Presented at Online ITIL Indonesia Webinar #5.
Content:
> Setting up the context
> Understanding holistic IT Management point of view
> IT Service Management Transformation
> Key Performance Indicator (KPI)
> IT Service Catalogue
> IT Sourcing
> Agile Incident Management
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Mario Vivas, CEO, River Horse
ITIL4 is out and everyone is eager to learn about the updates this release introduces. This session will summarize the key changes that ITIL4 presents with a focus on the more operational processes that organizations deliver on a day to day basis (Incident, Problem, Change and so on). The ServiceNow platform has a powerful set of baseline features and optional plugin functions that can help an organization align with the recommendations of ITIL4.
Please join us and Mario to learn about how you can start applying ITIL4 concepts in your ServiceNow implementations!
Request to Fulfill Presentation (IT4IT)Rob Akershoek
The Request to Fulfill (R2F) value stream presentation. R2F is one of the four value streams of the IT4IT Reference Architecture of The Open Group.
How to manage your IT organization as a professional IT shop? Provide a self service portal for end-users and IT staff to order IT services and IT resources. Automate the entire process from request to actual deployment and provisioning.
Integrating ITSM Frameworks, Standards and Processes - ITSM Academy WebinarITSM Academy, Inc.
To successfully achieve IT Service Management (ITSM) best practices, organizations need to adopt multiple ITSM frameworks and standards.
This presentation describes when and how to integrate the most widely used ITSM frameworks and standards, such as ITIL®, COBIT, ISO/IEC 20000 and Microsoft Operations Framework (MOF).
An overview of The Open Group IT4IT Reference Architecture. It is a vendor and product-agnostic value chain-based operating model for managing the business of IT. While providing guidance on the design, procurement and implementation of the functionality needed to run IT, it also enables the systematic tracking of the state of IT services across the service life-cycle using four value streams - Strategy to Portfolio, Request to Fulfill, Requirement to Deploy, and Detect to Correct.
Download presentation from http://opengroup.co.za/presentations
Mario Vivas, CEO, River Horse
ITIL4 is out and everyone is eager to learn about the updates this release introduces. This session will summarize the key changes that ITIL4 presents with a focus on the more operational processes that organizations deliver on a day to day basis (Incident, Problem, Change and so on). The ServiceNow platform has a powerful set of baseline features and optional plugin functions that can help an organization align with the recommendations of ITIL4.
Please join us and Mario to learn about how you can start applying ITIL4 concepts in your ServiceNow implementations!
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
The business value of managed services: Findings from IDC research sponsored...IBM Services
This presentation highlights the key findings from a recent study by IDC that determined the financial benefits, IT operational benefits, and positive return on investment realized by IBM managed services clients. To get the full report to to: http://bit.ly/BusinessValueMgdSvc
Itil 4 "management practices as sets of organizational resources designed for performing work or accomplishing an objective"
The mindmap includes links to posts where the practice is explained in more detail.
ITIL® is a registered trademark of AXELOS Limited.
https://www.axelos.com/
General management practices
Strategy management
Portfolio management
Architecture management
Service financial management
Workforce and talent management
Continual improvement
Measurement and reporting
Risk management
Information security management
Knowledge management
Organizational change management
Project management
Relationship management
Supplier management
Service management practices
Business analysis
Service catalogue management
Service design
Service level management
Availability management
Capacity and performance management
Service continuity management
Monitoring and event management
Service desk
Incident management
Service request management
Problem management
Release management
Change enablement
Service validation and testing
Service configuration management
IT asset management
Technical management practices
Deployment management
Infrastructure and platform management
Software development and management
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Altnix offers IT infrastructure managed services and remote infrastructure management services (RIMS) for Global customers. Streamline your IT infrastructure management and operations using tools, processes and 24x7 support from Altnix.
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
Running the Business of IT on ServiceNow using IT4ITcccamericas
In this presentation, Michael Fulton, President of CC&C Americas, shares his perspective on the new IT4IT industry standard and how you can use a combination of IT4IT and ServiceNow to transform how you run the business of IT.
Boost your ITSM maturity with a service catalogAxios Systems
View the full recorded webinar here:
http://forms.axiossystems.com/spalding_september_reg_en
In this webinar, George Spalding, Executive VP at Pink Elephant, talks about how a service catalog can help you increase your ITSM maturity, and shares some of the secrets of a successful implementation.
Joe Beighley, Business Solutions Consultant at Axios Systems, shows you how a service catalog works from the business perspective, and how IT can quickly deploy a catalog that takes strain off the service desk and releases IT resources for innovation.
