The document discusses using Agile principles and techniques to make ITIL transition processes more efficient and customer-focused. It describes applying Agile practices like iterative planning, time-boxing, and prioritization by customer importance to Change Management and Release Management. The results were reduced lead times for changes by 50% and improved customer satisfaction.

2. Président de filière
Orateur
Sponsor
Administrateur itSMF
ITIL® et agilité:
Accélération des processus
de transition
APMG-International
Alain Goiran
James Lee, expertplace advisory GmbH
Laurent Sarrazin

3. Why Agile?

4. What is Agile Project Management?
Agile Project Management (DSDM Atern)
DSDM – oldest Agile Approach (1995)
Owned and developed by the DSDM Consortium
Non-profit Organisation
www.dsdm.org
Established and tested integration of
DSDM®Atern® and PRINCE2®
Member of the Agile Alliance
(www.agilealliance.org)
DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited
in the United Kingdom and other countries. PRINCE2® is a Registered Trade Mark of the
Cabinet Office in the United Kingdom and other countries

5. What the Agile methods covers

6. The DSDM framework
• Focus on the business need
• Deliver on time
• Collaboration
• Never Compromise Quality
• Build incrementally from firm
foundations
• Develop iteratively
• Communicate continuously & clearly
• Demonstrate control

7. The Challenge – ITIL® Transition
Our Customer:
IT Service Provider & Data Centre serving media (publishing) companies
The Problem:
• ITIL® seen as bureaucratic,
especially Change process
• IT Service Provider nevertheless
struggled with infrastructure
instability
• Customer dissatisfaction: “We
want the IT to get it right the first
time. We want guaranteed low-
costs.”
The Problem:
• ITIL® seen as bureaucratic,
especially Change process
• IT Service Provider nevertheless
struggled with infrastructure
instability
• Customer dissatisfaction: “We
want the IT to get it right the first
time. We want guaranteed low-
costs.”
The Challenge:
• Making the Transition processes
“agile” and “lean” enough to be
accepted both by the IT and the
customer, while…
• Nevertheless increasing stability,
and
• Re-connecting the customer with
the requirements process
The Challenge:
• Making the Transition processes
“agile” and “lean” enough to be
accepted both by the IT and the
customer, while…
• Nevertheless increasing stability,
and
• Re-connecting the customer with
the requirements process

8. Change Management – Prioritizing by the
Customer/User
Change management must keep pace with customers’ needs
All Changes must contribute value, either directly to customers or in
supporting infrastructure
Who owns a Change?
Customer: “it’s the IT’s problem!”
IT: “The customer isn’t clear about his requirements.”
Our Approach:
Agile insists on customer involvement at business level
Customer bound to decision process in all “direct-value” Changes.
MoSCoW Priorisation

9. Change: MoSCoW Priorization of
Requirements
Must have
= 60% of cost/effort
Should have
= 20% of cost/effort
Could have
= 20% of cost/effort
Won’t have (this time)
Minimal
Usable
Subset
Business
Case
Contingency
(Eventual fall)

10. Release Management – Agile Product
Development
“Customer disconnect” occurs when the customer sees no results
Our Approach: Make results tangible
Incremental releases (no more quarterly releases)
Create a “fail fast” environment
Nevertheless: no release without testing
Agile Techniques used:
Iterative Planning
Time-Boxing
Collaborative approach
Responsibility given to development teams
“The customer never knows
what he wants, until you give
him what he asked for.”
-- G. Weinberg

11. Iterative Requirements

12. Timeboxing
Time (like Money and
Quality) seen as non-
negotiable.
Analogous to “Sprints” in Scrum.
Important part of iterative Planning and Development
Each Time box delivers a „fit-for-purpose“ Result.
On-Time delivery in smaller units increments leads to timely delivery for larger
increments and the whole project

13. Service Validation & Testing
Guaranteeing customer value at service level
Re-Connecting customers with what they are purchasing.
Our Approach
Integrate User acceptance testing with Earned Value techniques
Agile Techniques used:
Business justified change (covered by Agile, but not unique to Agile)
Binding specific customer representatives (“service owners”) in the Change/Project
teams, in particular “Business Visionary” and “Business Ambassador”

14. Results
“Time to market” for business Changes reduced by 50%
Operations Changes take slightly longer (approx. 10%) due to more testing
Reduction in “rework”
Fewer Incidents due to Changes
IT teams taking more responsibility
Customer satisfaction from school grade C- to B+

15. APMG’s Agile PM Certification
Seminar Content
Basic knowledge for successful agile projects
How to manage agile projects
Clarifying different Management styles
Foundation
Proof of knowledge about Agile Project Management
60 questions, Multiple Choice (60 Minutes), 50% to pass
Practitioner
Proof of ability to use the Agile PM method in projects
4 complex questions, Multiple Choice (2 hours), 50% to pass
Further information www.apmg-international.com, www.apmg-france.com
Groupe Linkedin : APMG-Meilleures pratiques projet et IT

16. Appendix

17. Comparison of well-known methods
Method Art Focus
PRINCE2® PM method Establishing a controlled environment
PMBoK
PM standards,
Body of Knowledge
Knowledge areas of the Project
Manager
IPMA (GPM)
Competency model for project
managers
technical, behavioral
and contextual elements
Agile (DSDM Atern) PM method
Complete PM method
according to agile principles
SCRUM Product development framework
Product development in projects and
operations
Xtreme
Programming
Product development framework Software development
Agile Unified
Process
Variant of Rational Unified Process Software development

18. Why Agile?
1970s 1980s 1990s
• Heroes
• Individual
• Experience
• Methods
• One size fits all
• Best Practices
• Branching of methods
for specific purposes
• Plan & Control vs.
nonlinear thinking
Software & TechnologySoftware & Technology

19. Agile’s approach to Project variables

20. Agile Roles and
Responsibilities
Blue: Project Management
Orange: Business Personnel
Green: Development team
Key for ITIL®
Business roles active in CAB
Business Visionary & Ambassador
assure user involvement in testing
Mixed teams break down barriers
between IT and customer
Business
Sponsor
Business
Visionary
Project
Manager
Technical
Coordinator
Team
Manager
Business
Ambassador
Business
Advisor
Solution
Developer
Solution
Tester
Business
Analyst
Atern
Coach
Workshop
Moderator
OtherSolutionDevelomentProject