Accelerating Service ManagementDonna KnappCurriculum Development ManagerITSM Academy

ITSM Academy• Full service provider of IT Service

Management (ITSM) education and advice

• Accredited and sustainable education and training• ITIL®

• Process Design (CPDE)• DevOps• Agile Service Management • VeriSM

Donna Knapp• Author• Curriculum Development Manager• Certified Process Design Engineer• ITIL Expert, ITIL Practitioner• DevOps Foundation, DOL, DTE, DSOE, CDA • Certified Scrum Master• Certified Agile Process Owner• Certified Agile Service Manager• Certified ISO/IEC 2000 Consultant/Manager• Knowledge-Centered Support (KCS) Principles

Welcome!

ITIL® is a registered trade mark of AXELOS Limited.

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Agenda • ITSM or DevOps?• ITSM and DevOps• Accelerating ITSM in Support of

DevOps

© DevOps Institute unless otherwise stated 4© ITSM Academy unless otherwise stated 4

ITSM or DevOps

• The DevOps movement emerged separately from traditional IT service management (some even say as a backlash to ITSM)

• IT service management emerged at a time when traditional (waterfall) project management practices were the norm

• To continue to be relevant, IT service management needs to evolve

• Promotes silos • Requires comprehensive document• Relies on mass inspection• Decouples accountability for quality and work effort• Focuses on longer-term planning• Lacks a common vocabulary

How ITSM is Perceived

ITSM and DevOps• The adoption of DevOps practices – particularly within an Enterprise –

does not eliminate the need for ITSM • ITSM introduces a common language and proven practices that help

ensure end-to-end IT services• Support business strategies • Result in a positive customer experience • Deliver value • Deliver the required levels of quality, stability and reliability

• Applying Agile, Lean and DevOps principles to ITSM modernizes the approach and improves the ability of both ITSM and DevOps to deliver business benefits

"With the shift to digital transformation, CIOs and IT leadership must transform their organizations and increase the balance between quality and speed by changing their mindset and operating principles.”

Stephen Elliot IDC

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• The what and the why of ITSM hasn’t changed • It’s the ‘who’ and ‘how’ and ‘when’ that MUST change

DevOps represents new ways of thinking and new ways of working.

Accelerating ITSM in Support of DevOps

• Process acceleration involves moving from manual processes and siloed ways of working to a more automated, collaborative approach

• The greatest challenges are • How, when, and where to leverage automation• Managing the associated change

Process Acceleration

Leverage agile service management practices to minimize change fatigue.

Process acceleration techniques include• Set time-based goals and measure

performance improvements• Reduce waste • Improve flow• Shift left• Devolve authority• Leverage automation

Process Acceleration

• Determine what to change (vs. how to change) first• Focus on the pursuit of value• Consider using time as the primary measurement tool• Time is measured at the physical activity level and so is a reflection of

how resources are consumed • Using time as a measure requires looking at the overall process• Time influences how work is organized and prioritized • Time impacts both cost and quality• Freeing up time makes resources available for innovation

Set Time-based Goals

Shrinking time reduces cost, improves productivity and increases quality.

Reduce Waste

3Ms

Muda

MuraMuri

Waste

InconsistencyOverburdenBoth mura and muri cause muda (waste).

Increased stress levels Reduced job satisfaction Excess variation

Barriers to Flow (examples)• Handoffs• Bottlenecks• Unnecessary checks and reviews• Activities that result in rework• Duplicate activities• Failing to capture information at the

source• Sequential activities (where parallel

activities are possible)• Having no or too many roles assigned

to a task

Improving flow (examples)• Reducing batch sizes • Increasing delivery frequency • Using pull systems • Limiting work in progress (WIP)• Exposing quality issues• Reducing unplanned work • Standardizing work• Automating tasks

Improve Flow

“Almost all quality improvement comes via simplification of design, manufacturing...layout, processes, and procedures.” Tom Peters

“We shouldn’t be looking at each local area and trying to trim it. We should be trying to optimize the whole system. Some resources have to have more capacity than others. The ones at the end of the line should have more than the ones at the beginning—sometimes a lot more.”

Eliyahu Goldratt

Shift left helps teams • Build quality in at the source • Address operational concerns and non-functional requirements earlier in the lifecycle• Fix bugs early on and prevent them making their way into production• Reduce the cost of handling issues • Shorten the feedback loops needed to improve designs and quality• Speed the delivery of services

Shift Left

Be aware that shifting left may cause constraints or may cause constraints to shit. Be on the lookout for increases in wait times or work in progress.

Over time shifting left will affect the skills needed and the distribution of resources across the pipeline.

Examples include • Local approvals (e.g., peer reviews)• Delegated authority (e.g., managers,

team leaders)• Automated approvals

Devolve Authority 2015 State of DevOps Report• When external approval (e.g.,

change approval boards) was required in order to deploy to production, IT performance decreased

• When the technical team held itself accountable for the quality of its code through peer review, performance increased.

“Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the

product in the first place.”W. Edwards Deming

• Automation helps break down silos and standardize manual ad-hoc activities

• Automation involves codifying a task• Automation can be used to reduce

• Bottlenecks caused by human intervention• Human errors• Lead and cycle times• Costs

• Orchestration involves codifying a workflow or process

Leverage Automation Automating Processes

• An undefined process will not be repeatable

• Processes that aren’t repeatable cannot be • Automated • Measured

• Processes that cannot be measured cannot be improved

According to the 2017 State of DevOps Report, high performers are doing significantly less manual work. With more work automated, high performers free their technical staff to do

innovative work that adds real value to their organizations.

Leverage Automation Opportunities include• Rote and repetitive tasks• Machine-addressable decision-making• Threshold-based tracking and alerts• Self-service employee portals• Risky manual tasks • Document and evidence management (e.g., requests, approvals, records)• Research• Analytics

Use care when perception and customer experience are factors.

The Real Reality of DevOpsDevOps practitioners are ‘doing’ ITSMThey’re just not calling it that and they are redefining it as they goSo let’s call it what it is….

Continuous Improvement

Using Agile with ITSM (agile service management) enables continuous, iterative, incremental improvement.

Leading the Way

• Start now• Start where you are • Progress iteratively • Continuously experiment,

learn and improve

Embrace guiding principles

Figure out how progressive practices and emerging technologies can augment your work to increase efficiency, improve productivity

and free you up to continuously learn, improve and innovate.

Enjoy the Journey• Go to Gemba – Go see. Ask why. Be respectful.

• Don’t wait to be invited • Make changes with people and for people… not to people• Allow time for experimentation, learning and – gasp – failure

• To innovate you must be willing to learn… a lot!• To innovate you must be willing to fail

• Accept failure as a learning opportunity• Share what you learn

Failure is simply the opportunity to begin again, this time more intelligently.

Henry Ford