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SESSION 402 Thursday, November 3, 10:00 AM - 11:00 AM
Track: DevOps and Agile
What Is Minimum-Viable ITSM?
Donna Knapp Curriculum Development Manager,ITSM Academy [email protected]
Session Description
Bureaucratic. Bloated. Let’s face it: ITSM processes have a bad reputation. They can also be a constraint on the IT value stream, particularly for organizations adopting Agile and DevOps practices. In this session, learn how to ensure your ITSM processes provide just enough control to earn compliance without impeding optimum flow. You’ll leave with specific techniques to help you streamline and increase the scalability of your existing processes. (Experience Level: Intermediate)
Speaker Background Donna Knapp has more than twenty-five years of IT industry experience working as a practitioner, consultant, and trainer. Her credentials include ITIL Expert, Certified Process Design Engineer, Certified Agile Service Manager, Certified Scrum Master, DevOps Foundation, and KCS Principles. Donna is the author of A Guide to Service Desk Concepts, A Guide to Customer Service Skills for Service Desk Professionals and The ITSM Process Design Guide.
Minimum Viable ITSMDonna Knapp
@ITSM_Donna
Session 402
About…
ITSM Academy
• Full service provider of IT Service Management (ITSM) education and advice
• Accredited and sustainable education and training• IT Infrastructure Library® (ITIL)• Process Design (CPDE)• DevOps• Agile Service Management® • ISO/IEC 20000
Donna Knapp
• Author• Curriculum Development Manager• Certified Process Design Engineer• ITIL® Expert, ITIL Practitioner• DevOps Foundation certified• Certified Scrum Master• Certified Agile Process Owner• Certified Agile Service Manager• Certified ISO/IEC 2000 Consultant/Manager• Certified in Knowledge-Centered Support
(KCS) Principles
IT Infrastructure Library® and ITIL® are registered trade marks of AXELOS Limited.
Agenda
• Process pitfalls
• Why things need to change
• Achieving minimum viable IT Service Management (ITSM)
Where we sometimes go astray…
• Rigidly applying (vs. adapting) frameworks, methodologies and standards
• Adopting some practices while ignoring (rather than adapting) others
• Allowing conflicting priorities to get in the way of getting things done
• Requiring unnecessary handoffs and approvals
• Failing to build in – or ignoring – customer feedback loops
• Forgetting the ‘why’ (vs. the what and the how)
• Failing to establish dedicated process improvement teams
• Failing to ensure every process has the right Process Owner
Every process is perfectly designed to get the outcome it gets. If you don’t have a well-designed process, it should
not be a surprise that your customers are dissatisfied.
Why Things Need to Change
Wait…What???
• “We value people and interactions over processes and tools”
The Agile Manifesto
• “The more you hardwire a company on total quality management, [the more] it is going to hurt breakthrough innovation. The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.”
Vijay Govindarajan
Why ITSM Processes Need to Change
The need to
• Reduce cycle times
• Speed up experimentation and learning
• Respond quickly to feedback and changing customer requirements
• Expand value streams to include customers, suppliers and partners
• Support knowledge workers
• Improve communication and collaboration
• Automate workflow
A myriad of factors are prompting IT organizations to streamline and, in some
cases, completely reengineer their ITSM processes.
Why Now?
“An integral component of the agile [software development] methodologies is the concept of
"continuous delivery." This [continuous stream of new and modified software into the operational
environment] demands significant changes in working practices for both … the infrastructure and operations
teams.”Gartner
Organizations that have implemented DevOps practices are up to
five times more likely to be high performing.
The DevOps Effect
• High-performing organizations are more agile• Code is deployed 200 times more frequently
• Deployments are completed 2555 times faster
• Services are more stable• There are 3 times fewer deployment failures
• Mean time to recover (MTTR) is 24 times fasterSource: 2016 State of DevOps Report
DevOps is a cultural and professional movement that stresses communication, collaboration
and integration between software developers and IT operations professionals.
Achieving Minimum Viable ITSM
A minimum viable product (MVP) is the most pared down version of a product (or process) that can be released and still provide enough value that people are willing to use it.
Repeat after me… MVP
How Much is ‘Just Enough’?Just enough process will depend on• Regulatory and governance requirements• Organizational and process maturity • Available automation • Supply chain and environmental complexities • Average volume and scope of changes • Release cadence• Testing requirements and criteria• Customer support mechanisms
How do you know if you have just enough or too much?
Start with a minimum critical activities and measure your performance.
What are Minimum Critical Activities?• Represent activities that must be performed to provide evidence of
compliance• Legal and regulatory controls, standards
• Define the ‘what to do,’ not ‘how to do it’
• Are not based on a single framework
• Provide a starting place to assess current practices• Red: not performing
• Yellow: performing; needs improvement
• Green: performing successfully
Activities can be implemented using a combination of successful internal
procedures and ITSM frameworks and standards (e.g., ITIL, COBIT, ISO20K).