Architecting Next Generatio IT Operating Models Using IT4IT and SFIASukumar Daniel
A case study of a Transformation Initiative to move a Third Party from Traditional Mechanic Shop Mentality to a Customisation Studio Mentality by causing a paradigm Shift in Ways of Working
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
This webinar features two IT4IT™ experts: Jim Hietala, VP Business Development at The Open Group and Michael Fulton, President Americas Division of CC and C Solutions, co-chair IT4IT Adoption Workgroup and Lead Author ITpreneurs IT4IT courseware.
Training and consulting providers looking to help your clients improve IT efficiency will enjoy this webinar. You will:
-Gain insight on how IT4IT serves the digital enterprise
-Discover its relation with Cloud, Agile, and DevOps
-Learn how it complements TOGAF®, Archimate® and ITIL®
-Find out what the training opportunities are for IT4IT
The Open Group IT4IT Reference Architecture provides prescriptive guidance on how to design, procure and implement the functionality needed to run IT. The training content of IT4IT will be available for licensing in the ITpreneurs courseware soon.
The business value of managed services: Findings from IDC research sponsored...IBM Services
This presentation highlights the key findings from a recent study by IDC that determined the financial benefits, IT operational benefits, and positive return on investment realized by IBM managed services clients. To get the full report to to: http://bit.ly/BusinessValueMgdSvc
Itil 4 "management practices as sets of organizational resources designed for performing work or accomplishing an objective"
The mindmap includes links to posts where the practice is explained in more detail.
ITIL® is a registered trademark of AXELOS Limited.
https://www.axelos.com/
General management practices
Strategy management
Portfolio management
Architecture management
Service financial management
Workforce and talent management
Continual improvement
Measurement and reporting
Risk management
Information security management
Knowledge management
Organizational change management
Project management
Relationship management
Supplier management
Service management practices
Business analysis
Service catalogue management
Service design
Service level management
Availability management
Capacity and performance management
Service continuity management
Monitoring and event management
Service desk
Incident management
Service request management
Problem management
Release management
Change enablement
Service validation and testing
Service configuration management
IT asset management
Technical management practices
Deployment management
Infrastructure and platform management
Software development and management
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
IT4IT and DevOps Tools Landscape (2020).Rob Akershoek
Complete overview of the IT management tooling landscape 2020. Key market players / vendors in the IT4IT and DevOps tooling ecosystem. Automate and streamline your end-to-end DevOps tool chain.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
Altnix offers IT infrastructure managed services and remote infrastructure management services (RIMS) for Global customers. Streamline your IT infrastructure management and operations using tools, processes and 24x7 support from Altnix.
Use a Service Taxonomy to Organize and Manage Your IT Services ! What services do we offer? How do we organize them? How can we make them "customer centric?” What is a good starting point?
Successful IT Service Catalogs have well organized services. The Services Taxonomy, or framework is the key to organizing and understanding your services well.
Please join us to learn how to build a good service taxonomy in 4 logical steps, as well as 3 key mistakes to avoid.
In addition to a demo of our prebuilt service taxonomy, we will demonstrate these concepts in our constantly evolving view of a very advanced Employee Self-Service Catalog & Portal, built on ServiceNow technologies.
Recording with demo available at http://content.evergreensys.com/service-taxonomy-webinar-slides-manage-it-services
ITIL, formally an acronym for Information Technology Infrastructure Library, is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL V3),
ITIL 4 service value chain data flows (input and outputs)Rob Akershoek
High level overview of the Service value chain activities and information flows (input/outputs) based upon ITIL 4 from AXELOS (ITIL 4 Foundation).
Mapping of the ITIL value chain activities to the IT4IT value streams as defined by The Open Group IT4IT Standard.
Many organisations struggle to implement a successful ITSM program, with multiple attempts at the same issue being undertaken with almost clockwork like regularity every 3-4 years. But why is it so hard to implement an ITSM framework that delivers real business value? How does a Program Manager even approach this issue? Where is the checklist for implementation success?
Join Peter Hubbard, Pink Elephant EMEA, as he maps out a structured approach to successful implementation of an ITSM initiative. He will discuss the considerations of which processes should be attempted first, the importance of the toolset, and, the one underlying area that is almost always neglected but is responsible for the failure of over 60% of all ITSM implementation projects; The people who have to work in alignment with the new world. And yes…. There will even be a checklist for implementation success. Watch recording here https://www.brighttalk.com/webcast/10001/153595
The Digital Group’s Enterprise Transformation Consulting ServicesThe Digital Group
To modernize your IT portfolio, The Digital Group uses a proven IT transformation life cycle model to help you define, govern, execute, and sustain a tailored transformation road map.
