In this session, Mozaic described new ways of working based on a cohesive model that incorporated digital and traditional service management methods.

1. Digital Service Management
Melding Digital Delivery with more traditional Service Management without blunting the edges of
both
Steve Tuppen, Director and Founder of Mozaic

2. About Mozaic
Who we are
– Specialists in Service Integration
– Independent
– Highly respected across the IT industry
– Recognised by Gartner as Service
Integration specialists
– Practical, operationally focused and
collaborative
How we deliver
– Assess the “size of the prize”
– Design your Processes, Governance,
and Supporting Tooling
– Supporting you to Transform your estate
– Operate all or part of Service Integration
capabilities for you
What we do
– Build the best future operating model for
your estate
– Implement and Operate Service
Integration models
– Improve services whilst addressing IT
Cost and Complexity
– Provide transparency and control of your
estate

3. A full lifecycle of change
The “Typical” Approach
Assess
A full assessment of your current
estate, the development of a target
operating model based on the
Mozaic standard services
framework and value the benefits for
its delivery
Transform
The transition to your target
operating model and realisation of
the associated benefit, making use
of transformational and continuous
service improvement techniques
Accelerate
The detailed design of your
delivery strategy supporting
the target operating model,
including; retained IT
organisation, Service
Integration services, and
outsourced delivery and
project towers
Operate
The operation of Service
Integration functions providing
support to your existing retained
IT organisation or provision
of full service as your agent
to manage and control delivery

4. A Selection Of Our Clients

5. Digital Service Management
The next generation of delivery models?

6. Traditional ‘Service Management’ Model
The key strengths of the
traditional model are:
• Robust, consistent and
repeatable platforms
• Clear lines on accountability
• Financially efficient
• Predictable performance
• Skills readily available
The key weaknesses of the
traditional model are:
• Can be slow to respond to
changing business needs
• Separation of lifecycle stages
creates increased ‘transition’
requirements
• Voice of small user groups can
be hard to hear
BUSINESS ENGAGEMENT
STRATEGY & ARCHITECTURE
SERVICE
INTEGRATION
SERVICE
TOWER
SERVICE
TOWER
SYSTEMS
INTEGRATION
PROGRAMME
PROJECT
DEMAND
SUPPLY
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT

7. Typical ‘Digital’ Model
PRODUCT
PRODUCT
PRODUCT
PRODUCT PRODUCT
PRODUCT
STRATEGY
The key strengths of the Digital
model are:
• Fast to respond to changing
business needs
• Voice of the customer is at the
heart of delivery
• Product-based approach lead to
efficient transition into operation.
• Lower Executive level
overheads
The key weaknesses of the
Digital model are:
• Higher costs as low levels of
repeatable platforms
• Performance can be
unpredictable
• Skills are in high demand
• Accountability for decision-
making is not always clear

8. The most common challenge;
I need to become more agile?
The rate of change is ever increasing…
• Digital development is increasingly producing outputs that are
business critical and need to be fully resilient and properly supported;
• Service Management has often become too governance heavily,
slowing delivery with a complex set of processes that frustrate rather
than enable change;
• Waterfall change delivery requires significant up-front commitment
and can be slow to deliver benefits to the business;
• New tooling capabilities can enable automation, and these can be
used to drive agility in many of the traditional service management
and operational areas;
• Having separate ‘Digital’ and ‘IT’ approaches is unsustainable
(wasteful, encouraging duplication, not standardised, operationally
risky, potentially costly, culturally unappealing and divisive);

9. BUSINESS ENGAGEMENT
STRATEGY & ARCHITECTURE
SERVICE
INTEGRATION
SERVICE
TOWER
SERVICE
TOWER
SYSTEMS
INTEGRATION
PROGRAMME
PROJECT
DEMAND
SUPPLY
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
PRODUCT
PRODUCT
PRODUCT
PRODUCT PRODUCT
PRODUCT
STRATEGY
Typical Digital Delivery Models
Traditional Enterprise IT Models
Integrated Digital Service Management
Digital Service Management?
PRODUCT
TEAM
PRODUCT
TEAM
PRODUCT
TEAM
B U S I N E S S U S E R S
PRODUCT
TEAM
PRODUCT
TEAM
CAPABILITIES
CAPABILITIES
CONTROLS

