The event had a choice of several relevant workshops ITIL & Service Delivery based. Typically each session was hosted by two expert IT Practitioners and with a class size of no more than 10 delegates for Workshops and 20 delegates for Master Classes. The class size was designed to allow engagement with both the experts and other delegates.
In November, IT4IT(TM) 2.0 was released to the IT industry. In this webinar, Michael Fulton, President, CC&C Americas and member of Open Group IT4IT Forum Steering Committee, will share his perspective on IT4IT and what it means to the IT industry and how you as an individual can take advantage of it within your career
In November, IT4IT(TM) 2.0 was released to the IT industry. In this webinar, Michael Fulton, President, CC&C Americas and member of Open Group IT4IT Forum Steering Committee, will share his perspective on IT4IT and what it means to the IT industry and how you as an individual can take advantage of it within your career
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
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.
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
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.
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
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.
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
Next Generation IT Operating Models and IT4ITSukumar Daniel
In a world driven by Disruption, IT Departments are seeking ways to systematically transform their ways of working to transform from an Automobile mechanic Shop Operating Model to a Customisation Studio.
This requires the adoption of next generation Service Oriented IT Operating Model, this paper examines how IT4IT is an important part of the Transformation Tool Kit that can be used by organisations to make the changes required to face the future with confidence.
What Is IT4IT? – An Introduction To A New Standard
The IT industry has long lacked a complete end-to-end management standard, one that includes architecture, project, portfolio, service, and operations management. It’s a challenge, one that the IT4IT standard has been designed to address. IT4IT is the first end-to-end, vendor-neutral reference model for IT management and its systems. This session will give you a comprehensive overview on the history, positioning, and content of IT4IT and show you how to make it a reality for your organisation.
Advanced traditional IT departments, with silos organised around deep disciplines, policies, and processes, won’t work for tomorrow’s world. Most IT departments with specialist groups that speak their own dialect, struggle to agree on shared goals and values. Because of this, it’s hard to deliver optimal business outcomes. This session will help you break down the barriers and harness the power of IT4IT, a high-level standard for managing the whole of IT with an enterprise service-centric architecture.
Certificate Course in Practical IT Service Management Systems and Continual S...Sukumar Daniel
The course is designed for individuals and corporate organisations who are looking to acquire an understanding of the practical applications of IT Service Management Systems.
Students learn the basics of how Service Oriented Architecture can be used to create IT SMS frameworks. Using Innovative lateral learning techniques it is a one of a kind program that focuses not only on learning the foundation knowledge of the ITIL library, but extends beyond the traditional training program to help the students to apply the knowledge that they have acquired through live projects.
The program is tailor made for a batch of students and has immense value for Enterprises that Use IT and for the Service Providers who provide IT services to enterprises.
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.
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.
3 things about EA that TOGAF doesnt saycccamericas
In the field of Enterprise Architecture, TOGAF is the world''s leading industry framework. But there are several important considerations to the practice of Enterprise Architecture that TOGAF leaves out. In this session by Michael Fulton, President of CC&C Americas, you will learn from one of the world''s leading TOGAF Certification trainers 3 things that TOGAF doesn't teach you about practicing Enterprise Architecture.
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
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.
TABLE OF CONTENTS
1. What is IT4IT framework
2. The benefits of implementation of the IT4IT framework
3. IT4IT framework components
4. IT4IT Value Streams
5. IT4IT Reference Architecture
6. About Architecture Center Ltd
7. References
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.
This is an extension on a presentation provided to the Unicom #DevOps North event in February 2017. It discusses the Challenges facing the transformation to Digital Business today and how that can be assisted by Starting with Why, thinking Agile, Breaking down delivery by value, Using the #IT4IT open standard and third parties
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.
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
Next Generation IT Operating Models and IT4ITSukumar Daniel
In a world driven by Disruption, IT Departments are seeking ways to systematically transform their ways of working to transform from an Automobile mechanic Shop Operating Model to a Customisation Studio.
This requires the adoption of next generation Service Oriented IT Operating Model, this paper examines how IT4IT is an important part of the Transformation Tool Kit that can be used by organisations to make the changes required to face the future with confidence.
What Is IT4IT? – An Introduction To A New Standard
The IT industry has long lacked a complete end-to-end management standard, one that includes architecture, project, portfolio, service, and operations management. It’s a challenge, one that the IT4IT standard has been designed to address. IT4IT is the first end-to-end, vendor-neutral reference model for IT management and its systems. This session will give you a comprehensive overview on the history, positioning, and content of IT4IT and show you how to make it a reality for your organisation.
Advanced traditional IT departments, with silos organised around deep disciplines, policies, and processes, won’t work for tomorrow’s world. Most IT departments with specialist groups that speak their own dialect, struggle to agree on shared goals and values. Because of this, it’s hard to deliver optimal business outcomes. This session will help you break down the barriers and harness the power of IT4IT, a high-level standard for managing the whole of IT with an enterprise service-centric architecture.
Certificate Course in Practical IT Service Management Systems and Continual S...Sukumar Daniel
The course is designed for individuals and corporate organisations who are looking to acquire an understanding of the practical applications of IT Service Management Systems.
Students learn the basics of how Service Oriented Architecture can be used to create IT SMS frameworks. Using Innovative lateral learning techniques it is a one of a kind program that focuses not only on learning the foundation knowledge of the ITIL library, but extends beyond the traditional training program to help the students to apply the knowledge that they have acquired through live projects.
The program is tailor made for a batch of students and has immense value for Enterprises that Use IT and for the Service Providers who provide IT services to enterprises.
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.
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.
3 things about EA that TOGAF doesnt saycccamericas
In the field of Enterprise Architecture, TOGAF is the world''s leading industry framework. But there are several important considerations to the practice of Enterprise Architecture that TOGAF leaves out. In this session by Michael Fulton, President of CC&C Americas, you will learn from one of the world''s leading TOGAF Certification trainers 3 things that TOGAF doesn't teach you about practicing Enterprise Architecture.
This presentation explores the recent evolution of multidisciplinary approaches. We've seen Agile being used to develop new software releases better, quicker and cheaper than before by involving the business in iterative and incremental development activities. This often resulted in a backlog of potentially shippable releases waiting for the high-procedure IT Ops department to get around to deploying them. So folk used DevOps to get the deployment process sorted out by working on highly-automated continuous integration and deployment. Great! We've got the functionality into production! But wait - where's the value? Amazing as it seems after this Agile and DevOps revolution, no business benefits have been realized. Value is only actually realized when the users use their information systems effectively and efficiently. Organization lose on average 7.6% productivity due to IT issues and almost half of this is caused by poor use. Take a moment to reflect on your own business users.
Do you believe that they could get more value out of investments in IT? Do you think that they really understand the data in the systems and are not making costly mistakes based on misinterpretation? Is anybody monitoring how well the information systems are being used and helping users proactively? This is unfortunately often not the case. So after improving development and deployment of application releases, the next step is to improve how information systems are actually used. Just as Agile has facilitated closer collaboration between the business and IT for development, and DevOps has done the same for development and IT operations, there’s now a call to action to close the IT value circle by improving how IT operations and the business collaborate. The key word here is engaged. Follow this presentation to learn more...
In this slide deck, Kevin Holland introduces SIAM (Service Integration and Management), covering its key features and benefits, and how it complements ITIL.
ArchiMate 3.0: A New Standard for ArchitectureIver Band
This keynote presentation from the July 2016 Open Group Austin Conference introduces the new version of the ArchiMate standard. ArchiMate 3.0 extends the language with various concepts that help enterprise architects tackle challenges in digital transformation and business change. This major new version introduces explicit support for capability-based planning, and improves linkage between business strategy and all architecture layers. ArchiMate 3.0 also enables modelers to describe the Internet of Things and the systems of the physical world, such as manufacturing and logistics. In addition, the new version supports more compact and intuitive visual models. This presentation includes examples that use these improvements and demonstrates how architects can benefit from them.
