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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

Matt.Hooper@LANDESK.com

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

UA

GE

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

?

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

Matt.Hooper@LANDESK.com

Follow: @VigilantGuyConnect: LinkedIn Matthew B Hooper