Combining Methodologies - axelos.com
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AXELOS.com PUBLIC PUBLIC Lisa Hodges & Keith Sutherland Combining Methodologies: How to get the most out of ITIL, PRINCE2, PMBOK, DevOps
Transcript of Combining Methodologies - axelos.com
AXELOS.com
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Lisa Hodges & Keith Sutherland
Combining Methodologies:
How to get the most out of ITIL,
PRINCE2, PMBOK, DevOps
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Our speakers
Lisa Hodges
Owner and Principal Consultant
Cornerstone Service Management
Keith D Sutherland
Co-Founder and Consultant
Service Management Dynamix
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What we plan to accomplish
1. Share real-world experience
2. Discuss how service management and project management
disciplines must work together
3. Convey the benefits of adopting a multi-disciplinary, fully
integrated approach to best practices
4. Challenge you to integrate, interface, and improve upon existing
investments in standards, frameworks, methods, and
methodologies
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Magic Beans and Silver Bullets
• Many frameworks, standards,
methods, and methodologies exist
and provide benefits
• No one of these is perfect, or
perfectly complete
• Constant change forces us to
continually consider new or improved
practices
• This creates churn and sometimes
chaos as organizations struggle to
adapt, and indiscriminately ‘adopt’
the latest and greatest
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Our approach
• Adopt a ‘Lifecycle’ based service management approach as the basic structure or roadmap – we like ITIL’s version of the service lifecycle
• Utilize sound project management practices as the means to the accomplish the goal of improving service management by adopting and integrating complementary practices and disciplines
• Take a thoughtful approach - like a sculptor - to shaping and gradually adding depth, distinction, and value to your ‘best practice architecture’
• Utilize sound project management practices as the means to the accomplish the goal of improving service management by adopting and integrating complementary practices and disciplines – we like the PMBoKstandard combined with the PRINCE2 method.
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First, consider what customers care about…
Customers care about value
• Your IT Services are simply a means to an end
• Services must have an affordable mix of
features
• Services must support the achievement of
objectives
Value changes over time and
circumstances
• The value of a service comes from what it
enables people to do today, which must change
tomorrow
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…and what organizations value
Profit corporations:
Priority #1-> Financial Objectives (i.e. profits, revenue, cost
reductions, gross margin)
Priority #2 -> Strategic Objectives (i.e. Customer satisfaction, market
penetration)
Non-Profit-Focused Institutions and Governments:
Priority #1-> Strategic Objectives (i.e. community satisfaction, citizens
satisfaction, security)
Priority #2 -> Financial Objectives (i.e. positive cash flow, do more
with less money)
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“A means of delivering value to a customer by
facilitating outcomes they want to achieve,
without the ownership of the costs and the risks to
make it happen”
- ITIL®
How do we define ‘services’?
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How do we manage them?
• Service Management - A set of specialized organizational
capabilities for providing value to customers in the form of services
- Wikipedia
• IT Service Management (ITSM) - The implementation and
management of quality IT services that meet the need of the business. IT service management is performed by IT service providers through an appropriate mix of people, process and information technology
- Wikipedia
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ITSM (re-)defined
Some IT Service Management ‘word play’:
• In order to provide value to IT customers through quality of
services offered, the IT service provider will make
appropriate use of various frameworks, methodologies and
standards.
Plan it – Design it – Deploy it – Run it –
Improve it
A “continuous complex closed-loop system”
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The continuous complex closed loop system
Feedback
Lessons learned
for improvement
Feedback
Lessons
learned
for
improvement
Plans to create and
modify
services and service
management
processes
Day-to-day operation of
services and service
management processes
Output
Feedback
Lessons
learned
for
improvement
Service Strategy
Strategies,
policies,
standards
Service Design
Manage the transition of a
new or changed service
and/or service management
process into production
Service Transition
Service OperationOutput
Feedback
Lessons learned
for improvement
Feedback
Lessons learned
for improvement
Output
Continual Service Improvement
Activities are embedded in the service
lifecycle
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The continuous complex closed loop system:
‘ITSM re-defined’
Continual Service Improvement
Six Sigma / Lean / ISO9000 / CMMI
Control Objectives for IT (COBIT)
Simulations (e.g. Grab@Pizza)
Feedback
Lessons learned
for improvement
Feedback
Lessons
learned
for
improvement
Service Design
TOGAF / IT4IT / SOA /
Zachman
Agile/Scrum
SDLC / Waterfall
PMBOK® / PRINCE2®
Simulations (e.g. Challenge
of Egypt, The Phoenix
Project)Output
Feedback
Lessons
learned
for
improvement
Service Transition
DEVOPS
Agile / Scrum
PMBOK® / PRINCE2®
Simulations (e.g. Apollo 13)
Output
Feedback
Lessons learned
for improvement
Feedback
Lessons learned
for improvement
Service Strategy
Enterprise Value Creation
(EVC)
Control Objectives for IT
(COBIT)
Simulations
Architecture (e.g.TOGAF /
IT4IT)
Development (e.g. SDLC,
Agile)
Project Management (e.g.
