now???
“Oh good….a
new
management
initiative”
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8. What should be on your radar
 Shift Left
 DevOps, Rugged DevOps, DevSecOps
 Agile
 Agile service management
 Lean

9. Shift Left - Dev
Shift left testing is an approach to software testing
and system testing in which testing is performed
earlier in the lifecycle (i.e., moved left on the project
timeline). It is the first half of the maxim "Test early
and often.”
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10. Shift Left - Ops
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Decreasing support costs and impact
Self Help
Service
Desk/Tier 1
2nd Line 3rd Line

11. DevOps
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12. What is it?
“…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
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13. Perceptions: DevOps
 JFDI
 Tech driven
 Dangerous
But…..
 Exciting
 Attractive
 The future
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14. CALMS
Culture Automation
Metrics Sharing
Lean
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15. Agile
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16. © Scopism Limited 2016
Individuals
and interactions
Processes
and tools
Working
software
Comprehensive
documentation
Customer
collaboration
Contract
negotiations
Responding
to change
Following a plan
While there is value in the items on the right,
we value the items on the left more
OVER

17. Scrum Pillars
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Scrum
Transparency Inspection Adaptation

18. Agile Service Management
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19. 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
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20. Lean
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21. Lean ITSM
 More value, less resources
 Processes focused on customer outcomes
 Minimise waste
 Sound familiar?
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22. How do you get started?
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23. Culture
 Leaders need to define outcomes
 >>behaviours
 Agree and measure
 Train
 Reinforce
 Improve
It might get worse before it gets better
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24. Enterprise level adoption
 Scary for some large orgs
 Procurement and business case processes not built for agile ways of
working
 Teams not used to working autonomously
 Greater demands from end users
 Shadow IT
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25. Process Exploration Days
 Hack days or Shipit days for processes
 Innovation isn’t just about products
 We can all be explorers
 Rotation days also work
 Communities of practice
 Lunch!
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26. Rewarding People
 Use small rewards often, linked to specific
actions
 Give rewards at unexpected times
 Reward the behaviour, not just the results
 Reward peers, managers and subordinates
 Reward publicly
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27. Find the Purpose
 Collect stories about the process – good, bad, indifferent
 Select examples of what you do/don’t want to happen in future
 Find items that represent stories
 Compare the process purpose with the organisational and procedural
level purposes
 Avoid the management jargon
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28. Agile SM Start Points
 Limit WIP and focus teams
 Where does work come from?
 Autonomy and self-organising teams
 Flow
 Inspection
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29. Agile ITSM: Support
 Helpdesk calls = feedback
 Problem management = improving daily work
 Incident management = opportunities for improvement
 Leverage automation (shift left)
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30. Learn from history
 What have you done that’s worked?
 Have new ways of working always had a business case?
 Remember it’s not a best practice competition
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31. Next Steps - Personal
 http://devops.com
 http://devopsinstitute.com/
 Events: DevOps Days
 Events: DevOps Enterprise Summit
 Books: Phoenix Project
 Books: Lean Start-up
 Training: DevOps Foundation, Certified Agile Service Manager
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32. Takeaways to consider
 What can you learn from how you do ITSM now?
 Where does innovation live in your organisation?
 How do Dev and Ops interact?
 Is your service management agile?
 Are you doing management or creating value?
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33. Any Questions?
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34. Contact
 Claire@scopism.com
 Twitter: @ClaireAgutter
 LinkedIn: Claire Agutter
 (07867) 505661
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