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
The "top down" approach emphasizes readers bringing meaning to text based on their experiential background and interpreting text based on their prior knowledge (whole language).
Design for Learning: The Future of the Web (Well, for 5 Years)Andrew Boardman
Over the next few years, websites will change from validation tools to learning platforms. Through your website, people will want to learn from your business, connect with your ideas, and develop strong relationships. Remarkable content, coupled with smart design, will help make those connections. The best communication professionals will help drive those connections and must be prepared for the changes immediately ahead. The talk will discuss a brief history of the web, how content is changing online, why we talk about learning, and where design and communications will be most impactful in the next few years.
AN ANALYSIS OF CHILD ABUSE IN INDIAN SCENARIOIJMR Journal
Public conscience is not outraged, despite occasional investigative media reporting and social action litigation in appellate courts in labour-surplus economy and chronic unemployment which provide passport for ruthless exploitation. According to Precht, the promotion of the basic rights of persona and nations will be successful if they will be considered from the perspective of the poor people. Among factors contributing to child labour, the important are rapid population growth, adultery unemployment, bad working conditions, lack of minimum wages, exploitation of workers, low standard of living, low quality of education, lack of legal provisions and enforcement, low capacity of institutions, gender discrimination conceptual thinking about childhood. Mindset of the people can be changed by imparting value based education and culture.
Ijciss1 april2612 A STUDY ON CELLULAR SERVICE INDUSTRY ON ITS SERVICE QUALITY...IJMR Journal
The objectives of this paper were to explore reasons why consumers prefer a specific mobile service and to explore the relationship between Service Quality, Customer Satisfaction and Brand Loyalty. The cellular service providers are using different sales promotional methods to attract the customers towards them. For further enhancement, to measure the Customers’ Satisfaction and Service Quality towards Brand Loyalty of cellular service is important. The survey instruments used in the present study to measure Brand Loyalty were Service Quality, Price, Product Quality, Promotional Quality and Customer Satisfaction. Thus the structural equation modeling approach was necessary in order to examine the variables. The findings revealed that reliability, responsiveness in service quality, reasonable price and customer satisfaction leads to brand loyalty towards cellular communication providers. The researcher suggests that proper promotional offer with right service at the right time and enhanced product quality to make the customer satisfied and loyal to the service providers.
Keywords: Service Quality, Price, Product quality, Promotional quality, Customer satisfaction, Service/Brand loyalty.
12 Months of Awesome (Content) for Socially Responsible BusinessesAndrew Boardman
Having worked with dozens of socially responsible businesses
over the years, we have learned that having access to great,
regular and informed content is key to your communications
success. And content is more important than ever in
connecting with prospective and current customers and
clients.
Your business blog and social media channels make up a
crucial part of your marketing and communications strategy.
Please use this calendar to outline or enhance your content
strategy and keep on top of your marketing goals for the
remainder of 2015 and the first eight months of 2016.
Modern IT Service Management Transformation - ITIL IndonesiaEryk Budi Pratama
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
Want to learn more about Activity Based Costing or IT Delivery Services Transparency? Would you like to better communicate your Technology Services Catalog or articulate proper chargebacks to the Business Stakeholders?
The business demands Best-in-Class Solutions with a secure and reliable infrastructures with no downtime, and now the CIO can provide a portal view with comprehensive Business Unit Dashboards and custom Data Analytics reporting.
Defining Services for a Service CatalogAxios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=289
Faced with continued cost pressures, as well as growing business unit demand for new services and higher service levels, IT is about to make transformation. IT is having to align their services with the needs of the business, develop standardized process and improve overall internal customer satisfaction. Arguably the most important tool to deliver these demands is the Service Catalog.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
“How to Make ITIL Work To Your Benefit”
Learn how the St. Edward’s Professional Education’s ITIL training program can help your organization improve your IT service management using ITIL with traditional instructor-led training.
What Every Project Manager Should Know About ItilDaniel Cayouette
This presentation will provide a high-level view of ITIL and will identify where the ITIL Service Lifecycle Framework and the PMBOK Guide complement each other.
Understanding of ITIL will help the IT project manager over the lifecycle of their projects, from defining a better project charter focused on IT services to a smoother transition to operations and an increased satisfaction of all stakeholders.
The role of an IT PMO as the Voice of IT and its role with Service Level Management will also be discussed as a key enabler to align IT to the business.
The Summit will consider the role of leadership within the technology domain. Amidst a backdrop of uncertainty and disruption, the conference will discuss how you can help your organisation navigate change, overcome problems and accelerate innovation.
The programme will feature insights from an impressive array of technologists, founders, researchers and transformation specialists; contextualising the biggest challenges facing the industry and sharing practical advice, guidance and best-practice on how you can maximise your impact within your team.
Now in its seventh year, the Summit has established itself as the largest annual leadership event for Scotland’s Technology community, and an invaluable forum for knowledge exchange, discussion and high-level networking.
Core themes:
Trends: Digitalisation, agility, disruption and hybrid teams
Evolution: The changing nature of technology as a discipline
Leadership: Strategy, empowerment, communication, motivation and empathy
Culture: Creating a culture of inclusion, innovation and exploration
Impact: Technology as a driver of growth, innovation and improvement
The North of Scotland is in the midst of a full-scale transformation. Building on a well-established reputation as a global energy hub, the North is fast becoming a key destination for emerging innovation across an increasing range of sectors.
The DIGIT North Summit is designed to bring IT and Digital leaders together and drive practical innovation through shared learning. The event will facilitate cross pollination between key industries, from traditional sectors like Oil & Gas and Agriculture to high-growth fields like: Life Sciences, Biotech, Gaming, Fintech and Space.
The programme will contextualise the key emerging technologies and industry disruptors, and consider the vital role that IT and Digital leaders will play in ensuring organisations can thrive amid a backdrop of market change and economic volatility.
Organisations are changing, the rapid pace of the digital world has necessitated a fundamental shift in mindset. Digital has disintermediated markets; disrupted organisational structures, created new risks and new revenue streams and fundamentally altered the way businesses engage with their customer.
The most influential companies of our age share a common ability to understand two things effectively: people and technology. In these turbulent times, success is increasingly defined by the ability to respond to the fast-changing landscape, and exceed the expectations of the people we serve.
DT 2021 will contextualise the key technology trends and industry disruption amidst a backdrop of significant socio-economic upheaval. The event will also consider the role of IT and Digital leaders in driving positive transformation, exploring how we can help support operations, drive innovation, overcome challenges, and deliver tangible business benefits.
Core themes:
• Landscape: Uncertainty, Recovery, Sustainability, Remote Teams
• Process: Strategy, Structure, Optimisation, Agile, DevOps
• Design: Customer Centricity, UX, Functionality, Simplification
• Technology: Remote Tools, Data Analytics, AI, ML, RPA, Cloud
• People: Culture, Collaboration, Leadership, Diversity, Empowerment
The national Scot-Secure Summit is the largest annual Cyber Security event in Scotland: the event brings together senior IT leaders and Information Security personnel, providing a unique forum for knowledge exchange, discussion and high-level networking.
The conference programme is focused on promoting best-practice cyber security; looking at the current trends, the key threats - and offering practical advice on improving resilience and implementing effective security measures.
The conference will contextualise the changing regulatory landscape, considering the business impact of the GDPR and DPA (2018) and how it is changing policy and process in practice.
When GDPR came into force in May 2018 it significantly raised the bar of obligation and accountability, ensuring that all organisations who handle personal data adhere to strict regulations around privacy, security and consent. 18 months on from implementation, the conference will consider how data protection procedure has moved on, with insight from frontline practitioners reflecting on how practices within their organisation have changed.
