Putting the Puzzle Together - Integrating Emerging Best Practices

Transcription

1 Putting the Puzzle Together - Integrating Emerging Best Practices Troy DuMoulin VP Research & Development Pink Elephant 1 An itsmf USA Board Sponsored Event The trusted, independent industry unifier Advocates and ambassadors of ITSM to the broader IT industry Enabling and facilitating conversations throughout the ITSM community about the future of the industry and the profession A collaborative community of ITSM professionals focused on applying ITSM principles to solve business problems The primary resource for and enabler of career development for ITSM professionals 2 2

2 An itsmf USA Board Sponsored Event Working together to provide resources that help you develop your skills and advance your career! Thank you Lean IT Association for supporting the ITSM community. 3 3 Welcome & Agenda The New Mantra Better, Faster, Cheaper Lean Practices Agile Software Development & Project Mgmt. DevOps Principles & Practices Objective Understand how the new emerging practices of Lean IT, Agile and DevOps are being adopted to support accelerate and optimize IT Management practices. 4 4

3 The Risk Gap For Business Growth Goals Increased Business Need Of IT Services Increasing Demand Increasing number of products and services Increasing rate of change Increasing complexity/data interdependency Increased speed and efficiency Increased speed to market Reduced costs IT Process / Data / Capabilities Silo / Fragmented Data Sources/redundant processes Lack of integration, automation Lack of visibility RISK GAP? Scalability Of Management Processes Over Time Operating as a mature IT Service Provider requires managing demand and efficient management processes and data across silos! 5 Better Faster Cheaper Mantra 6

4 New Language New Balance 7 The Evolution The Accelerators Lean Agile DevOps IT Service Management / SDLC / Project Management 8

5 Lean Customer Value At The Center First time right Focus on quality and prevention of defects Assess if all the activities in the process add value in the eyes of the customer Demand triggers the process chain in order to reduce stock Create continuous flow in production with the Just-in- Time approach and reduce peak and low volumes 9 9 The 3 M s Of Lost Value Mura Muda Muri Waste Muda Unnecessary, Non Value Mura Variation, Variance Muri Over Burdened 10

6 Examples Of IT Waste Multiple Service Desks all with their own tools and separate processes Massive amounts of wasted server capacity due to a lack of Capacity and Demand Management Redundant and duplicate IT Management tools being purchased by various IT departments in the same organization Redundant IT groups and stealth data centers being built by independent parts of the business A willingness to solve the same Incidents 1000s of times without looking at the root of the problem Multiple Change Management processes due to political boundaries Losing track of tens of thousands of dollars of IT assets due to poor tracking controls and inventory processes Supplier contracts expiring without knowledge until an Incident occurs A willingness to supply multiple/duplicate versions of the same services The loss of massive amounts of business productivity due to Incident tickets which disappear into the IT back office black hole until someone shouts loudly enough The total lack of ability to provide visibility into the cost of an IT service The list goes on Proactive Problem Solving Reactive vs. Proactive Problem Solving Lean is not just about hunting down waste and reacting to the crisis of the day. Its goal is to move an organization to a desired state through relentless problem solving and incremental improvement. 12

7 What Is Agile? Agile (adjective) Able to move quickly and easily; well-coordinated Able to think and understand quickly; able to solve problems and have new ideas Agile enterprise a fast moving, flexible and robust company capable of rapid response to unexpected challenges, events and opportunities Agile software development a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams Agile software development methods deliver working software in smaller and more frequent increments. 13 Agile Variations There are many different Agile Variations Lean Start Up Feed Back Loops Collaboration Agile Variants Agile Small Batch / Iterative Development 4 Values 12 Principles True North Values Challenge Kaizen Mindset Go & See Team Work Respect Lean What Does The Customer Value? How Do I Deliver Value Faster? How Do I Deliver Value With Optimized Cost? Visual Management Performance Mgmt. Flow Optimization Systemic Thinking 14