10. There are four types of Controls
• Strategy & Architecture sets out the high level
vision and strategy, and the architectural principles
that should be applied when delivering Products
and Capabilities.
• Governance describes the the decision-making
structures, including delegated authority and
responsibilities.
• Processes describe the processes that will be
used to progress work.
• Policies & Standards describe all of the
standards and policies (e.g. security, procurement,
regulatory) that should be applied to the delivery of
Products and Capabilities.
There are broadly three types of Capability
• Technology capabilities form the technical
platform that underpins the delivery of Products.
• People capabilities provide the professional
resource pools and governance for aspects of
delivery (Programme & Project Management,
Application Development CoE etc.)
• Service Capabilities enable the service
integration and management required to operate
and control delivery.
Digital Service Management - Key Concepts
PRODUCT
TEAM
PRODUCT
TEAM
PRODUCT
TEAM
CAPABILITIES
B U S I N E S S U S E R S
PRODUCT
TEAM
PRODUCT
TEAM
TECHNOLOGY CAPABILITIES
PROCESS
GOVERNANCE
STRATEGY & ARCHITECTURE
POLICIES & STANDARDS
CONTROLS
PEOPLE CAPABILITIES
SERVICE CAPABILITIES

11. The level of mandatory requirements is kept low during the early stages of delivery to allow teams to
innovate and explore different options. The level of operational control delivered in each phase
increases as Products get closer to Live.
Freedom to Innovate
Before you start
building a service, you
need to find out
whether users need it
and whether similar
services exist.
In the alpha phase you
need to:
• build prototypes of
your service
• test your prototypes
with users
• demonstrate that
the service you
want to build is
technically possible
The objective of the
beta phase is to build a
working version of the
service based on your
alpha prototypes.
The version you build
must be able to handle
real transactions and
work at scale.
The live phase is the
time to keep improving
your service based on:
• user feedback
• analytics
• your ongoing user
research
DISCOVERY ALPHA BETA LIVE
Optional Controls &
Capabilities
Mandatory Controls &
Capabilities
DISCOVERY ALPHA BETA LIVE
Optional Controls &
Capabilities
Mandatory Controls &
Capabilities

12. A new operating model
• Functions - This describes the functional capabilities required
within the IT Operating Model, in order to achieve the business
objectives.
• Processes - These describe the policies, processes, procedures
that enable the effective flow of work through the IT Operating
Model.
• Governance - This describes the control framework for the IT
Operating Model.
• Data - This describes the data architecture required to enable
the IT Operating Model.
• Tools - describes the strategy for implementing these tools
necessary to underpin the IT Operating Model and enable high
levels of automation.
• Sourcing - The functional capabilities can be sourced in various
way. This component describes the strategy for sourcing these
capabilities.
• People- This describes the organisation structure, roles and
responsibilities, the strategy for building capability and approach
to communications and business change.
To make this change work, we need to consider all the standard elements of a good
operating model…

13. Two priority areas of focus
Organisational Change
• Two dimensions
• Tensioned
• Collaborative
Data driven
• Architected
• Service Orientated
• Automation Tooling
Automation
Systematically Implemented

14. Mozaic Integration Management
Continuous
Integration
Digital Agility
Customer
Intimacy
Workflow
Enterprise
Performance
Governance &
Oversight
Rigorous
Controls
Integration Hub
APIs
Interfaces
ServiceManagementTooling
DevOpsTooling
Repository
TraditionalDigital

15. Mozaic Integration Management
Service
Management
Container
Management
Digital
Deployment
Source
Automation
Test
Automation
Log & Event
Management
Application
Performance
Management
Provisioning
Automation
Service
Management

16. BUSINESS UNITS
SERVICE
INTEGRATION
SERVICE
TOWERS,
AGREEMENTS,
OLAS and UC’s
SUPPLY
DEMAND
CMDB
All underpinned by strong data
The Service Architecture needs to cover the
whole of the IT supply chain:
• The businesses and users that consume IT
services will be included in the model, using cost
centres and staff numbers.
• The services delivered by IT to business will be
represented in the model.
• The relationship between the services that
divisions consume and the IT services provided will
be described.
• The links between IT services, their providers and
the service / operating agreements and
underpinning contracts will be shown.
• All of the above will be captured in the CMDB,
which will take feeds from federated ‘golden’ data
sources.

17. Using the Agile Scrum approach
to process change and delivery
We use Agile Scrum to build pace into delivery whilst building organisational
responsibilities through early appointment of Process and Service Owners.
User Stories
Product
Backlog
Product Owner
Sprint Backlog
Tasks and Estimates
Sprint
Planning
Scrum Master
Daily Scrum:
• < 15 Minutes
• Done?
• Do Next?
• Obstacles?
Sprint Review:
• Team Presents
“Features”
• Q&A
Sprint Retrospective:
• What Worked?
• What Didn’t?
• What Else?
Update Product Backlog
Sprint 2-4 Weeks

18. Thank you.
© 2017 | 18
Steve Tuppen,
Director & Co-Founder
+ (0)7584-513067
steve.tuppen@mozaic.net