SESSION 802 Wednesday, November 4, 10:15am - 11:15am Track: Continual Service Improvement

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1 SESSION 802 Wednesday, November 4, 10:15am - 11:15am Track: Continual Service Improvement Minimum Viable ITSM Donna Knapp Curriculum Development Manager, ITSM Academy dknapp@itsmacademy.com Session Description Lets face it: ITSM processes have a bad reputation (bloated and bureaucratic) and can be a constraint in the IT value streamparticularly in organizations adopting Agile and DevOps practices. This session describes how to ensure your ITSM processes provide just enough control to ensure compliance without impeding optimum flow, presenting key ITSM processes and specific techniques that can be used to streamline and increase the scalability of existing processes. (Experience Level: Intermediate) Speaker Background Donna Knapp has more than twenty-five years of IT industry experience as a practitioner, consultant, and trainer. She holds many certifications, including 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 Customer Service Skills for Service Desk Professionals (2014), A Guide to Service Desk Concepts (2013), and The ITSM Process Design Guide (2010).

2 Minimum Viable IT Service Management Donna Session 802

3 NextGen ITSM Education: About ITSM Academy Certified Process Design Engineer (CPDE) ITIL Foundation ITIL Capability (OSA PPO RCV SOA) ITIL Lifecycle (SS SD ST SO CSI) ITIL Managing Across the Lifecycle (MALC) ISO/IEC Foundation Bridge DevOps Foundation Certified Agile Service Manager (CASM) Certified Agile Process Owner (CAPO) ITIL/ISO and DevOps Overviews Interactive Sessions Building Blocks, Roles, Service Catalog, etc. Apollo 13, Visible Ops: The Class Since 2003 Tens-of-Thousands Trained and Certified Learner Portal my.itsmacademy.com GAME ON! An Interactive Learning Experience Public Classes throughout U.S. Corporate On-Site Classes Virtual Classes Courseware Licensing Corporate & Partner (GEM) Alumni Program PMI Global Education Provider Certified Woman-Owned ITIL is a registered trade mark of AXELOS Limited

4 Donna Knapp Author The ITSM Process Design Guide Service Desk Concepts, 4th Edition Customer Service Skills for Service Desk Professionals, 4th Edition Curriculum Development Manager Certified Process Design Engineer ITIL Expert/ITIL Examination Panel DevOps Foundation certified Certified Scrum Master Certified Agile Process Owner Certified Agile Service Manager Certified Agile Process Owner Certified ISO/IEC 2000 Consultant/Manager Certified in Knowledge Centered Support (KCS) Principles

5 Agenda Process pitfalls Why things need to change Achieving minimum viable IT Service Management (ITSM)

6 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

7 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.

8 Why Things Need to Change

9 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

10 Why ITSM Processes Need to be Agile A myriad of factors are prompting IT organizations to streamline and, in some cases, completely reengineer their ITSM processes. 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

11 Why Now?

12 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

13 The DevOps Effect DevOps is a cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals. Organizations are more agile Code is shipped 30 times faster Deployments are completed 200 times faster Services are more reliable There are 57% fewer failures Service is restored 168 times faster Source: 2015 State of DevOps Report Organizations that have implemented DevOps practices were up to five times more likely to be high performing.

14 Achieving Minimum Viable ITSM

15 Characteristics of an Agile Process Lean Scalable Reflects Agile values and principles Just enough control Management and authorization models are inverted Responds quickly to feedback and emerging requirements Takes advantage of technological innovations and automation An Agile process has just enough control to enable business results.

16 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.

17 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 In the context of process design, minimum critical activities are similar to the software design concept minimum viable product.

18 What is a Minimum Viable Product? 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. 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 Don t waste your time and money building a product (or process) no one will want to use or pay for! Activities can be implemented using a combination of successful internal procedures and one or more ITSM frameworks (e.g., ITIL, MOF, COBIT).

19 Designing, Reengineering and Improving Processes

20 Process Design and Improvement Approaches Developing documenting a process that has not previously been recorded Reengineering fundamentally rethinking and radically redesigning a process Improving continually aligning the performance of an existing process with customer requirements Source: The ITSM Process Design Guide

21 Any fool can make something complicated. It takes a genius to make it simple. Woody Guthrie

22 Reengineer or Improve? (1) Shift left Reengineer to Examples Release and Deployment Management Adopt a pull system (vs. a push system) Request Fulfillment Invert management and authorization models Change Management

23 Reengineer or Improve? (2) Improve to Reduce waste Improve efficiency Better integrate a process with other processes Examples Knowledge Management Problem Management Incident Management

24 How to Decide? Use a Process Improvement Matrix to determine whether to develop, reengineer or improve processes. 1 = least opportunity for improvement 5 = greatest opportunity for improvement Process Incident Problem Mgmt Change Mgmt Mgmt Customer Dissatisfaction Employee Dissatisfaction Cost Saving Opportunity Time Saving Opportunity Quick Win Opportunity Available Resources Total Score Rates and prioritizes process improvement opportunities Maps processes against improvement criteria Considers Available Resources (e.g., funding, staff, tools) Source: The ITSM Process Design Guide

25 What to Design In Start with minimum critical activities Identify how and where work should be performed Strive to achieve best practices such as Providing a single point of contact for customers Pushing decision making to the lowest level possible without losing accountability 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

26 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) Almost all quality improvement comes via simplification of design, manufacturing...layout, processes, and procedures. Tom Peters ITSM PDG 6.7

27 Maximize the Use of Models Models make it easy for people to do the right thing! 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 Examples Change models Release models Test models Incident models Problem models Request models Based on ITIL Text ST

28 When you want something done, what s more desirable, commitment or compliance? Dan Madison

29 Critical Success Factors Understand and live Agile and Lean values Align processes with Agile and Lean values Bring transparency to Work in progress Completed work Velocity Expose impediments and waste Focus on delivering outcomes Embrace change Deliver changes frequently enough to drive the customer feedback loop Engage stakeholders in decision making Leverage models and technology Claim the benefits! Approach Agile as an enabler that leads to new ways of thinking, speaking and acting (behaviors).

30 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!

31 Thank you for attending this session. Please don t forget to complete an evaluation form!

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