The event will also provide an update from the regulator; exploring regulatory action policy, decision making for fines and penalties, and clarifying some of the most prominent areas of misconception and non-compliance.
Core conference topics include:
• Key legal issues and obligations
• Data security and encryption
• Privacy Impact Assessments
• Databases, data mapping and classification
• Privacy by design
• Practical strategy implementation
SCOTLAND’S MUST-ATTEND IT & DIGITAL EVENT
The expo is the largest annual enterprise technology event run in Scotland, and a must-attend for senior technologists, digital innovators and IT leaders.
SCOTLAND’S LARGEST VENDOR SHOWCASE
DIGITExpo hosts Scotland’s largest exhibition of technology and solution providers, spanning: Cyber Security, Networking, Infrastructure, Cloud, Data & Analytics, Managed IT Services, Telecoms, Connectivity and much more.
TOP SPEAKERS AND INDUSTRY INSIGHT
Keynote and seminar theatres will host leading thinkers and innovators from some of the best known companies in the world. 2018 speakers include: Google, Twitter, Mclaren, RSB, Hill & Knowlton, CYBG, IBM, EasyJet and AmTrust.
SCOTLAND’S MUST-ATTEND IT & DIGITAL EVENT
The expo is the largest annual enterprise technology event run in Scotland, and a must-attend for senior technologists, digital innovators and IT leaders.
SCOTLAND’S LARGEST VENDOR SHOWCASE
DIGITExpo hosts Scotland’s largest exhibition of technology and solution providers, spanning: Cyber Security, Networking, Infrastructure, Cloud, Data & Analytics, Managed IT Services, Telecoms, Connectivity and much more.
TOP SPEAKERS AND INDUSTRY INSIGHT
Keynote and seminar theatres will host leading thinkers and innovators from some of the best known companies in the world. 2018 speakers included: Google, Twitter, Mclaren, RSB, Hill & Knowlton, CYBG, IBM, EasyJet and AmTrust.
Emerging technology is having a profound impact on the Financial Services sector; from mobile payments, APIs and Open Platforms to Machine Learning, Robo Investment and AI Chatbots.
The Summit will explore technological innovation across the financial services sector, from developments in established institutions to the disruptive innovators within the start-up community that are reshaping the FS market.
Core conference topics:
• Landscape: Trends, Culture, Trust, Transparency, Geo-political Climate
• Regulation: GDPR, MiFID II, PSD2, Open Banking, APIs
• Customer Strategy: Engagement, UX, Data Insight, Marketing & ML
• Emerging Tech: Blockchain, Analytics, AI, Payments, Automation
• National Strategy: Skills, Funding, Collaboration, Cyber Security
• Infrastructure: IT, Digital, Cloud, Mobile, XaaS
The modern enterprise is becoming an increasingly automated environment: technological advancements in AI, Machine Learning and RPA are allowing organisations to strip out layers of inefficiency, optimise process and enhance productivity. Right across the enterprise, operations are changing in line with new automation tools, from low-level administrative tasks to self-regulating Industrial IoT systems and customer service chatbots.
This conference will contextualise the role of intelligent automation within the enterprise, looking at how the increasing sophistication of AI, RPA and IoT technologies are transforming operations. The conference is geared towards senior IT and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, engagement and high-level networking
As technology has evolved IT has transitioned from a background support function to a core driver of value creation and competitive edge. This shift has placed senior technologists at the heart of the organisation where they are increasingly critical to decision making, strategy and leadership.
The DIGIT Leader Summit will explore the evolution of the IT & Digital profession, considering the key technology and business trends and the profound impact they are having on the role. The programme will also examine the crucial components of leadership, looking at culture; team building, upskilling and communication.
The Summit is geared for senior IT & Digital leaders, and designed to provide an opportune forum for practitioners to share their experiences, learn from their peers and discuss best-practice approaches to leadership.
Core topics
Trends: Key technology trends and business trends
IT Evolution: How the IT and Digital role is changing and evolving
Leadership: Empowering, engaging, motivating and inspiring teams
Culture: Creating a culture of inclusion, innovation and exploration
Impact: Technology as a driver of innovation, improvement and problem solving
IT Management: Investment, ITAM, cost control, vendor management
The Conference
The Energy sector is changing: the challenging economic landscape has forced businesses to scrutinise their operations in pursuit of greater productivity and asset efficiency. Meanwhile, the market is growing increasingly diverse as renewables mature and new entrants emerge.
Against this backdrop, digital is becoming increasingly pervasive as companies turn to technology to modernise processes and deliver competitive advantage; from remote monitoring and automation, to data analytics, Machine Learning, asset visualisation and HPC.
Now in its 6th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brings together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme will explore the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Core Themes
Landscape: maximising economic recovery and cross industry collaboration
IT & Digital as a driver of efficiency, business improvement and problem solving
Analytics, data-driven decision making and business intelligence
Asset visibility: performance, conditioning, remote monitoring
Digitising processes and innovating on top of legacy systems
Emerging technologies, AI, IoT, Robotics, Drones, Blockchain
Infrastructure: SCADA, Cloud, hybrid architecture, managed services
Cyber Security, information governance, GDPR
The national Scot-Secure Summit is the largest annual Cyber Security Conference in Scotland: the event brings together senior IT leaders and Information Security personnel, providing a unique forum for knowledge exchange, discussion and high-level networking.
The conference programme is focussed on promoting best-practice cyber security; looking at the current trends, the key threats - and offering practical advice on improving resilience and implementing effective security measures.
The national Scot-Secure Summit is the largest annual Cyber Security Conference in Scotland: the event brings together senior IT leaders and Information Security personnel, providing a unique forum for knowledge exchange, discussion and high-level networking.
The conference programme is focused on promoting best-practice cyber security; looking at the current trends, the key threats - and offering practical advice on improving resilience and implementing effective security measures.
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
The conference will contextualise the changing regulatory landscape, considering the business impact of the GDPR and DPA (2018) and how it is changing policy and process in practice.
When GDPR came into force in May it significantly raised the bar of obligation and accountability, ensuring that all organisations who handle personal data adhere to strict regulations around privacy, security and consent. 6 months on from implementation, the conference will consider how data protection procedure has moved on, with insight from frontline practitioners reflecting on how practices within their organisation have changed.
The event will also provide an update from the regulator; exploring regulatory action policy, decision making for fines and penalties, and clarifying some of the most prominent areas of misconception and non-compliance.
Core conference topics include:
• Key legal issues and obligations
• Data security and encryption
• Privacy Impact Assessments
• Databases, data mapping and classification
• Privacy by design
• Practical strategy implementation
Technology is completely changing the face of financial services, driving disruption, displacement and disintermediation within the sector. This has lowered the barriers to entry, opened the door to new market entrants and created fertile ground for innovation and growth.
These market disruptions have also forged new alliances between start-ups and incumbents, blurring the lines of distinction between finance and technology and creating a wave of cross-sector collaboration.
Fintech 2018 will explore technological innovation across the financial services sector, from developments in established tier-1 firms to the disruptive innovators within the start-up community that are reshaping the FS market.
Core conference topics will include:
• Landscape: Trends, Culture, Trust, Transparency, Geo-political Climate
• Regulation: GDPR, MiFID II, PSD2, Open Banking, APIs
• Customer Strategy: Engagement, UX, Data Insight, Marketing & ML
• Emerging Tech: Blockchain, Analytics, AI, Payments, Automation
• National Strategy: Skills, Funding, Collaboration, Cyber Security
• Infrastructure: IT, Digital, Cloud, Mobile, XaaS
This conference will contextualise the evolution of IT, examining the changing role of technology within the business and the inherent implications for IT personnel. The event is geared for senior IT, business and finance leaders, providing a unique forum for knowledge exchange, discussion and high-level networking.
