SESSION 204 Wednesday, November 1, 11:30am - 12:30pm

Track: The Specialist

Using Multiple Frameworks to Redefine Service Management

Butch Sheets Director, Service Management Dynamix, LLC ljs@svcmgtdynamix.com

Keith D. Sutherland Co-Founder/Co-Owner, Service Management Dynamix, LLC kds@svcmgtdynamix.com

Session Description ITIL, COBIT, TOGAF, Six Sigma, DevOps, Agile ;there are many frameworks and methodologies that can be applied as part of a service management initiative. This session will present some of the key factors involved in deciding what frameworks and methodologies to use throughout the service lifecycle. If your organization is maturing your service management journey and looking to develop an integrated and comprehensive approach to defining, designing, developing, and deploying IT services that benefit your business and customers, you don’t want to miss this session!

Speaker Background Butch Sheets has more than thirty-nine years of experience in IT, twenty involved with ITSM. He’s an ITIL Expert with experience consulting and educating a variety of organizations on service management frameworks and methodologies. Butch has shared his experiences in IT at a number of itSMF USA conferences and has been an itSMF USA member, board member, and a Lifetime Achievement Award recipient. With more than thirty-five years of experience in IT, Keith Sutherland brings to his work the versatility derived from working and participating in a variety of industries, including manufacturing, banking/finance, healthcare, and customer care. A partner and fully accredited instructor and consultant with Service Management Dynamix, Keith;s varied background allows him to share real and practical experiences, while his dynamic presentation skills aid in helping customers absorb the concept of ITSM and other complementary frameworks and methodologies.

Session 204: Using Multiple Frameworks to Redefine Service Management

Butch Sheets & Keith D. Sutherland

AcknowledgementsService Management Dynamix, LLC (SMDx) is a South Carolina based organization, with offices in Rock Hill, SC and Peoria, IL. SMDx is dedicated to delivering high-quality IT Service Management related training & consulting.

PRINCE2® is a registered trade mark of AXELOS® Limited

ITIL® is a registered trade mark of AXELOS® Limited

COBIT® is a registered trademark of Information System Audit and Control Association® (ISACA®)

PMI®, PMP® and PMBOK® are registered trade marks of the Project Management Institute, Inc

CMMI® is a registered trade mark of the CMMI Institute

TOGAF® is a registered trade mark of The Open Group

AXELOS® is a registered Trade Mark of AXELOS Limited

Your Storytellers

• Butch and Keith are the co-founders and co-owners of Service Management Dynamix, LLC (SMDx), a Rock Hill, South Carolina company, specializing in Service Management related consulting and training.

• Butch is retired from Caterpillar, Inc., where, as the ITSM architect, he was instrumental in their adoption of ITSM best practices in support of their record-setting Six Sigma initiatives. To share his experience, Butch has presented at past itSMF USA annual conferences and is also a lifetime member and past president of itSMF USA.

• Keith brings the versatility derived from working and participating in a variety of industries, including Manufacturing, Banking/Finance, Catholic Health Care, and Customer Care. Keith’s varied background allows him to share real and practical experiences, while his dynamic presentation skills aid in helping customers absorb the concept of Service Management and related frameworks and methodologies.

Today’s Approach

• PTI description (from WIKI) - PTI) is a sports television show that airs weekdays on various ESPN TV channels. It is hosted by Tony Kornheiser and Michael Wilbon, who discuss, and frequently argue over, the top stories of the day in "sports... and other stuff". PTI is known for its humorous and often loud tone, as well as the "rundown" graphic which lists the topics yet to be discussed on the right-hand side of the screen.

• This session will review many of the common frameworks and methods (ITIL®, COBIT®, TOGAF®, DevOps, Agile, Project Management, CMMI®…) that are applied as part of an overall Service Management initiative, describing the key relationships between the frameworks and the IT Infrastructure Library. Thanks for joining us to hear our opinion!

Today’s Topics (“Rundown”)

• Best Practice/Methodologies/Standards

• ITIL & COBIT

• ITIL & CMMI

• ITIL & TOGAF

• PMBOK & PRINCE2

• DevOps & Agile

• Big Finish

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – Best Practice/Methodologies/Standards

• There is no single framework, methodology or standard that represents a service management ‘silver bullet’ for a service provider

• Two different service providers, even in the same type of industry, could choose different options in their practice and achieve similar results

• The right complement of options for your company is what will define “ITSM Your Way”

How do frameworks align to the lifecycle?

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – Best Practice+

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & COBIT

• A means of focusing on governance for SM

• A means of ensuring integration across processes

• A means of defining roles and responsibilities

• A means of fostering the collection of data/metrics

• A means of fostering action based on interpretation of data/metrics

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Is governance an important part of Service Management?

