safe and itil 4–friend or foe? · agile approach preferring frequent releases ... • that the...
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SAFe and ITIL® 4– Friend or Foe?
Barry Corless – Global Knowledge
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The traditional view
Development are… Operations are…
Agile approach preferring
frequent releases
Slow and ponderous looking to
maintain stable environments
Liberated and free Weighed down by process
Driven by functional
requirements related to
business need
Driven by non-functional
requirements: capacity,
availability
Deliver code without involving
Ops in decisions
Don’t make development
aware of changes to run time
environments
Etc. Etc.
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Let’s remind ourselves
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Can ITSM and Agile co-exist?
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Give up now?
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Why was this a good idea?
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Our Hypothesis
• That the fundamental philosophies of Scaled Agile (SAFe) and IT service
management (ITIL) are broadly compatible. We should therefore be able to find
ways to make them work within one framework
• To do this we will explore: -
• SAFe’s 9 Lean / Agile guiding principles and 4 core values
• ITIL 4’s 7 guiding principles of service improvement and do some matching
• Give examples of how the two can interact
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Think hard
• Where do you see alignment with ITIL?
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SAFe’s Lean / Agile Principles
• Some tailoring and customization may be required
• Safe practices are based on nine concepts that have evolved from Agile principles and methods, Lean product development, systems thinking, and observation of successful enterprises.
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1. Take an Economic View
• Delivering the best value and quality for people in
the shortest sustainable lead time
• Trade off between
• Risk
• Cost of Delay
• Operational costs
• Development costs
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2. Apply Systems Thinking
• In SAFe, systems thinking is
applied to the organization
that builds the system, as
well as to the system under
development. It also
acknowledges how that
system operates in its end-
user environment.
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3. Assume Variability; Preserve Options
• Maintain multiple requirements and design options for a longer period in the development cycle. Empirical data is then used to narrow the focus, resulting in a design that creates better economic outcomes.
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4. Build Incrementally with Fast Learning
• Develop solutions incrementally in a series of short iterations. Each iteration results in an integrated increment of a working system. Subsequent iterations build on the previous ones. Increments allow fast customer feedback and risk mitigation.
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5. Base Milestones on Objective Evaluation of Working
Systems
• In Lean-Agile development, integration points provide objective milestones in which to evaluate the solution frequently and throughout the development life cycle. This regular evaluation provides the financial, technical, and fitness-for-purpose governance needed to assure that a continuing investment will produce a commensurate return.
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6. Visualize and Limit WIP
1. Visualize and limit the amount of work in process (WIP) to limit demand to actual capacity.
2. Reduce the batch sizes of work to facilitate fast and reliable flow through the system.
3. Manage queue lengths to reduce the wait times for new capabilities
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7. Apply Cadence, synchronize with cross domain
planning
• Cadence creates predictability and provides a rhythm for development. Synchronization causes multiple perspectives to be understood, resolved, and integrated at the same time.
• VELOCITY MEANS NOTHING WITHOUT VALUE
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8. Unlock the intrinsic motivation of Knowledge
Workers
• Individual objectives cause internal competition and destroy the cooperation necessary to achieve the larger aim of the system. Providing autonomy and purpose—while minimizing constraints—leads to higher levels of employee engagement, resulting in better outcomes for customers and the enterprise.
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9. Decentralize Decision Making
• Decentralized decision-making. This
reduces delays, improves product
development flow, enables faster
feedback, and creates more innovative
solutions by those closest to the local
knowledge.
• Creating a reliable decision-making
framework is a critical step in ensuring
a fast flow of value.
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SAFe has four core values
Alignment Built in Quality
TransparencyProgram
Execution
SAFe
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Seven guiding principles
• ITIL 4’s 7 guiding principles are designed to guide all
your decision
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Adopt and Adapt
• SAFe: Some tailoring and customization may be required, as not every SAFe recommended practice will apply equally in every circumstance.
Adopt: Commit to adopting a
service-oriented, customer-
focused culture
Adapt: Understand and then
apply critical thought to
adapting ITIL best practices to
your organization’s
circumstances, needs, goals
and objectives
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Focus on value
• SAFe: 1. Take an economic view
• SAFe CV: Alignment
Defined primarily by the consumer
Affordable mix of features
Achievement of objectives
Changing over time and
circumstances
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Think and work holistically
• SAFe: 2. Systems thinking acknowledges that a system is complex. It has many interrelated components; Applies to the organization building the system and the system itself
The 4 dimensions of service
management; Organisations and
people; Information and technology;
Partners and suppliers; Value
streams and processes
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Progress iteratively with feedback
• SAFe: 4. Build incrementally with fast learning
Small improvements are easier to
maintain
Can run in series or parallel based on
dependencies
Each iteration leaves a sense of
achievement
Focus each iteration on adding value
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Keep it simple and practical
Over complexity rarely maximises value
If it doesn’t add value it’s waste (Lean
principles)
Beware of conflicting objectives
Lean: Manage, improve, and smooth your process flow to eliminate non-valued-added activity
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Collaborate and promote visibility
• SAFe: 6. Visualise; 8. ..individual objectives cause internal competition; engagement and shared purpose
• SAFE CV: Transparency
Involving the right people
Appropriate communication important
Collaboration is not consensus or co-
operation
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Start where you are
Don’t rip everything out
Tools, practices, processes
Look at existing state objectively
Align existing initiatives where possible
Organizational change management is
very important
SAFe Implementation Roadmap says about its identifying CURRENT value streams step
“Attempting to shortcut or breeze through this step would be the same as putting your
foot on the brake at the same time you are trying to accelerate”
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Optimise and automate
Find out what really happens
Don’t just rely on measures
Ask questions
Where does it hurt?
Can we simplify?
Avoid relying on assumptions
SAFe: Empirical data is then used to narrow the focus, resulting in a design that creates better economic outcomes.
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Applying the guiding principles
These principles are not unique to ITIL – they work!
In multiple framework environments it’s not about ‘survival of the fittest’
The result or outcome is what matters
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Putting frameworks together
• WARNING: This is a guide only. Each
organisation is different.
• Take the best of each
• The good bits of one will only enhance
and be complementary to the other
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Strategy Relationship PortfolioService LevelAvailabilityCapacityEnterprise ArchitectureBusiness AnalysisInformation SecurityService Models ChangeConfigurationReleaseDeploymentIncidentProblemContinual ImprovementSoftware DevInfrastructure & platform
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To break down the wall you need…
• Shared goals
• Common understanding
• Integrated toolsets
• Common practices
• Common lexicon
• Communication and collaboration
• Freedom to choose within corporate boundaries
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We wanted top prove…
We dream the same dream we want the same things
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Thank You! Don’t forget to provide a review of this
presentation.