Core topics
• IT Evolution: the changing role of IT within the business
• Leadership: strategy, culture and collaboration
• XaaS: the shift from asset to service-based consumption
• ITAM: IT Asset Management and procurement
• Managed Services: vendor management and Service Level Agreements
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2. Your speakers
2
Tony Price
Director WW IT4IT strategic consulting
HPE SW Services
Craig Alexander
EMEA Lead IT4IT strategic consulting
HPE SW Services
4. Consumer demands are rapidly changing; on-demand
One common ask - better, faster, cheaper and safer
4
Gen Z
2000-present
Children
The first generation never to have
experienced the pre-internet world
Millennials/Gen Y
1980-2000
Early teens to early 30s
Demanding, internet savvy, instant
gratification. The iPad generation
Gen X
1965-79
Early 30s to mid-40s
The ‘focused, keep your heads
down generation”
Baby Boomers
Pre 1965
Late-40s+
Regarded in the West as the “have
it all” postwar generation
5. Business models are changing, and IT services must shift
5
You get what you are given
You get what you want, plus what you
didn’t know you needed
…and of course, must always be better, faster, cheaper and safer
6. Day to day IT operations are evolving
Support multi-model service delivery
Digital IT
Plan Source
OfferManage
New
Style
Traditional IT
Plan
Build
Run
Industrialized IT
Plan Build
DeliverRun
New
Tech
Reality: working smarter across the continuum and in all modes
7. IT can no longer manage all services the same way
Core IT Fluid IT
Greater agility
Business
outcome-centric
New workloads, apps,
and experiences
Shorter cycle times
IT outcome-centric
Conventional
workloads & apps
Longer cycle times
Lower cost
8. Typical look at the business of IT still has silos
Analyze and understand how to support the business by initiative
Velocity / requirements
Process
Tool
Core IT
Cloud
Process
Tool
DevOps
Process
Tool
Security
Process
Tool
Multiple
Suppliers / SIAM
Process
Tool
Mobility
Process
Tool
Context/usecase
12. The Open Group IT4IT™ standard to Run the Business of IT
Technical Standard2011 2012 2013 2014 2015
IT4IT
2.0 Std.
10/2015
RA 2.0
(level 3)
7/2015
RA 1.2
(level 3)
3/2014
RA 0.5
(level 1)
8/2012
Value
Chain
9/2011
RA 1.3
(level 3)
10/2014
RA 1.0
(level 2)
1/2013
• ~5000 downloads
• ~800 organizations
• ~74 countries
• Pocket Guide “Hot Seller”
• ~600 downloads
Original Consortium
IT4IT™ is a trademark of The Open Group
• Shell
• Hewlett-Packard (IT & SW)
• Achmea
• MunichRe
• Accenture
• Pricewaterhouse Coopers
• University of South Florida
• AT&T
IT Operating Model
Describes the structure of IT management
IT Reference Architecture
Prescribes the functional & information architecture
Consumer-centric service model
13. itSMF UK
IT delivers value through a series of activities
Which means there is an IT Value Chain supported by Value Streams
Efficiency
&
AgilityFinance & Assets
Intelligence & Reporting
Resource & Project
Governance, Risk & Compliance
Sourcing & Vendor
ITValueChain
Plan Build Deliver Run
Reference Architecture
Value Streams – Martin
Lean / 6-sigma concepts
Multi-Process Oriented
Customer focused results
Value Chains – Porter
Competitive Analysis
Strategic Concepts
Value Creation
Activity cost to profit margin analysis
14. as in a stream of activities delivering value
IT Value
Chain
Strategy to Portfolio
Drive IT portfolio to
business innovation
Requirement to
Deploy
Build what the business
wants, when it wants it
Request to Fulfill
Catalog, fulfill & manage
service usage
Detect to Correct
Anticipate & resolve
production issues
The IT Value Chain has 4 IT Value Streams
Efficiency
&
AgilityFinance & Assets
Intelligence & Reporting
Resource & Project
Governance, Risk & Compliance
Sourcing & Vendor
ITValueChain
Plan Build Deliver Run
Reference Architecture
15. itSMF UK
General approach to the IT4IT™ Reference Architecture
User is the north star, therefore start with IT use cases
Functional
Model
• High level definition of all functional areas for IT
• Based on customer use case analysis
Lifecycle
Model
• Based on ITIL and service lifecycle and high level grouping of:
Continuous Assessment, Continuous Integration, and
Continuous Delivery – and later into Value Streams
Information
Model
• Identification of key controlling IT artifacts
• Definition of artifact lifecycles according to lifecycle model
Foundation
Integration
• Defines key control points for integration, based on artifact
• Link Information model with lifecycle model Foundational Integration Layer (key control points)
Common Data/Information Model
Common Lifecycle Model
Functional Model
16. IT4IT™ reference Architecture V2.0
16
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
Cart
Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
Rationalization
Component
Configuration
Management
Component
Release
Composition
Component
Service Level
Component
Service
Contract
Actual
Service
CIs
Service
Release
Blueprint
Build
Package
Build Package
Component
17. The Information Model
– The information model comprises of service lifecycle data objects and their relationships
– Each value stream produces and/ or consumes data that together represents all of the information
required to control the activities that advance a service through its lifecycle
– These are referred to as “Service Lifecycle Data Objects”
17
Data object type Description Symbol
Key Data
Objects
Key data objects describe aspects of “how” services are created, delivered &
consumed; they are essential to managing the service lifecycle. Managing the
end to end service lifecycle & associated measurement, reporting, & traceability
would be virtually impossible without them. The IT4IT Reference Architecture
defines 32 key data objects and most are depicted as black circles
Service models are stand alone subclass of key data objects that describe “what”
IT delivers to its consumers. They represent the attributes of a service at three
levels of abstraction: Conceptual, Logical and Realised. These data objects
referred to as the Service Model Back Bone data objects (or service backbone
data objects in short) & depicted using purple coloured circle in the IT4IT
Reference Architecture diagrams
Key Data
Objects
Auxiliary data objects provide context for the “why, when, where etc ” attributes
and, while they are important to the IT Function, they do not play a vital role in
managing the service lifecycle. The IT4IT Reference Architecture currently
describes eight auxiliary data objects and they are depicted using a grey
coloured circle
18. The Service Model
– Without a clear understanding of both the business and the technology attributes of a service, there is no
way to be certain that the desired outcome can be consistently attained and that most optimal sourcing
strategy will be applied.
– The Service Model construct in the architecture captures, connects and maintains these service lifecycle
attributes as the service progresses through its lifecycle
– The structure that binds the different abstraction levels of the Service Model together is called the “Service
Model Backbone”
– The Service Backbone can also be broken down into Service Components
18
Service
Portfolio
Component
Change
Control
Comp.
Strategy to
Requirement to Deploy Request to Fulfill Detect to Correct
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Service
Release
Desired
Service
Model
Fulfill-
ment
Request
RFC
Service
Design
Component
Fulfillment
Execution
Comp.
Configuration
Management
Component
Release
Composition
Component
Actual
Service
CIs
Service
Release
Blueprint
19. The Functional Model
– Based on real IT scenarios and use cases, the IT4IT Reference Architecture identifies and defines one of
the essential building blocks – functional components- which create or consume data objects and can be
aligned with the appropriate value streams.
– The functional Model is the set off functional components and their relationships
19
Functional
Component type
Primary functional
component
Description Symbol
A primary functional component is depicted
using a blue coloured rectangle and is core to
a specific value stream. This means that the
functional component plays a key role in the
activities of a particular value stream/ Without
this functional component, the integrity of the
data objects and thus the Service Model could
not be maintained consistently & efficiently.