Frameworks to drive value from your investment in Information TechnologyJohn Halliday
This PDF presentation aims to assist the C-Suite (CEO, CIO, CRO, CSO), Board Members and Audit and Risk Committees to be aware of good IT governance frameworks and references and thereby have Value conversations with IT professionals (and assist IT professionals to drive, and prepare for these conversations). It will cover a wide range of frameworks and references. Enjoy!
The Business of IT: Understanding ITIL and How to Run IT as a BusinessNathaniel Palmer
If IT is to be successful at running as a business and demonstrating value, IT must move from a functional view, or in the case of the enlightened, a process view, to a services view. This is a transformational journey for most organizations, one that requires leadership, sponsorship, structure and discipline to achieve. But it is a journey worth the effort and ultimately necessary for survival. This session shows how this journey is built on the concepts of the current and evolving ITIL framework. Examined will be why an ITIL and services approach has been undertaken by some but completed by few. This session introduces the central concepts involved
in managing IT as a services business, and explains the impact running IT as a business on both the service consumers and creators. You will explore the need to successfully build upon your understanding of ITIL and the evolving ITIL environment. Emphasized will be practical experiences and lessons learned from both external and internal IT service providers.
Information Driven Enterprise Architecture - Connected Brains 2018LoQutus
In this session we will show you how to deliver business
improvements with enterprise and information architecture. During this session you will get new insights to increase value to the organisation. We also explain our LEAF framework, an integrated EA framework leveraging information to build architectures more quickly.
IT Strategy I Best Practices I NuggetHubRichardNowack
IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Ringkasan Standar Kompetensi Data Protection Officer | Agustus 2023 | IODTIEryk Budi Pratama
UU No 27 Tahun 2022 tentang Pelindungan Data Pribadi (“UU PDP”) telah disahkan pada bulan Oktober 2022 dan saat ini telah memasuki masa tenggang. Ketiadaan peraturan teknis / turunan membuat banyak organisasi masih ragu dalam menetapkan arah dan mengimplementasikan UU PDP sesuai dengan peraturan perundang-undangan yang berlaku. Salah satu aspek penting dalam UU PDP adalah terkait penunjukan Pejabat/Petugas yang melaksanakan fungsi Pelindungan Data Pribadi (PPDP) atau Data Protection Officer (DPO) seperti yang diamanatkan oleh UU PDP Pasal 53 dan 54.
Melalui Keputusan Menteri Ketenagakerjaan Republik Indonesia Nomor 103 Tahun 2023 tentang Penetapan Standar Kompetensi Kerja Nasional Indonesia Kategori Informasi dan Komunikasi Golongan Pokok Aktivitas Pemrograman, Konsultasi Komputer dan Kegiatan yang Berhubungan dengan Itu (YBDI) Bidang Keahlian Pelindungan Data Pribadi yang ditetapkan pada tanggal 23 Juni 2023, maka standar kompetensi PPDP/DPO telah sah untuk dapat dijadikan rujukan dalam menentukan kompetensi SDM, kebutuhan rekrutmen, pelatihan, dan sertifikasi terkait dengan Pelindungan Data Pribadi.
Ringkasan Standar Kompentensi / SKKNI Pelindungan Data Pribadi ini disusun untuk memudahkan masyarakat dalam memahami secara ringkas 4 Fungsi Kunci, 8 Fungsi Utama, dan 19 Fungsi Dasar yang telah disusun oleh Tim Perumus dan Kementerian Komunikasi dan Informatika Republik Indonesia, serta disahkan oleh Menteri Ketenagakerjaan Republik Indonesia. Semoga ringkasan SKKNI PDP ini dapat bermanfaat dan memberikan panduan secara ringkas tidak hanya perihal kompetensi PPDP/DPO, namun juga hal-hal yang dapat dilakukan oleh organisasi dalam menerapkan Program Pelindungan Data Pribadi.
Salam,
Eryk Budi Pratama, CIPM, CIPP/E, FIP
Chairman - Institute of Digital Trust Indonesia (IODTI)
Tim Perumus SKKNI Pelindungan Data Pribadi
Tim Perumus Rancangan Peraturan Pemerintah Pelindungan Data Pribadi (“RPP PDP”)
eryk@digitaltrustid.org
Implikasi UU PDP terhadap Tata Kelola Data Sektor Kesehatan - Rangkuman UU Pe...Eryk Budi Pratama
Sosialisasi UU Pelindungan Data Pribadi untuk sektor kesehatan.