Topic – ITIL & COBIT

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & COBIT

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & COBIT

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & COBIT

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & CMMI

• This viewpoint uses CMMI as the base to compare other models against. The CMMI Model contains twenty-five "specific" Practice Areas (PAs). A PA is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area. In addition, there are sixteen "generic" practices which are corollaries of the specific practices which are described for how they help "institutionalize" practices within an organization. The specific Practice Areas are organized into four categories:

• Process Management - Contains the cross-project activities related to defining, planning, resourcing, deploying, implementing, monitoring, controlling, appraising, measuring, and improving processes

• Project Management - Covers the project management activities related to planning, monitoring, and controlling the project.

• Engineering - Covers the development and maintenance activities that are shared across engineering disciplines (e.g., systems engineering and software engineering).

• Support - Covers the activities that support product development and maintenance. The Support process areas address processes that are used in the context of performing other processes. In general the Support process areas address processes that are targeted towards the project, and may address processes that apply more generally to the organization.

• It is desirable for the organization to achieve and subsequently institutionalize the processes at a lower maturity level before undertaking more mature processes. Most organizations are aspiring to achieve level 3 maturity, so CMMI distinguishes process interactions between "basic" and "advanced" process descriptions.

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

What is the advantage of ITIL or CMMI?

hci-itil.com/processes/compare_CMMI.html – Len Hendershot, 10/2017

Topic – ITIL & CMMI

• CMMI and ITIL are two distinctly different maturity models that can complement each other when used together. The fundamental difference between the two is that CMMI is a method of process improvement for software development, while ITIL focuses mainly on IT issues.

• The basic difference between CMMI and ITIL lies in application. While CMMI is focused toward software development, maintenance, and product integration, ITIL is broader in scope and provides a framework for IT service management and operations including a hardware life cycle.

• While the application of CMMI helps the organization gain competency and expertise in software or product development, ITIL applications help align the entire IT process and resources of the organization to business processes.

• Although both CMMI and ITIL are similar in structure, the amount of duplication is, however, small and there is no contradiction between the two models, making it possible to apply both CMMI / ITIL models simultaneously in an organization. CMMI is the de facto quality standard for software development, integration, deployment, and maintenance processes in organizations and ITIL is the first choice of organizations for standards related to operations and the infrastructure side of IT.

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Why consider both in your strategy?

CMMI vs. ITIL: Brief Overview of the Differences – N. Nayab, last updated: 11/5/2013

Topic – ITIL & CMMI

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

hci-itil.com/processes/compare_CMMI.html – Len Hendershot, 10/2017

Topic – ITIL & CMMI

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – ITIL & TOGAF

• Both ITIL and TOGAF RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Could these frameworks successfully coexist?

Figure 1 The domains and roles of ITIL and TOGAF within an organization

TOGAF 9 and ITIL V3 Two Frameworks White Paper – Tom van Sante & Jeroen Emers, 9/2009

Topic – ITIL & TOGAF

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Figure 2 The scope of ITIL V3 and TOGAF 8.1.1 on a business continuum

Figure 3 The business change process

TOGAF 9 and ITIL V3 Two Frameworks White Paper – Tom van Sante & Jeroen Emers, 9/2009

Topic – ITIL & TOGAF

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Figure 4 depicts which parts of the two frameworks are actually

connected. TOGAF 9 and ITIL V3 Two Frameworks White Paper – Tom van Sante & Jeroen Emers, 9/2009

Topic – ITIL & TOGAF

• The two main differences are:• Developing business architecture is part of the TOGAF

framework (as demonstrated in Phase A). The scope of ITIL is limited to developing an effective and efficient IT department, whilst developing business architecture is out of scope in ITIL.

• Running IT operations and delivering actual IT services arewithin the scope of ITIL (as demonstrated in the Service Operation volume). TOGAF does not cover the development and maintenance of a run time environment. How services are actually produced and delivered is not covered in TOGAF. After an IT solution has become part of the operational environment, it turns into (part of) one or more services, with which TOGAF is not concerned.

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

Where could these frameworks be used?

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

TOGAF 9 and ITIL V3 Two Frameworks White Paper – Tom van Sante & Jeroen Emers, 9/2009

Topic – PMBOK & PRINCE2

• A PRINCE2 project manager needs a body of knowledge to call upon in order to be competent – PMBOK® satisfies this need.

• The PMBOK® Guide requires a method that the whole project management team can adopt – this can be PRINCE2.

• Each has a different focus that in total, provides a cohesive approach.

• PMBOK® knowledge with the PRINCE2 method ensures a practical, actionable, intelligent and effective approach to achieving project success, and adhering to governance requirements.

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

Where could these frameworks be used?