Most IT4IT documentation will use language
such as “functional component is owned by or
is core to a particular value stream” to
represent a primary functional component
20. The Integration Model
– Integration between components in the traditional IT management ecosystem is based on capability and
processes.
– The interfaces needed to accommodate the requirements associated with this approach are largely point
to point between products to enable automation of interdependent workflows.
– Over time, this results in a complex web of connections that is virtually impossible to manage, making
changes to any of the components a daunting task
– The IT4IT reference architecture defines an integration model composed from the following three types of
integrations for simplifying the creation of an IT Management ecosystem using functional components
– Systems of record integrations
– Systems of engagement integrations
– Systems of insight integrations
20
21. So what have we just seen and
how does it relate to IT ?
21
22. So what have we just seen and how does it relate to IT ?
22
Control of all the
suppliers
SIAM
Building from
Common
Components
Service
Integrator
Our business is
Racing
Cloud
The race
industry is
competitive
Security
Buying in pre
build vehicles
Brokerage
23. Typical look at the business of IT still has silos
Analyze and understand how to support the business by initiative
Velocity / requirements
Process
Tool
Core IT
Cloud
Process
Tool
DevOps
Process
Tool
Security
Process
Tool
Multiple
Suppliers / SIAM
Process
Tool
Mobility
Process
Tool
Context/usecase
24. Looking at IT4IT through the Value Chain lens
One IT4IT or many ?
P
r
o
c
e
s
s
T
o
ol
Core IT
Cloud
P
r
o
c
e
s
s
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o
ol
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P
r
o
c
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s
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ol
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P
r
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c
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s
s
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ol
Security
P
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Mobility
P
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s
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ol
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
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ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
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Service
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Service
Blueprint
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Case
Defect
Offer
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Release
Build
Service
Catalog
Entry
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Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
Cart
Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
Rationalization
Component
Configuration
Management
Component
Release
Composition
Component
Service Level
Component
Service
Contract
Actual
Service
CIs
Service
Release
Blueprint
Build
Package
Build Package
Component
25. One Lens, One Architecture, Many Perspective
Applying IT4IT
P
r
o
c
e
s
s
T
o
ol
Core IT
Cloud
P
r
o
c
e
s
s
T
o
ol
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P
r
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s
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o
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Mobility
P
r
o
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s
s
T
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ol
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
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Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
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Component
Configuration
Management
Component
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Component
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Component
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Contract
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Service
CIs
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Package
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Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
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Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
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Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
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Comp.
Catalog
Composition
Component
Shopping
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Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
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Component
Configuration
Management
Component
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Component
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Contract
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Build
Package
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Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
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Offer Mgmt.
Component
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Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
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tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
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scription
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back
Contract
Request
Problem/
Known
Error
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Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
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Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
Rationalization
Component
Configuration
Management
Component
Release
Composition
Component
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Component
Service
Contract
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Service
CIs
Service
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Blueprint
Build
Package
Build Package
Component
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
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Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
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Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
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Component
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Component
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Component
Service
Contract
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Service
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Service
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Blueprint
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Package
Build Package
Component
26. Addressing the silos
Apply the Reference Architecture consistently to all areas
Velocity / requirements
Process
Tool
Core IT
Cloud
Process
Tool
DevOps
Process
Tool
Multiple
Suppliers / SIAM
Process
Tool
Security
Process
Tool
Mobility
Process
Tool
Context/usecase
Service
Portfolio
Component
Portfolio
Demand
Component
Proposal
Component
Policy
Component
Defect
Component
Requirement
Component
Project
Component
Test
Component
Build
Component
Source Control
Component
Change
Control
Comp.
Problem
Component
Incident
Component
Event
Component
Diagnostics &
Remediation
Component
Usage
Component
Chargeback /
Showback
Comp.
Strategy to
Portfolio
Requirement to Deploy Request to Fulfill Detect to Correct
Offer Mgmt.
Component
Offer Consumption Component
Service
Archite-
cture
Policy
Require-
ment
Scope
Agree-
ment
IT
Initiative
Portfolio
Backlog
Item
Source
Conceptual
Service
Blueprint
Concep-
tual
Service
Logical
Service
Blueprint
Test
Case
Defect
Offer
Service
Release
Build
Service
Catalog
Entry
Desired
Service
Model
Usage
Record
Fulfill-
ment
Request
Sub-
scription
Charge-
back
Contract
Request
Problem/
Known
Error
Incident
Event
Service
Monitor
Run
Book
RFC
Service
Monitoring
Comp.
Catalog
Composition
Component
Shopping
Cart
Enterprise
Architecture
Component
Service
Design
Component
Fulfillment
Execution
Comp.
Request
Rationalization
Component
Configuration
Management
Component
Release
Composition
Component
Service Level
Component
Service
Contract
Actual
Service
CIs
Service
Release
Blueprint
Build
Package
Build Package
Component
27. HPE IT value chain lens changes how you execute
27
Source Offer ManagePlan
Strategy
to Portfolio
Requirement
to Deploy
Request
to Fulfill
Detect
to Correct
I want to decide between
build, buy or broker to
deliver services
I want to aggregate
services from suppliers
into my catalog
I want to provide a service
marketplace and track
usage
I want to manage
suppliers to deliver rapid
& effective resolution
Service
integrator
I want to maximize
efficiency across my
service portfolio
I want to prepare patches
for updates to my running
services
I want automatic request
fulfilment and offer pay-
on-use pricing
I want to predict events
and automatically
remediate incidents
Service
supplier
I want to build a new
service or enhance an
existing one
I want to incrementally
build and release new
features
I want to publish my
enhanced services in a
service marketplace
I want to quickly identify
and fix problems and
defects
Service
broker
29. Taking away pain…just happens to be IT4IT – Global Finance
True
Business
Pain
identified
Use Cases
associated
with pain
Potential
value
identified
Agile
approach
Regular
value
delivered
IT
reputation
improved
Business
Pain
removed
IT4IT was almost incidental
The focus was on removing pain
Regular delivery of value keeps stakeholders engaged
Business
Operation
Disruption
30. IT4IT as the end goal (Global FMCG example)
Fantastic
Architecture
Superb road
maps
Happy
Architects
IT not
delivering
the value
Unhappy
business
IT4IT viewed as the end goal rather than supporting the end goal
IT4IT evangelist
Without adoption value will not be realised
No mention of Value
31. Focusing on Value Stream optimisation – Global Hi Tech
Electronics
Tools deep
dive
Identified
broken
value
streams
Increment
Improve
Optimise
Value
Streams
18 Month
Road
Map
Reduced
waste
IT4IT value stream optimisation key
Over Optimisation leads to systemic waste
Identifying the missing basics
Optimized
Tools
32. Factor of 11,000 reduction of
security events
Arcsight ESM with D2C
Talk this language – Business and IT Execs listen !