What is a Minimum Viable Process?
• In the context of process design and improvement, an MVP • Includes minimal critical activities
• Provides a scalable starting point
• Demonstrates enough benefit to justify additional investments
• Provides feedback to guide improvements
• Can be automated
Don’t waste your time and
money building a process no
one will want to use or pay for!
A minimum viable process has ‘just enough’ control to enable business results.
MV ITSM and DevOps
© DevOps Institute unless otherwise stated 18
Service Strategy
Service Design
Service Transition
Service Operation
Release and Deployment Management
Change Management
Service Asset and Configuration Management
Non-functional (Warranty) Requirements
Deployment PipelineContinuous Integration • Continuous Testing • Continuous Deployment
Sprint Retrospective24
hours
2 - 4 weeks
Daily Scrum
SPRINT
Sprint Planning
Sprint Review
No changes allowed!
Sprint Backlog
Product Backlog
Product Planning
PotentiallyReleasable Product
Increment
Event, Incident, Problem, Knowledge Management
…But They Must be Adapted (1)
Improvement Opportunities Example
Invert management and authorization models
Change Management
Automate as much as possibleRelease and Deployment Management Service Asset and ConfigurationManagement
Shift left Service Validation and Testing
All ITSM processes are necessary to DevOps. How they are designed,
implemented and managed will need to be adapted.
…But They Must be Adapted (2)
Improvement Opportunities Example
Rethink the role of technologyIncident Management Problem Management
Improve interfaces Event Management
Enable self-service Request Fulfillment
Eliminate waste Knowledge Management
“Any fool can make something complicated. It takes a genius to
make it simple.”Woody Guthrie
How to Decide?
• Rates and prioritizes process improvement opportunities
• Maps processes against improvement criteria
• Considers ‘Available Resources’ (e.g., funding, staff, tools)
Process Incident
Mgmt
Problem Mgmt Change Mgmt
Customer Dissatisfaction 5 3 4
Employee Dissatisfaction 4 4 5
Cost Saving Opportunity 2 5 2
Time Saving Opportunity 3 3 4
Quick Win Opportunity 4 5 1
Available Resources 5 1 2
Total Score 23 21 18
1 = least opportunity for improvement 5 = greatest opportunity for improvement
Use a Process Improvement Matrix to determine whether
to develop, reengineer or improve processes.
Source: The ITSM Process Design Guide
What to Design In
• Start with minimum critical activities
• Identify how and where work should be performed
• Strive to achieve best practices such as• Building in empowerment and trust
• Ensuring work is done where it makes the most sense
• Building quality in starting at the source
• Maximizing the use of models
ITSM PDG – 6.7
Trust
Control
“When you want something done, what’s more desirable, commitment or compliance?”
Dan Madison
What to Design Out
• Excessive handoffs
• Bottlenecks
• Unnecessary checks and reviews
• Activities that result in rework
• Duplicate activities
• The need to rekey information
• Sequential activities (where parallel activities are possible)
• Activities spread across multiple roles (when a single role is possible)
ITSM PDG – 6.7
“Almost all quality improvement comes via simplification…”
Tom Peters
Maximize the Use of Models
• Predefined procedures• Steps to be taken • Chronological order and dependencies• Responsibilities • Timescales and thresholds • Escalation procedures
• Define steps for handling specific types of transaction
• Ensure a defined path or timeline is followed
• Can be automated
Based on ITIL Text - ST 4.2.4.5
Examples
Change models
Release models
Test models
Incident models
Problem models
Request models
Models make it easy for people to do the right thing!
Start Where You Are!
• Build and educate a dedicated process improvement team
• Develop a process improvement matrix
• Develop a Minimum Viable ITSM checklist
• Set goals • Simplify and automate X processes
• Deliver X% savings over time
• Foster the team’s ability to experiment and learn
• Claim the benefits
Change is…
Hard at the beginning.
Messy in the middle.
Awesome at the end.
Overcoming Objections
• Align improvements with overall organizational goals
• Think Lean – talk time and money
• Bring in the auditors
• Progress iteratively – leverage Agile Service Management practices
• Show proof of concept – baseline, benchmark, simple ROI calculations, anecdotal (are we better today than we were yesterday?)
• Create feedback loops that expose people to the consequences of their actions
• Make it easy for people to do the right thing!
Adopting Agile values, principles and practices affects organizational culture.
Culture change and continuous improvement cannot happen without the support of people like you.
Take action!
Thank you for attending this session.
Please don’t forget to complete an evaluation for this session!
Evaluation forms can be completed electronically on the
FUSION 16 Conference App.