Webinar Serial TIK I-2022
Diselenggarakan oleh:
*INDOHCF - KREKI - IODTI - FORKOMTIKNAS - Z-COURSE*
TOPIK:
*Implikasi UU PDP (Perlindungan Data Pribadi) Terhadap Tata Kelola Data di Sektor Kesehatan*
Rancangan Undang - Undang (RUU) Perlindungan Data Pribadi (PDP) telah resmi disahkan menjadi Undang-Undang (UU) dalam Rapat Paripurna DPR RI pada tanggal 20 Sept 2022. Sambil menunggu peraturan pelaksanaannya, maka perlu lebih mencermati isi regulasi tsb dan mendiskusikan bagaimana implikasinya bagi sektor kesehatan baik Faskes, BPJS, Masyarakat dan stakeholder kesehatan lainnya
Privacy-ready Data Protection Program ImplementationEryk Budi Pratama
Presented at CDEF 16th Meetup at 18 August 2022.
Title:
Privacy-ready Data Protection Program Implementation
Topics:
- Why data protection is important
- Data Privacy Program Domain
- Operationalize Data Privacy Program
- Privacy-aligned Information Security Framework
- Roadmap to Protect Personal Data
- Privacy Management Technology
This material was presented at Orang Siber Indonesia regular webinar.
Content:
> Understanding privacy management
> Global privacy news
> Understanding privacy regulations and frameworks
> Data Privacy Program Management practices
Data Protection Indonesia: Basic Regulation and Technical Aspects_ErykEryk Budi Pratama
Presented at Orang Siber Indonesia webinar.
11 July 2020
Topic: Data Protection: Basic Regulation and Technical Aspects
This presentation covers:
> Indonesia Data Protection Bill
> Data Masking
> Identity & Access Management
> Data Loss Prevention
Join us (for Indonesian):
t.me/orangsiber
t.me/dataprotectionid
Data Loss Prevention (DLP) - Fundamental Concept - ErykEryk Budi Pratama
Presented at APTIKNAS (Indonesia ICT Business Association) DKI Jakarta regular webinar.
Title:Data Loss Prevention: Fundamental Concept in Enabling DLP System
2 July 2020
Presented at National Webinar of ISACA Student Group, Universitas Kristen Satya Wacana, indonesia.
Title: Cyber Resilience: Post COVID-19 - Welcoming New Normal
2 July 2020
Enabling Data Governance - Data Trust, Data Ethics, Data QualityEryk Budi Pratama
Presented on PHPID Online Learning 35.
Komunitas PHP Indonesia
Title: Enabling Data Governance - The Journey through Data Trust, Ethics, and Quality
Eryk B. Pratama
Global IT & Cybersecurity Advisor
Guardians of Trust: Building Trust in Data & AnalyticsEryk Budi Pratama
Presented at Absolut Data Event, 17 Dec 2019, at GoWork Kuningan.
Event URL: https://www.eventbrite.com/e/panel-discussion-what-will-you-prepare-with-data-in-2020-tickets-84851546259
My presentation summarized the two of KPMG publication related to Trust in Data & Analytics. The focus of this event was panel discussion.
Ref 1 : https://assets.kpmg/content/dam/kpmg/xx/pdf/2016/10/building-trust-in-analytics.pdf
Ref 2: https://assets.kpmg/content/dam/kpmg/xx/pdf/2018/02/guardians-of-trust.pdf
Presented at ISACA Indonesia Monthly Technical Meeting, 11 Dec 2019 at Telkom Landmark.
Key takeaways from my presentation:
1. Cloud customers have to understand the share responsibilities between customer and cloud provider
2. Different cloud service model (IaaS, PaaS, SaaS) has different audit methodology
3. Customer’s IT Auditor have to be trained to have the skills needed to audit the cloud service
4. Understanding IAM in Cloud is very important. Each Cloud Service Provider has different IAM mechanism
5. Understanding different type of audit logs in cloud platform is important for IT Auditor
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
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Modern IT Service Management Transformation - ITIL Indonesia
1. 11
Eryk B. Pratama
IT Consultant at Global Consulting Firm
Komunitas Data Privacy & Protection Indonesia
26 August 2020
ITIL Indonesia Webinar #5
Modern ITSM Transformation
3. Agenda
01 Understanding the Big Picture
02 Holistic IT Management PoV
03 IT Service Management
Transformation
4. Setting-up the context on how experience can be impactful to value achievement…
Understand the Big Picture
The emphasis for a good user experience is not just limited to the external customers of the
business but also to the employee workforce to ensure productivity and satisfaction can be
increased resulting in better business results.