50% faster release of
applications
Continuous Release & Deployment with R2D
30% business continuity
improvement
Closed Loop Incident Management with D2C
$1,000,000+ saving on
business efficiency
Self Service Automated Request Fulfilment with R2F
Detect root cause:
36h*5FTE ½h*1FTE
Operations Analytics with D2C
45% Support Cost reduction
Retirement of legacy applications aligned to new
strategic delivery with S2P
Increase speed of fulfilment by
20% resulting in 5% increase in
CSAT
Automation of fulfilment Process with R2F
itSMF UK
34. Recommendations (continued)
Value Stream optimisation
Remember over optimisation leads
to systemic waste
Formal IT4IT education is valuable
We do not need to train the world in
IT4IT
At last we have a reference
architecture for running the business
of IT
But keep it in context …. Its not the
law…. Its not religion
Start to have conversations with
your vendors about IT4IT
Remember the standard was only
released in October 2015
Start thinking value and avoid pure
IT Technical “speak”
The business will always listen
when you talk value
Think Big Start Small
35. Useful links
35
The Open Group IT4IT™ forum
http://www.opengroup.org/IT4IT
The Open Group IT4IT™ Collaboration
Site
http://www.it4it.com
IT4IT™ The New Reference
Architecture for Managing the
Business of IT – Webinar (recorded)
https://www2.opengroup.org/ogsys/catalog/D139
The IT4IT™ pocket Guide
http://www.vanharen.net/9789401800303/The_IT4IT%
E2%84%A2_Reference_Architecture,_Version_2.0_%
E2%80%93__A_Pocket_Guide_(english_version)?es_
p=855690
The Open Group
IT4IT Consulting Services
http://www8.hp.com/uk/en/software-solutions/it4it-
value-chain/services.html
IT4IT eBook
http://h20195.www2.hp.com/V2/GetDocument.aspx?d
ocname=4AA5-8970ENW
Live Network (for Hewlett Packard
Enterprise Software License holders) –
full product mapping to IT4IT
https://hpln.hpe.com/
Hewlett Packard Enterprise
37. The CSI SAT NAV
If you don’t know which road you are on ………………any road will do!
38. Facilitators
John Griffiths Ian MacDonald
• 40+ years IT experience
• Working in Financial Services
• Now Independent Consultant
• ITIL Author (Availability Management)
• Multi ITSM awards winner
• UK & International Speaker
• Independent Consultant
• ITIL Trainer
• First winner of the itSMF Trainer
of the year
• Delivered ITIL courses in over 30
countries
39. Session Outline
What you should get out of this
session:-
Understand the importance of CSI
Where you should apply CSI
Understand what makes effective CSI
Understand the People Perspective
How to Baseline - ‘Where are we now?’
How to define ‘Where do we want to go?’
Examples ‘How do we get there?’
Methods and approaches for the journey
Approach:-
Workshop
Participation encouraged
Opportunity to discuss and debate as a group
40. Before we Start
QUICK SHOW OF HANDS
Why are you here?
I am interested in CSI, so here to
learn?
I am keen to start CSI and looking for
guidance?
I have problems with CSI and would
like some ideas to address these?
41. Where are we
now?
Where do we want
to be?
How do we get
there?
Before you start any
Journey
● You need to know where
you are going
● Why you are going there
● Where you start
● The distance (Gap) that
you need to cover
● The route you need to
follow
The CSI SATNAV
42. How does the proposed CSI align with the business Vision,
Mission and goals?
Define your ‘Baseline’ measures to capture the
‘Before’ position
Measurable ‘Targets’
The CSI plans for the required improvements
required to meet your targets
Measures and metrics to compare the ‘Before’ with the ‘After’.
The CSI Improvement Model (Workshop Scope)
What is the vision?
Where are we now?
Where do we want
to be?
How do we get
there?
Did we get there?
How do we keep the
momentum going?
44. Good…..who says so?
Why is CSI Important…....A Commercial Perspective
In the competitive marketplace and commercial
world in which we operate, the IT organisation
can no longer get away with simply believing that
it is ‘good at what it does’.
Thinking you are ‘good’ is now no longer ‘good
enough’!
Your Business Customers need to believe that
they are getting ‘Value for Money’ from their
spend on IT
If your Business Customers don’t feel they are getting
‘Value for Money’ then you are a COST
45. Why is CSI Important……It provides the demonstrable ‘Value Add’
DEFINITION
Value Add refers to “extra” feature(s) of an item
of interest (e.g. IT Services) that go beyond the
standard expectations and provide something
"more".
• Cost is tangible
• Value is a feeling or perception which needs to
be positively influenced
• CSI provides demonstrable ‘Value Add’ and can
positively influence the business perception of
Value for Money.
47. Getting Started – How do you get CSI up and
running?
People Process Partners Products
48. The 4 Ps of Service Management
People
Processes
Products/
Technology
Partners/
Suppliers
49. People
• What is your CSI manager going to look like?
• What does your CSI team look like?
What do you feel are the
key attributes a CSI
Manager should have?
50. People - suggestions
RACI matrix
Skills register
(skills required,
skills in place)
SFIA
Training and
recruitment
plans
SLA & OLA -
targets
Employee
survey results
Demand
patterns and
forecasts
Rewards
scheme
51. Getting started - Process
Process owners are responsible for improving
their own processes - however
Problems in many processes are due to
weaknesses in other processes
CSI should be used to monitor and highlight
the relationships between failing processes
and the ‘offending’ processes
52. Process
Create a list of all existing process and service owners
Assess current maturity and check processes that do not
currently have owners
Present/workshop with process owners how the 7 step
improvement process will work with their process
Create a prioritised sequence of processes that you will
address – possibly put them in staged take-on of CSI
53. Getting started - Partners
Identify your suppliers
Review what and how
they supply to you
Invite, or challenge them,
to be part of your CSI plans
Get them to suggest their
own CSI initiatives
54. Partners
Ask how will they help you deliver improvements?
Check contracts to see if there are any in-built contractual improvement
requirements
Talk to suppliers to assess their interest or commitment to improvements.
This may involve costs
Look at renewal dates and add improvement initiatives if they do not
currently exist
Make sure partners are properly managed by the respective process
owners
55. Getting started - Products
CSI Register
•Improvement prioritisation
Communications strategy and plan
CSI Strategy – fix what’s broken versus improve what is not
Budget for CSI
56. Products
Most products in use in the organisation will be ‘managed’ by process
owners or line managers
CSI should focus on products that produce information and reports (key
to the 7 step process)
Create a register of reporting tools
Confirm they are fit for purpose
Where they are inadequate look to upgrade or replace by supporting the
case with the process owner
58. Understanding what makes effective CSI ?
ITIL
The
Organisation
● ITIL Readiness?
● Big Implementation
● Pre-requisites (Roles,
Processes, Capabilities)
● Governance
● ‘The last book’!
● Needs Permission (aka Governance)
● Needs Business case
● Needs Project Funding
● Needs Prioritisation
BARRIERS
BLOCKERS
59. Understanding what makes effective CSI?
Planned Service Improvement Enhanced Service Improvement
IT Investment is required to ensure services are
delivered to meet current/changing business
requirements
Many organisations label ‘Technology Refresh’ as
Continual Service Improvement
Planned Service Improvement :-
Needs Governance
Needs Business case
Needs Project Funding
Needs Prioritisation
The origins of ‘CSI’ are from manufacturing.
Looking how quality and efficiency could be improved by
making small incremental improvements to the ‘production
line’.
CSI applied to the IT ‘production line’ (our ways of
working) gives the required focus on improving ‘BAU’ and
making it part of the ‘Day Job’.
Continual Service Improvement:-
Provides ownership within the team - ‘Our production
line’
Exploits skills, insight and knowledge of the team
Provides a purpose for CSI
Delivers ongoing incremental improvements
60. Understanding what makes effective CSI?
What does ‘Good Look like’?
Key Principles
• Focus on Value
• Start where you are
• Keep it Simple
• Cost effective
• SMART
Characteristics
• Aligns with the Company
Vision, Mission etc
• Adds value to the customer
• Measured benefits
• Establishes a new baseline
Applied
• Services
• Processes
• Activities
• Capabilities
62. What is culture in Organisations?
• Culture is what is created from the messages that
are received about how people are expected to
behave in organisations
• Culture is the ability to ‘walk the talk’
• The inability to ‘walk the talk’ is what creates the
counter culture
• When you do something new or different it is the
culture that will influence how it is done
63. Four types of people
Players
Supporters Corpses
Subversives
65. Players
• Who ITIL would call the ‘Champions’
• Who psychologists would call ‘Co-ordinators’ or
‘Shapers’
• Who we probably call the boss!
