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Accelerating Digital Transformation:AGILE SERVICE MANAGEMENT
Matthew Hooper – ITSM Evangelist @VigilantGuy
LANDESK SOFTWARE CONFIDENTIAL
Matt Hooper – LANDESK ITSM Evangelist
Matt Hooper
@VigilantGuy
For over 20 years Matt has instituted
methodologies for business optimization through
digital transformation strategies. Leveraging
technology to drive business outcomes, he has
built an industry reputation for his high
performance IT management processes. An
industry advocate for Service Management
strategies and best practices around DevOps.
Matt is a frequent industry speaker at local and
national conferences, avid podcaster.
Find Matt:
Vigilantguy.com
HackBizTech.com
When a resource becomes essential to
competition but inconsequential to
strategy, the risks it creates become more
important than the advantages it provides.
- Nicholas Carr
Harvard Review Editor The Digital Enterprise
https://hbr.org/2003/05/it-doesnt-matter
TRANSFORMATION
The ability to digitally reimagine the
business is determined in large part by a clear
digital strategy supported by leaders who
foster a culture able to change and invent
the new.
Strategy, not Technology, Drives Digital Transformation
MIT SLOAN Management Review
http://sloanreview.mit.edu/digital2015
Revenue Growth
Create Better Customer Experiences
Achieve Cost Savings
Improve decision Making through Analytics 2%
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DIGITAL
ACCELERATION
5 Acceleration Areas
1. Knowledge
2. Assets
3. Change
4. Release
5. Requirements / Feedback
KNOWLEDGE
Agile Knowledge Management
Traditional ITSM
Create Response Models
and Troubleshooting
scripts
Knowledge Articles –
Edited / Approved /
Published
IT Creates & Manages
Centrally Knowledge
Agile ITSM
Standard & Case
KCS Based – Knowledge
Artifacts
Real-time, Ranked
relevancy
Peer Knowledge
Decentralized
ASSETS
Agile Asset Management
Traditional ITSM
Asset tracking starts with
request
Assets purchases are
tracked by purchasing
Asset tracking is manual
Asset information is
updated in the CMDB by
release teams
Agile ITSM
Tracking starts in Project
Purchasing uses B2B
connections for asset
acquisitions
Asset status tracked real-
time
Asset inventory leveraged
by CMDB (not replaced)
CHANGE
Agile Change Management
Traditional ITSM
Changes are categorized
by risk
Changes are put into large
Service Design Packages
Changes require Approval
Boards
Changes are managed
outside of Project
Agile ITSM
Risk is decentralized to
functional expert
Change scope is reduced;
smaller more frequent
Changes pushed to
standard
Changes integrated with
project
RELEASE
Agile Release Management
Traditional ITSM
Release is a project
Release encompasses
multiple phases such as
build, test, train, deploy
Releases are larger and
complex
Releases are managed
manually
Agile ITSM
Release is operationalized
Releases have 2 phases –
Build/Run
Releases are small &
frequent
Releases are managed
automatically
Agile Requirements Management
Traditional ITSM
Highly structured
relationship management
Based on defined
Agreements
Heavily defined through
CSF & KPI’s
Elicited through surveys &
Meetings
Agile ITSM
Unstructured and
collaborative
Based on targets
Defined through testing
and trial
Measured through
analytics and real-time
quality scores
TRANSFORMATION
5 Areas to Lean IT out
1. Language
2. Automation
3. Agile Infrastructure
4. Smaller releases
5. Collaborative Governance
LA
NG
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Speaking a New Language
Traditional ITSM
Customer – anyone not in
IT
PMO, Development, Ops –
3 different groups
IT & the Business
IT Projects
Service Provider
Agile ITSM
Company has 1 customer
and they don’t work here
IT is not a department but
a capability
IT is the business
Only business projects
IT enables the Digital
Strategy of the
organization
Fool with a Tool is better than a Fool with a Pen
Traditional ITSM
Heavy focus on human
reviews of process:
Change – CAB
Request
Asset
Manual code builds
Manual testing
Manual deployment
Agile ITSM
Heavy focus on framework
of automation:
Change approval pulls
trigger
Request self-service
Asset B2B connectors
Automated build
package / test / release
Real-time monitoring
SoftwareDefined
Software Defined Infrastructure
Traditional ITSM
Processes built for manual
configuration changes:
A server deployment
A network change
Storage / Memory /
CPU
Tracking based on manual
intervention
Release update CMDB
Agile ITSM
Process built for
automation:
Change defined with
”To Be” Config
Approval schedules
Change
Automation pushes
change & Updates
CMDB
Smaller more Frequent Releases
Traditional ITSM
Major Changes are
Planned through PMO
Waterfall SDLC is utilized
to create change
Stacked sets of
functionality are published
in a major release
Incidents and outages are
a detangling effort
Agile ITSM
Major Changes are
Planned through ITSM
Small sprints of code are
utilized to create change
Immediate validation is
monitored and reported
Impacts are quickly
isolated and roll-back is
performed if needed
Balanced & Distributed Governance
Traditional ITSM
Use teams to reduce risk
Use meetings to improve
quality
Use reports to determine
success
Use email to communicate
outages
Use Excel for audits
Agile ITSM
Use data to reduce risk
Use monitoring to improve
quality
Use feedback to determine
success
Use collaboration tools to
communicate outages
Use automated tracking in
ITSM suite for audits
FLY DON’T CRAWL
Requirements
Build
Test Incident
Release Operate Resolve
What’sNeeded
What’sbroke
What’sChanging &
by who
Who is using
What’s not working
How did we fix it
Project Management
Source Control TestManagement
EmailEvent
ManagementIncident
Management
KnowledgeManagement
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Pray
What’sConnected
WATERFAIL Methodology
Service HealthSystem
Enterprise Service Model
Why Needed
Requirements
Build
Test
HowConnected
WhatCould break
Enterprise Knowledge
Incident
Release
Operate
ResolveWho is
impacted
What’schanging
How we improve
Enterprise Service Model for ITSM & DevOps
S e r v i c e M a n a g e m e n t
S e r v i c e O p e r a t i o n- S u p p o r t
- M a i n t e n a n c e
C h a n g e
I n n o v a t i o n M a n a g e m e n t
R e l e a s e
C o n f i g
P M
E A
D e m a n d
A u t o m a t i o n
V a l i d a t i o n
O p p o r t u n i t y
I d e a t i o n
Service Management & Innovation Management
5 areas to accelerate
1. Knowledge
2. Assets
3. Change
4. Release
5. Requirements / Feedback
5 areas to “rethink”
1. Language
2. Automation
3. Agile Infrastructure
4. Smaller releases
5. Collaborative Governance
Review