My previous experience in helping
company to obtain the value IT
through comprehensive assessment of
“risk-aware” Business-IT alignment.
Digital Bank
Startup Company
eCommerce
Local & Global Bank
5. ... and understand the trends in the Industry nowadays as the grow of agile culture
Understand the Big Picture
Modern tools and
techniques are enabling
automation in service
delivery and service
management to reduce
turnaround around time
and optimise the cost of
delivery.
Automation combined with
improved data quality is
laying the foundation for AI
and machine learning in
service management.
As digitisation is changing
the product and service
portfolios of businesses,
the gap between business
and technology operations
is narrowing.
Organisations are focused
on delivering ‘outcomes-as-
a-service’ by bringing
together business and the
technology operations with
right operating model,
performance measures and
culture of collaboration.
IT service management has
evolved beyond traditional
ITIL based process and
governance framework.
ITSM today is rightly getting
repositioned to enable and
support the customer
centricity agenda; this
brand repositioning is also
changing the portfolio of
services provided by ITSM
functions.
Agile, Cloud, DevOps,
containerisation, as-a-
service models, modern
architecture are key themes
which is shaping the Mode
2 ways of working.
This demands IT service
management practices to
be fit for purpose to enable
velocity, agility, and
accelerate transformation.
Gearing up to serve
the Mode 2 ways of
working
Repositioning the
ITSM to be customer
centric
Automation first
approach to predict
and prevent
Business and
Tech Ops gets closer
6. Multiple IT dimensions required to understand analyze the effectiveness of current IT
operating model
Holistic IT Management Point of View
How are IT functions resourced
and organized to best support the
infrastructure?
How do IT planning, management,
delivery and operations processes
support the IT infrastructure?
What does the Company’s IT
technology resemble user hardware,
applications, network and security
infrastructure?
IT Analysis Dimension
How is the IT infrastructure
governed? Does the IT organization
have the right level of support to
ensure adoption of the IT Strategy?
Governance
Performance
Management
Interaction / Governance
Model
Business / IT Alignment
IT Controls
Organization
Resourcing,
Roles &
Responsibilities
Capabilities
Processes Technology
Applications Delivery &
Integration
Security
Infrastructure Delivery
Infrastructure
Operations
IT Strategy
IT Demand Management
IT Sourcing
IT Portfolio
Management
IT Architecture &
Standards
Project Management
SLA Management
Charge Backs
Vendor Management
Asset Management
End User Support
IT Budgets
People
7. Other sources including IT-related knowledge databases, documentations and statistics can
be also leveraged as benchmarks
Holistic IT Management Point of View
Other Sources
Source Rationale
▪ COBIT is a framework providing a set of four process domains with measures and best
practices for IT governance and control requirements, and can be leveraged as a benchmark
for IT processes
▪ ITIL (IT Infrastructure Library) documents industry best practices with a main focus on service
management, service support and service delivery and can be leveraged as a benchmark for
IT processes
▪ ISO is the world's largest developer and publisher of International Standards and can be
leveraged for different IT areas such as information security and integration
▪ Gartner is the world's leading information technology research and advisory company
delivering important technology-related insights and statistics that can be leveraged as
valuable benchmarks
▪ Forrester Research is a technology and market research company that provides technology
statistics, analysis and forward-thinking research that can be leveraged as valuable
benchmarks
8. The IT Governance committee structure will have three levels in order to ensure an effective
balance of IT demand and IT supply
Holistic IT Management Point of View
IT-Governance Committee Structure
IT
Governance
Board
IT Governance
Steering Committees
Operational Forum(s) - Client/Local Initiative
Management
Escalation
Prioritization
IT-requests
IT Service
Management
Board
IT Project
Portfolio &
Release Mgmt.