• How well the players perform depends on the
mix of the other three types
67. Supporters
• Supporters are potential future players if
properly motivated
• Characterised by;
• Team player ethics
• Intervene to prevent frictions
• Help difficult people to guide their skills to positive ends
• Diplomatic with a sense of humour
• Good listening skills and people orientated
69. Subversives
• Appear in several different guises, for example;
– Agitators – resistant to planned changes, mainly through
fear of the unknown
– Specialists – experts in their field but disregard other
team or individual objectives
– Detailers – Cross the i’s and dot the t’s. Slow progress
mainly due to a reluctance to delegate
– Evaluators – Mr Spock! Skilled in decision making,
analytical, intellectual and unemotional
71. Corpses
• Been there, done that, can’t tell me anything new
– This could be a combined corpse/subversive role
• Retirement awaits
• Not all corpses are beyond the kiss of life!
• Some are only ‘temporary residents’ of this category
72. CSI – Where should the culture come from?
The business Governance
Senior IT
Leadership
CSI team
Service level
management
Problem
management
Risk
management
Process/
Service
owners
Business
relationship
management
74. Benchmarking
Certification
Self Assessment
Self Assessment Is performed using a structured questionnaire.
Once completed the responses are assessed against a
recognised industry maturity model or standard to provide a score
or rating.
Certification verifies the organisations compliance to a recognised
standard and includes a formal audit by an independent and
accredited body.
Benchmarking is the process of measuring the quality, time and
cost of organisational activities and comparing these results
against best practices and/or peer group organisations.
Where are we now – Establishing Baselines
75. ITIL Process: Change Management
Process Goal:- “To ensure that standardised methods and procedures are used for efficient and prompt handling of all changes in order to minimise
the impact of Change related incidents upon service quality, and consequently to improve the day-to-day operations of the organisation”
Process Management Assessment
Process Maturity – ‘Self Assessment’
Customer Perspective
ITIL Gap Analysis
OGC ‘target score’ to achieve ‘capable process’
Self-Assessment scores for process
4 from 9 Indicators meet or exceed OGC maturity targets
G Process Owner assigned
Core Process Documented
End-End Process Documented
Process Measured
Process Optimised
G
A
A
R
A Process Management fully established
1. The Change process can be bypassed. This is a significant key controls issue.
2. The scope of current Change Management policies is limited. ITIL provides guidance
on additional and more stringent policies to improve the success rate of change and
reduce downtime.
3. The CFS change categories are not aligned to ITIL. ‘Common terminology’ becomes
more important as the process encompasses 3rd parties and the interfaces to Release
Management are further developed.
4. ITIL assigns a priority to changes raised. Priority is not used within CFS.
5. Implemented changes are not confirmed by the change raiser as completed. Changes
are automatically closed 48hrs after their scheduled implementation.
6. The documented process does not denote ‘Change Authorisation’ and make the
necessary differentiation between approval (interested parties) and authorisation (CAB,
Change Manager). Policy change is required.
7. There is no policy defined (In Incident Mgmt or Change Mgmt) for the delegation of
change authorisation in emergency situations and the criteria and supporting
procedures to mobilise an emergency CAB (CAB/EC).
8. ITIL recommends the use of a Change Model(s) to allow the pre-authorisation of
standard changes (Low risk, well understood, proven). This encourages use of the
Change Management system but without the overhead and rigour applied to normal
changes. Change Models are not used by CFS (This could help with issue 1).
9. The measurement for Change success is based upon compliance with the process
rather than quality of change and its implementation.
10. There are gaps in the range of Metrics and KPI’s produced or reported. eg reporting to
differentiate between Late and Emergency change is not detailed in the OPRM.
3.4
0 20 40 60 80 100
Pre Requisites
Management Intent
Process Capability
Internal Integration
Products
Quality Control
Management Information
External Integration
Customer Interface
Example - Self Assessment (ITIL Process Model)
76. Self Assessment – Pro’s and Cons
Pro’s
• Cost effective
• Flexible approach
• Repeatable
• Completed by Practitioners not Consultants
Con’s
• Reflects Internal view…… (Are you that good?)
• Need to chase individuals to complete
• Interpretation of questions
• Scoring bias to ensure results are favourable
78. Certification – Pro’s and Con’s
Pro’s
• An independent assessment
• Attainment against a recognised industry standard.
• Demonstrates organisational capability
• Commitment to service excellence.
• Commercially beneficial (new business) this may be an
important marketing opportunity to exploit to help gain and
secure new business
• Staff satisfaction is improved.
• Drives a common and consistent way of working.
Con’s
• Staff morale takes a hit (Pre assessments show
you are not as good as you thought)
• Requires budget
• Annual independent audit to check compliance
• Re-certification every 3 years
• Need for Improved governance and management
controls
79. Example:- Benchmarking (Internal IT Services)
Measure Peer Group
Avg
ITOPS +
Service Desk
Number of FTE personnel
Costs per FTE
Number of contacts per FTE
Cost per contact
Avg contacts per user
First time fix rate
Average Agent Talk Time per call
Mainframe
Number of FTE personnel
Costs per FTE
Costs per MIP
Number of MIPS per FTE
Mainframe Availability (Bank Platform)
UNIX
Number of FTE personnel
Costs per FTE
Number of OS instances per FTE
Cost per OS Instance
Storage
Number of FTE personnel
Costs per FTE
Number of installed TB per FTE
Cost per installed TB
Measure Peer Group
Avg
ITOPS +
Application Support (Excludes Steria)
Number of FTE personnel
Costs per FTE
Number of Applications per FTE
Costs per supported application
Wintel (Excludes SCC)
Number of FTE personnel
Costs per FTE
Number of OS instances per FTE
Cost per OS Instance
Desktop (Excludes SCC)
Number of FTE personnel
Costs per FTE
Number of devices per FTE
Cost per device
Indicates where IT organisation compares
favourably against the selected Peer Group
80. Benchmarking – Pro’s and Cons
Pro’s
An independent assessment on efficiency and effectiveness
Peer Group comparisons
Highlights key strengths
Highlights areas where you are not cost effective/efficient
Helps establish targets and new performance measures
Opportunity for cost transparency with your customers
Can reaffirm you are doing the right things
Con’s
Requires budget.
Data collection challenges
Requires project management (to be timely and within budget)
Findings challenged “Apples & Pears” debates
Internal measures differ to benchmark
Longer term outlook for improvements to be evidenced
81. Baselining: Some Other Sources
• SLA trends
• Uptime
• Downtime
• Frequency
• Responses
• Process measures
• Process KPIs
• Customer Surveys
• Staff Surveys
84. Where do we want to be?
Shortcomings
Gaps
Differences
Self
Assessments
Certification
Benchmarking
Other Sources
Set Targets
85. Where do we want to be? - Outputs from Assessment Score
‘IT SCORE’ Self Assessment Results
Proactive Level 3‘ ’
‘GAPS’
86. Where do we want to be? - Objective/Target Setting
What targets should be set ?
87. Where do we want to be? - Objective/Target Setting
What targets should be set?
Group Session
• CSI initiative instigated to focus on Batch Quality
• Where are we now? – Baseline Batch success/failure rate measure established
• Where do we want to be? - Need a KPI target
Baseline
Success Rate 99.68%
Failure Rate = 0.32%
What approaches can be taken to
establish a new KPI target for Batch
Quality?