PMBOK, PRINCE2)
Service Operation
DEVOPS
Simulations (e.g. Apollo
13)
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Strategy
Key Stakeholders Standards/Frameworks/Methods
Customers Enterprise Value Creation (EVC)
Relationship Managers Control Objectives for IT (COBIT)
Service Managers ITIL®
Project Management PRINCE2®, PMBOK®
Design Architects Simulations (e.g. Grab@Pizza)
Development Architects Architecture (e.g.TOGAF / IT4IT)
IT Steering Group Development (e.g. SDLC,
PRINCE2® Agile)
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Strategy
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Design
Key Stakeholders Standards/Frameworks/Methods
Business Architects TOGAF/ IT4IT/ SOA/Zachman
Design Architects/ Teams PRINCE2 Agile, Scrum
Development Architects / Teams PRINCE2® , PMBOK®
Vendor Management ITIL®
Service Owners ITIL®
Project Team Simulations (e.g. Challenge of Egypt,
The Phoenix Project)
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Design
Enterprise architecture
Business/organization architecture
Enterprise Architecture
Enterprise architecture
Business/organization architecture
Application architectureData/information
architecture
Environmental architecture
IT infrastructure
architectureManagement
architecture
Product
architecture
Enterprise Architecture
Service
architecture
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Transition
Key Stakeholders Standards/Frameworks/Methods
Project Team DEVOPS
Release Manager/ Team PRINCE2 Agile, Scrum
Test Managers PRINCE2® , PMBOK®
User SMEs ITIL®
Quality Assurance Simulations (e.g Apollo 13)
Application Support
Infrastructure Support
Deployment Team
Automation
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Transition
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Operations
Key Stakeholders Standards/Frameworks/Methods
Customer Support DEVOPS
Automation ITIL®
Escalation Resources Simulations (e.g. Apollo 13)
Service Owners
Customers/ Users
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Operations
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Continual Service Improvement
Key Stakeholders Standards/Frameworks/Methods
Service OwnersControl Objectives for IT (COBIT)
-assessment
Process Owners Six Sigma/ Lean/ ISO9000/CMMI
Business Relationship Managers ITIL®
Customers Simulations (eg. Grab@Pizza)
IT Steering Group
Quality Managers
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Continual Service Improvement
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The Big Picture
• A “continuous complex closed-loop system”
Plan it – Design it – Deploy it – Run it – Improve it
• All driven by customer needs (demand & requirements)
• Underpinned with multi-disciplinary, integrated best practices – a
continuous ‘art work’ in progress
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S
D
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Business requirements
(e.g. Project Start-up &
Initiation
(e.g. TOGAF-IT4IT-SDLC-Agile)
e.g COBIT
Agile – Scrum - Devops
Devops
e.g. COBIT-CMMI-
Lean/Six Sigma
Early life
support periodLive
operation
Design and development
SAC SAC SAC SAC SAC
Document and
agree business
requirements
(strategy and design)
Design
service
solution
(design)
Develop
service
solution
(design)
Build
service
solution
(transition)
Test
service
solution
(transition)
Deploy
service
solution
(transition)
Transition and operation involvement
SLM SLR SLR SLR SLR SLR SLRPilot
SLALive
SLA
Change management
RFC
released
Authorized for
design
Authorized for
development
Authorized for
build and test
Authorized for
deployment
Authorized for
SLA pilot
Authorized for
acceptance
Review and
close
Release and deployment management
Plan and prepare
release
Build and test
release
Deploy and verify release
(incl. early life support)Review and
close
SAC SAC
Enterprise Value Creation (EVC)
(e.g. Managing Project ------------------------) (e.g. Project
Close)
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Thank you for listening
Any ITIL questions please contact:
Any PRINCE2 questions please
contact:
Lisa Hodges:
Keith Sutherland:
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Any Questions?
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