Board
Architecture &
Standards
Council
IT Governance Board
▪ Acts as the highest authority for IT governance
▪ Sets enterprise-wide vision for the role of IT
▪ Manages overall IT funding
▪ Approves major investments and IT budgets
Architecture & Standards Council
▪ Translates IT strategy into group-wide standards
and policies
▪ Defines standards for processes
▪ Assess project requests for architectural fit
▪ Ensures architectural sync between committees
IT Governance Steering Committees
1) Project Portfolio / Release Management
Board
▪ Aligns IT strategy with group strategy
and organization
▪ Prioritizes IT investment with project
portfolio and releases management
process
▪ Drives knowledge sharing around
technology-related business innovation
and applications
▪ Addresses specific contingency issues
as they arise
2) Service Management Board
▪ Provides key input into level, pricing
and extent of service offering
▪ Identifies cross-SBU service issues and
shortcomings
Strategic direction IT-
budget
CAB
Operational
Forum(s)
Process
Steering
Board
Project Board
▪ Steers and manages projects
Change Advisory Board
▪ Steers and manages changes and
releases
PB
ILLUSTRATIVE
9. IT organization model adopted by Company will determine the effectiveness of IT Operating
Model
Holistic IT Management Point of View
Decentralized IT Model Federated IT Model Centralized IT Model
▪ IT Organization across BU
▪ Decentralized BU-CIOs
▪ Decisions / steering and budget power
entirely in BU
▪ Informal exchange of experiences
between BUs
▪ Supply decentralized
▪ Decentralized Demand Manager and central IT-
coordination by Corporate CIO
▪ Alignment / decisions/ steering shared
between BUs and Corporate via central
committees
▪ Supply centrally bundled and steered as
separate, independent unit
▪ Central, BU overarching IT organization
▪ Decisions/ steering central with Corporate
CIO
▪ Budget power with IT
▪ No separation of Demand & Supply
▪ Maybe: Coordinators for IT in BU
central
decentral
Business
IT Demand
IT Supply
Typical
Target
Maximize flexibility and
Support of BU Processes
Optimize IT synergies with
little overlap of IT demand
Maximize IT synergies with homogeneous
IT demand (→ often one-product companies)
Cost Pressure on Business & IT
Flexibility in Business Process Support
ILLUSTRATIVE
10. The overall IT interaction model for Company illustrates all key roles and interfaces between
IT Demand and IT Supply
Holistic IT Management Point of View
Service Level
Agreements,
Change & Project
Requests
Business
Units
“IT-Demand
managed by
embedded Demand
Manager and
their teams”
CIO
Global IT
Service
Manage-
ment
“Global IT
Service
Manager as
single point
of contact
for DMs“
Application
Management
“Competence Center for
application management
services“
Regional
Service &
Support
Manage-
ment
IT-Supplier
Underpinning
Contracts
CIO-Team
IT Enterprise Archiect, IT-Security,
Program & Portfolio, Process & Quality
Mgmt., Enterprise Data Mgmt., (IT-
Perform. & Financial Mgmt.)
IT-Interaction Model
User
Service
Desk
Business
Excellence
Divisions
Infrastructure
Management
“Competence Center for
infrastructure
management services“
Demand Manager
BU A
Team
Demand Manager
BU B
Demand Manager
BU C
IT Demand IT Supply
Demand Manager
Corporate Functions
CFO/BM
Corporate
Functions
Team
Global
Process Owner
Key-User
Business
Process
Stewards
Locations
Change &
Project
Request
Incidents &
Service
Requests
Change &
Project Request
MDM/Data
Stewards
ILLUSTRATIVE
11. Business-IT interaction KPIs were defined for each interaction to track activities completion
and durations
Holistic IT Management Point of View
KPIs Definition
% of Formal Weekly Meetings Held
% of Planned Demand Management Sub-
Committee Meetings Held
Total Number of RFPs developed
% of Implementations with Testing Plan
and Cases
…
Business Advisory Services
Project Requirements Document Completion
Change Requests
RFX Development & Vendor Selection
Project Implementation
Change Request Delivery
Incident & Problem Management
Service Request Fulfillment
IT Reporting & Communication
Business User Training
Business-IT Interactions
Average Response Time for Incidents &
Problems by Severity
% of First Line Incidents & Problems
Resolutions
Average Resolution Time of Incidents &
Problems by Severity
…
% of Incident & Problem Tickets Routed
Correctly by Help Desk
…
Completion KPIs Duration KPIs
KPI Definition Approach
Most critical activities in
each interaction are
tracked for completion
Most time-sensitive activities in
each interaction are tracked for
speed of completion
ExamplesCriteria
12. IT departments collect their own KPIs, the performance mgmt. department consolidates and
develops the relevant reports
Holistic IT Management Point of View
KPI Data Collection and Reporting
Performance Management
department consolidates data
collection reports, standardizes their
format and challenges eventual
inconsistencies
Performance Management
department develops performance
reports tailored to the relevant
audience (e.g. executive dashboards
for management)
KPI Measurement
Each IT department tracks and collects
the data relevant to their KPIs (e.g. IT
Operations & Support tracks problem
resolution time)
Manual Collection Templates
(unstructured)
System Output Templates
(structured)
Survey Collection Templates
(unstructured)
KPI Review and
Consolidation
KPI Reporting
IllustrationDescription
13. IT service management evolved as Business and IT more aligned and integrated
IT Service Management Transformation
Although the relationship and role of IT organizations has evolved over the last three decades, new and disruptive technologies are further accelerating this pace of change. Successful
organizations need to harness this capability in order to create a competitive advantage and require that Service Management functions as an integrated part of the business as opposed
to a provider.