88. Actual Approach
Used ‘network’ to see what
others were doing
Engaged batch product
vendors
Engaged benchmarking
companies
Established a best practice
target
One Approach
Analysis of batch failures
Top 10 failures
Quick wins
Assess Improvement
opportunity
Set SMART KPI
Measure and Review
Batch Success Rate KPI = 99.80%
Where do we want to be? - Objective/Target Setting
90. ‘IT SCORE’ Self Assessment Results
Target for 2013
Proactive Level 3
Areas for Improvement
Deploy and adopt industry best practices at every opportunity
Implement process management
Establish IT service ownership
Improve systems monitoring and tooling integration
Improve Asset & Configuration Management
Establish Business and Service capacity management
Drive greater virtualisation of the infrastructure estate
Centralise functions where appropriate
Push greater Service Desk ‘Self Service’ capability out to
business areas
Focus reward and recognition on staff who build robustness
into processes and infrastructure
Develop succession planning for key roles
Develop measures that demonstrate business value
Input to Operational Planning
‘GAPS’
How do we get there? - Example:- Outputs from Assessment
Score
New Target
91. How Do We Get There? - Some Other Techniques
ITIL ‘Tools’
• Expanded Incident Lifecycle
• Service Failure Analysis
• Technical Observation
TOP 10
• Outages
• Transaction failures
• Batch failures
• Longest running
• Repeat Incidents
Marginal Gains
• Break things down into smaller
parts
• improve each by ‘1%’
• You will get a significant increase
when you put them all together.
92. Detect Diagnose Repair Recover Restore
Start End
The ITIL ‘Expanded Incident Lifecycle’
• Using the ITIL ‘Expanded Incident Lifecycle’ to provide a simple timeline
structure
• The time of each stage of the failure and system restart was mapped to
provide an overall view of where time was ‘lost’
• Incremental ‘marginal gains’ approach taken
• Small reductions in aggregate made a big difference
• Loss of service from failure to restart reduced from 90 mins to <20 mins
94. Where are we
now?
Where do we want
to be?
How do we get
there?
Before you start any
Journey
● You need to know where
you are going
● Why you are going there
● Where you start
● The distance (Gap) that
you need to cover
● The route you need to
follow
The CSI SATNAV
95. How does the proposed CSI align with the business Vision,
Mission and goals?
Define your ‘Baseline’ measures to capture the
‘Before’ position
Measurable ‘Targets’
The CSI plans for the required improvements
required to meet your targets
Measures and metrics to compare the ‘Before’ with the ‘After’.
The CSI Improvement Model (Workshop Scope)
What is the vision?
Where are we now?
Where do we want
to be?
How do we get
there?
Did we get there?
How do we keep the
momentum going?
97. The CSI SAT NAV
Thanks for joining us on the journey today
98. Clear thinking for a complex world…
Continuous service
improvement in SIAM
Stuart Rance &
@StuartRance
Andrew Vermes
@VermesAndrew
Bakery for enthusiasts
100. Overview: Service Integration and Management
MSI
Multi- sourcing
Services
Integration
(term used in USA)
What
Bringing a better IT user experience by
ensuring all service processes work
together seamlessly
Why
Different departments, silos, outsource
providers find it hard to work
together effectively
How
A stronger governance model and well
mapped process flows
103. — Think about the value network:
— Who’s the customer and who is the supplier?
Exercise:
— Try to identify a complete value network from your own environment
— What is the ultimate service delivered?
— What does that depend on (identify key inputs)
SIAM adding value
105. — CSI is more about attitudes, behaviour and culture
— Not about org, structure, process
— About having the right services, not just efficiency
— Local optimisation ….. Global suboptimisation
CSI
108. — Lack of accountability- vendors shift blame
— SLAs and OLAs don’t join up
— Retained IT ends up doing much of the work
— What else?
Your issues with multisourcing
111. System Overview
Link rewards to
individual project
performance
Identify and
develop
competencies
Provide the
right environment
tools and software
Set clear performance expectations Measure performance
Provide
feedback
& coaching
Look at your (and their) Performance system
113. Organisation Strategy Processes Measures Standards
List the main players in your
SIAM ecosystem, starting with
your own
What are the most important
results for this organisation?
What are the key processes for
this organisation?
Which measures or KPIs does this
organisation pay most attention to?
Are there specific standards or
benchmarks they use internally?
1
My company IT
Service Mgt
No downtime for
critical application
users
New customer
(consumer)
onboarding: incident
management, problem
management
Number of major
incidents, % of problem
cases with root cause
No major incident longer
than 2 hours
2
Data centre
Uptime for critical
infrastructure, low
cost per user
Provisioning &
retirement
Speed of request
fulfilment, Uptime
New virtual machines in < 1
hour, 99.8% availability
3
Networks Low cost Incident Management Network uptime
99.8% uptime (measured as
an average of all monitored
components)
4
Performance SIAM worksheet
Identifying disconnects
114. Using Shared methods
— Discussion: How many variations on the themes of
Incident, Problem and Change?
— Exercise in problem analysis
115. Shared methods improve communication
Four key questions:
What’s happening?
What will we do about it?
What risks are there?
How do we find the cause?
The goal is always-
effective action
DECISION
ANALYSIS
To select the
right fix or
workaround
POTENTIAL
PROBLEM
ANALYSIS
To manage
risksSITUATION
APPRAISAL
To Sort Out
Priority
Actions
PROBLEM
ANALYSIS
To Find True
Cause
116. WHAT BugMarket w eb client BugMarket native client login
What object?
What deviation? Login takes around 5 minutes instead Login fails
of a few seconds < 4 minutes
> 6 minutes
WHERE
BugMarket Web client connecting to
the w eb server in Spain
BugMarket Web client connecting to
the w eb servers in India & Canada
Where
geographically?
Where on the BugMarket w eb client on user
computer
BugMarket native client on user
computerobject?
WHEN January 21st, NMD Before this date. NMD
When first?
When since? 2-4 times per day more frequently (NMD)
06/02/08 @ 13:31:15 - 13:34 Every login
06/02/08 @ 14:48:33 - 14:51:28
When in the After clicking the "Login" button Trying to load the login page
life cycle?
EXTENT
How many objects? All users on all machines Only some users, all users on some
machines
Does using a consistent format help?
117. Opportunities
— CSI register template
— Doing right things as well as doing things right
— Hubbard on measurement
— How many things can you list that you could measure to
establish that an IT change succeeded?
— (measurement leading to improvement opportunities)
— Listing assumptions about the organisation
118. References
— Douglas Hubbard, How to Measure Anything
— ITIL practitioner guidance
— The Lean toolbox, John Bicheno
— New Rational Manager, Kepner & Tregoe (free ecopy
from avermes@kepner-tregoe.com)
— Scheinkopf, Lisa J. Thinking for a change : Putting the TOC
thinking processes to use
— The Phoenix project, Gene Kim & Kevin Behr
119. DevOps and Agile in an ITSM World
Dave van Herpen
Claire Agutter
120. 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
121. 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
122. 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
123. Why are you Here?
What issues are you
looking to address?
Today’s backlog
125. 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
126. Business and IT Drivers
What’s driving the
adoption of DevOps
and Agile ways of
working?
127. 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
128. 128
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.
134. Perceptions: ITIL
Or….
How IT is ‘done’
Contractually required
Millions of certified
professionals
Common language
135. DevOps and ITIL together
Strategy
Design
Transition
Operation
Improvement
136. Sluggish Organisations
Processes evolve over time
Errors lead to an increased desire for control
Metrics become meaningless
Process vision is lost
139. The First Way: Flow
Understand the flow of work
Always seek to increase flow
Never knowingly pass a defect downstream
140. 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
141. 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
142. Keep CALMS and DevOps
Culture Automation
Metrics Sharing
Lean
143. Time for a Break...
Next up:
Techniques for DevOps and Agile
145. 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
147. 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?
148. DevOps and ITIL together
Process = consistent
way of doing
repeatable tasks
Ideal for automation
149. DevOps and ITIL together
Process = free time to
focus on the complex
stuff
Process = streamlined
decisions
150. 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
151. Agile ITSM: Change
Go back to first principles
Leverage automation
Examine the desired rate of
change
Adapt change authorization,
documentation etc.