8 Agile Vs. Waterfall It s an ongoing debate which methodology for managing software design and development projects is better, agile or waterfall? Agile Iterative Incremental Decisions are made based on observation and experimentation rather than on detailed upfront planning Waterfall Linear Sequential Phased approach Move to next phase only when previous phase is complete 15 Velocity Vs. Agility (Systems Thinking) Velocity = Speed With Direction! 16

9 Traditional Vs. Agile TRADITIONAL Time Production ready AGILE Maybe this was already sufficient!! Woman in pastoral setting Always production ready Time 17 SCRUM: Agile Product Development Product Backlog Product Owner Estimates Time Boxed Daily Scrum Retrospective Ship-Ready Feature Set Release Backlog Sprints User Stories Velocity Burn Down Chart Scrum Master 18

10 Problems Between Dev & Ops Primary Problems Organizational Silos Different Mindsets Different Implementations Different Tools Lack Of Interest In Learning Different Environments Loss Of Work Blame Game Build Rollback Disintegrated Processes No Feedback Loop 19 DevOps Principles C.A.L.M.S. Culture Focus On People Embrace Change & Experimentation Automation Continuous Delivery Infrastructure As Code Lean Value (Quality, Delivery, Cost) Small Batch / Feedback Loops Measurement Systemic Measurement Continual Improvement Sharing Lessons Learned, Information Sharing Collaboration & Communication 20

11 Practices Of DevOps Agile Project Mgmt. Theory of Constraints Continuous Integration & Deployment Lean Visual Mgmt. Waste Automated Testing & Deployment Culture, Structure, Teaming DevOps ITSM / SDLC / Project Mgmt 21 ITIL Service Lifecycle Process SERVICE STRATEGY Strategy Management For IT Services Service Portfolio Management Business Relationship Management Financial Management For IT Services Demand Management CSI SD SS SERVICE DESIGN Design Coordination Service Level Management Service Catalog Management Supplier Management Availability Management Capacity Management IT Service Continuity Management Information Security Management SERVICE OPERATION Event Management Incident Management Request Fulfillment Problem Management Access Management Functions: Service Desk Technical Management Application Management IT Operations Management 22 SO CONTINUAL SERVICE IMPROVEMENT Seven Step Improvement ST SERVICE TRANSITION Transition Planning & Support Change Management Service Asset & Configuration Management Release & Deployment Management Service Validation & Testing Change Evaluation Knowledge Management Copyright AXELOS Limited Reproduced under license from AXELOS. Based on Figure 1.1 Service Strategy Introduction 22

12 Store Front Factory Delivery & Support BRM Strategy Management Demand Portfolio Finance Design Coordination Security Availability Capacity ITSCM Supplier SLM, SCAT Transition Planning R + DM SACM T + Validation Evaluation Knowledge Change Operations Event Incident Request Problem Access Professional Services Catalog Product Backlog Request Fulfillment Sprint Release Sprint Deploy Application Layer Infrastructure Layer Data Layer Technical Services Business Services 23 Service Desk Incident Mgmt. Application & Infrastructure Maintenance Lessons Learned Data Center Environment Network Facilities Lean IT Association Lean IT Association (LITA) is a non-profit organization who s goal is to establish an industrystandard set of Lean IT reference materials and other resources for practitioner organizations to use An certification scheme aimed at practitioner organizations looking to adopt Lean IT principles in the IT Service development and operations department as well as professionals that want to be certified in Lean IT on various levels.

13 Lean IT Association Foundation Practicioner Professional Implement, strategize, mobilize Know and Apply Know LEAN IT Leadership LEAN IT Coach LEAN IT Kaizen Lead LEAN IT Foundation 25 Questions? Troy DuMoulin Applying DevOps to More Than Just Software 26

14 Thank you for attending this session. Please don t forget to complete an evaluation for this session! Evaluation forms can be completed electronically on the FUSION 16 Conference App. 27