IT Provider to the Business Business and IT Alignment Business and IT Integration
— Viewed as a utility to the business
— Cost center, focus on cost reduction
— Tendency toward waterfall projects with lengthy
release cycles
— IT as a service provider to the business
— Business process transformation with IT as an
enabler
— Economies of scale in platform rationalization
— Outcome-driven with increased visibility in
quality of service
— Increased agility with iterative development in
some business segments
— IT as a value creator with the business
— Service integration with diverse service offerings (e.g.
cloud vs. internally managed)
— Speed to value through DevOps and release
automation
— Flexibility in service and feature delivery through
Agile, iterative development
— Creativity in solution design by user experience-driven
design
ca. < 2007 ca. 2007 to 2017 Today and forward
IT Centric Customer Centric
Most traditional organizations are still focused on process and service models
Experience ValueServiceProcessAction
14. A set of processes is mapped to each of IT service lifecycle’s five stages
IT Service Management Transformation
ITILv3
Continual service improvement
• Seven step improvement
process
Service strategy
• Service strategy
• Service portfolio mgmt
• Financial mgmt
• Demand mgmt
Service operation
• Event mgmt
• Incident mgmt
• Request fulfillment
• Problem mgmt
• Access mgmt
• Service desk
• Technical mgmt
• IT Operations mgmt
• Applications mgmt
Service design
• Service catalog mgmt
• Service level mgmt
• Supplier mgmt
• Capacity mgmt
• Availability mgmt
• IT service continuity mgmt
• Information security mgmt
Service transition
• Transition planning and support
• Change mgmt
• Service asset and configuration mgmt
• Release and deployment mgmt
• Service validation
• Evaluation
• Knowledge mgmt
15. Company should transform in the way managing modern IT service management
IT Service Management Transformation
Modern Service Management defined as “A lens intended to focus service management experts, around the globe, on the most important outcomes that
evolve our customers from legacy, traditional IT models to an easier, more efficient, cost effective, and agile service structure.”
Modern Service Management is meant to focus on people, collaboration, and relationships, not just technology and processes. The table below highlights
some of the key differences between traditional IT and modern IT.
Comparison Traditional IT Modern IT
DNA Intermediation Disintermediation
Service Delivery Wave Based Continuous-Iteration Based
Service Stability Design for Success (HA/Redundant) Design for Failure (Resilient)
Delegation Levels IT Silos End-to-End Services
Processes In Documents, Optimized, Redesigned
Self Service, Knowledge, Low Friction,
Automated
Automation Isolated, Manually Initiated Systemic, Triggered, Automatic
Monitoring Element, Fault Focused Service, End-to-End Capability Focused
Support Service Desk / Contact Center Customer Experience / Self Service
Configuration / Asset Management Discovered / Manual Configuration Prescribed, Declarative, Automated
Self-Service Portal Based App-Aligned, Artificial Intelligence
Failure Priority Time Factor Mean time to Repair
Mean time to Detect, Identify,
Remediate / Eliminate
16. Company must consider its future service management capability across four key ITIL
dimensions
IT Service Management Transformation
Information & technology
- Leverage technology to drive transformation through integration of key
tooling (e.g. development, integration and change toolsets).