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Global Fluency in Project Management – Lisa Hodges – Cornerstone Service Management

Topic – PMBOK & PRINCE2

• Comparing PRINCE2 and the PMBOK® is not like comparing apples to apples – the two frameworks are not substitutes; they complement each other!

• Therefore, PRINCE2 and PMBOK®are comrades, not competitors

• To be truly internationally qualified and effective, a project manager should have certification in both

• PRINCE2 offers the method to apply PMBOK® knowledge

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

Where could these frameworks be used?

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Global Fluency in Project Management – Lisa Hodges – Cornerstone Service Management

Topic – PMBOK & PRINCE2

• Where one is missing an element, the other approach provides a solution:

• Step-by-step ‘how-to’ method – purposefully absent in PMBOK; no tools & techniques in ISO; PRINCE2 provides method and management artifacts

• Project team organization – PMBOK focus on PM; ISO on project management system; PRINCE2 holistic and specific

• Business Case and Business Benefits – input to PMBOK® project; integrated throughout PRINCE2

• Soft skills – Leadership, motivation, conflict management – implicit but not addressed in PRINCE2; explicit and well defined in PMBOK®

• Procurement – acquired as necessary in PRINCE2, PMBOK® provides extensive guidance

• Quality Management – PMBOK® explains why, PRINCE2 provides a roadmap for how, and ISO 21500 describes the overall structure to support

RUNDOWN

Best Practice+

Governance

Processes

Alignment

Usage

Measurement/Metrics

Assessment

Big Finish

Where could these frameworks be used?

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Global Fluency in Project Management – Lisa Hodges – Cornerstone Service Management

Topic – PMBOK or PRINCE2

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Topic – DevOps & Agile

• At its core DevOps is simply about improving collaboration between development and operations teams. As an extension of Agile it means including system administrators in the agile development process. … Where do you start with DevOps? As many Enterprises these days run on ITIL® processes this is a pretty good place to start. Despite the rumors, DevOps doesn’t mean the end of ITIL®. DevOps should be seen as a means of ITIL® process improvement. By using ITIL® processes as a basis for a DevOps initiative you can greatly simplify and focus your efforts.

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Can DevOps, Agile, and ITIL® work together?

The ITIL® Guide to DevOps by UpGuard

Topic – DevOps & Agile

To some, there appears to be a stark contrast to the key tenants and terminology used within each approach, for example:

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Can DevOps and ITIL® work together?

ITIL®• Planned• Process Based• Procedure Based• Documented• Waterfall/Sequenced

DevOps• Iterative• Incremental• Collaborative• Experimental• Lean/Agile

ITIL® Vs. DevOps! 25 Influential Experts Share Their Insights (Is ITIL® Agile Enough?) Posted by Gareth Daine, Last Updated on Mar. 8, 2017

Topic – DevOps & Agile

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

• In reality, some argue, ITIL® is very flexible and lends itself to an Agile environment. It's often terribly misunderstood, even by some so-called 'experts'. It's all down to a perception that ITIL® is rigid and uncompromising. They argue that you should adopt and adapt ITIL® to meet changing business needs.

• There's an argument that ITIL® is iterative and on-going, despite often being misinterpreted. That as part of your adaptation and adoption of ITIL®, you have the flexibility to tackle and improve all areas of concern at once, if you have the required resource. You can also take an approach where you address specific pain points first.

• These ideas seem to contradict the view that ITIL® is a phased, waterfall-style approach, and that it's the adaptation and implementation of the framework that is the key to its overall agility.

ITIL® Vs. DevOps! 25 Influential Experts Share Their Insights (Is ITIL® Agile Enough?) Posted by Gareth Daine, Last Updated on Mar. 8, 2017

Topic – DevOps & Agile

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

• ITIL® brought order where there was once chaos. In some cases its formality and rigidity has gone too far though.

• Application of Agile and DevOps principles over the foundation of ITIL® can overcome this. By using your ITIL® processes as starting points for analysis of potential benefits, an Enterprise DevOps implementation is given greater focus. Identify pain points that could benefit from greater collaboration and automation. Prioritize them based on potential benefit and estimated effort.

ITIL® Vs. DevOps! 25 Influential Experts Share Their Insights (Is ITIL® Agile Enough?) Posted by Gareth Daine, Last Updated on Mar. 8, 2017

Topic – The Big Finish

• All of these methodologies and frameworks have benefits and obstacles to application.

• It is most important to understand how to effectively use the methodology/framework.

• Finally, there is always the need to ensure that leadership is aligned to support and enable the governance associated with these frameworks.

RUNDOWN

Best Practice+

ITIL & COBIT

ITIL & CMMI

ITIL & TOGAF

PMBOK & PRINCE2

DevOps & Agile

Big Finish

Q&A