- Make use of the investments made in tooling through prioritized program
- Investigate opportunities to leverage data as a critical enabler to
decisioning. For example, use of predictive analytics to identify high risk
changes, automatically identifying potential downstream impacts
Organisation and people
- Build a mindset across Company to take end-to-end accountability for more
holistic outcomes
- Drive the right culture and behaviours through effective people change
management
Partners & suppliers
- Engage and integrate key management and governance touch points of
partners & supplies with Company practices and controls
- Ensure balanced governance model to enable continuous improvement
and an ongoing fit-for-purpose capability
- Adopt a metric-based approach aligned with the partner scorecard to
achieve broader organisational goals
Value streams & processes
- Empower delivery across a number of patterns and ways of working (i.e.
distributed agile, Platform 2.0, etc.), while enabling a consistent
framework across enterprise
- Shift from a centralised process view of the world to a capability-based
view that allows for embedding within delivery teams and distributed
functions
1
2
3
4
To enable
transformation across
the bank, we need to
consider multiple
dimensions that
capture the right ways
of working, drive the
right behaviours, and
ensure this is more
than a process exercise
We will apply the four
ITIL Dimensions to
build an evidence
based assessment of IT
Service Management
maturity and identify
the uplifts in service
management operating
model
1
Organisations &
people
2
Information
& technology
Partners
& suppliers
3
Value streams
& processes
4
Technological
factors
Social
factors
Environmental
factors
Political
factors
Economic
factors
Legal
factors
Value
Products & Services
ITIL v4 DIMENSIONS
17. Sourcing option to fulfill the IT demand can be done first by segmenting the IT services
dimension
IT Service Management Transformation
IT Sourcing Decision Tree
Sourcing Decision Tree (Qualitative)Segmentation of IT Services
Outsource
Internal
N
N
N
N
N
Y
Y
Y
Y
Y
Y
Does ... permit outsourcing?
Plan
Build
Run
Pro-
duction
Com-
mercial
Product-
related
Infra-
struc-
ture
Basic
ser-
vices
App-
lica-
tions
Legal or regulatory
constraints
IT Strategic priorities,
mission criticality
Stability, controllability &
measurability of process
Availability of external
providers
Economics, service levels
and capabilities
Transition risks
Technology Stack
IT
Domain
IT Process
Qualifiers
0
1
2
3
4
5
Differen-
tiator
A B
N
18. Utilizing a service catalogue improves request fulfillment processes and leads to reduced IT
and business communication efforts
IT Service Management Transformation
Improved Efficiency
IT
Service Catalogue
Streamlined Fulfillment ProcessesNeed to request a laptop
with SW1, SW2, etc… Customized
Computing
Package
CurrentState
Streamlined
FulfillmentProcesses
Need to request a laptop
with SW1, SW2, etc… Department 1
Department 3
Department 2Help Desk
SW 1
SW 2
Dpt.2
Dpt.4
Dpt.1
Dpt.3
Laptop
Service Requests
Request Clarification
Service Requests
ILLUSTRATIVE
19. Agile process implementation allows IT leader to refine their IT operating model based on use
cases and in iterative steps
IT Service Management Transformation
Determining factors:
▪ Process architecture: ITIL
▪ Amount of process groups: 6
▪ Backlog: centralized and prioritized
according to value expected and risk
reduction
▪ Backlog refinement is done by a defined
(change) board
▪ Sprint process as known
▪ Result: lean but operationalized process by
defining use cases (e.g. password reset)
which is implemented end to end
Sample Backlog
Incident Detection
Incident
Classification
Investigation &
Analysis
Resolution and
Recovery
Incident Closure
& Post-Mortem
Communication & Change Management
Agile Incident Management
Theme Process Area Process Group User Story Priority Complexity
Service
Operation
Incident Detection &
identification
As a user I want to receive
incidents over a ITSM tools
where I can assign them to the
responsible person
1 10
Service
Operation
Incident Communication As a user I want to be able to
access a Dashboard to monitor
the status of my reported
incident
2 5
20. Modern Service Management is a transformational journey
IT Service Management Transformation
1. Recognize you have a
Problem, and a Strategic
Opportunity
2. Establish an Adoption and
Change Management Cadence
3. Identify Initial Services/Apps
for the Cloud
4. Modernize
development/operations and
ITSM tools
5. Plan and enable automated
service provisioning
6. Evolve development and
deployment patterns
7. Identify/select monitoring
and automation hooks in
applications
8. Identify, train, and prepare
9. Identify current process
modifications and gaps
10. Provide role transition
support
11. Implement changes to
processes
12. Transition workloads to
operate as a service
21. =Modern IT Service
Management ITIL + Agile + DevOps
Modern IT Service
Management = ITIL v4 + Emerging Tech
Robotic Process Automation (RPA), Cloud, Big Data, Machine Learning(ML) & Artificial Intelligence (AI)