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ITIL. You keep using that word.
I don’t think it means what you think it means.
Kaimar Karu
Head of Product Strategy
and D...
何不食肉糜?
A P P R EC I AT E T H E C O N T E X T
@kaimarkaru
A P P R EC I AT E T H E J O U R N E Y
@kaimarkaru
P R O C E S S M A N AG E M E N T
@kaimarkaru
C U STO M E R VA LU E
?
@kaimarkaru
L AC K O F C O L L A B O R AT I O N
No!
@kaimarkaru
C O M M O N A N T I - PAT T E R N S
» By-the-book ITIL ‘implementations’
» Ideal world process documentation
» Expensive ‘...
D E F I N I N G S E R V I C E S
„A means of delivering value to customers by
facilitating outcomes customers want to achie...
T H E F LO W O F S E R V I C E M A N AG E M E N T
» Strategy: who are the customers
and what services they require to
solv...
S E R V I C E M A N AG E M E N T
$
@kaimarkaru
S E R V I C E M A N AG E M E N T A N D D E V O P S ( T R A D . )
Service
Design
Service
Transition
Service
Operation
Servi...
I T I L A N D T H E T H R E E WAY S O F D E V O P S
@kaimarkaru
Service Strategy
Service Design
Service Transition
Service...
O P E R AT I O N S AS A P L AT FO R M
Service
Design
Service
Transition
Service
Operation
Service
Strategy
Product
Archite...
I T I L G U I D I N G P R I N C I P L E # 1
» All activities must deliver customer value
» The customer determines what is...
I T I L G U I D I N G P R I N C I P L E # 2
» Understand the interactions
» Walk a mile in your customer’s shoes
» Empathy...
I T I L G U I D I N G P R I N C I P L E # 3
@kaimarkaru
» Understand the vision and the direction
» Seek out the value in ...
I T I L G U I D I N G P R I N C I P L E # 4
» Organizations are complex systems
» Value is co-created through interactions...
I T I L G U I D I N G P R I N C I P L E # 5
» Avoid ‘big bang’ change initiatives
» Keep each improvement manageable
» Kee...
I T I L G U I D I N G P R I N C I P L E # 6
» Understanding context is important
» Direct observations trump reports
» Goi...
I T I L G U I D I N G P R I N C I P L E # 7
» The unknown is scary
» Missing information is replaced by myths
» Transparen...
I T I L G U I D I N G P R I N C I P L E # 8
» Understand the end-to-end flow
» Work with your customers and users
» Manage...
I T I L G U I D I N G P R I N C I P L E # 9
» Minimum Valuable Process
» Minimum Valuable Procedure
» Minimum Valuable Rep...
I T I L G U I D I N G P R I N C I P L E S
@kaimarkaru
W W W . A X E L O S . C O M@kaimarkaru
Thank you!
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DOES SFO 2016 - Kaimar Karu - ITIL. You keep using that word. I don't think it means what you think it means.

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Let’s get this straight. ITIL is not about implementing dozens of processes, or about establishing a CAB to review every change request, or about the never-ending story of creating a CMDB. The ITIL framework has been designed to help IT organizations to move from being a black box technology provider – often viewed as a disposable cost centre – to becoming a service provider, and a true partner for the rest of the business. We know – we own the framework.

Unless your customer can achieve their objectives with the technology you run, and can get assistance when needed, no-one cares whether your architecture is built on a monolith, uses microservices, or can brag about being serverless. Agile as a mind-set covers the whole value chain, but common practices are limited to development only. DevOps as a philosophy covers the whole value chain, but common practices are limited to the deployment-focused intersection of development and operations only. Understanding the organisation's strategy, developing the product strategy, and dealing with customer issues are expected to be taken care of by someone else, as if by magic. Because of this, DevOps faces a risk of becoming the largest local optimisation exercise ever undertaken for way too many organisations

In tens of thousands of companies around the world, ITIL has helped to develop an organizational capability that has provided them with a competitive advantage. More than three million people have been certified, and ten times as many trained over the years. Yet, we have all heard the horror stories, too. So what is it that separates a successful adoption of ITIL from an unsuccessful attempt at implementing the framework? What are the common problematic practices and anti-patterns we have seen in the wild, and what does the guidance in ITIL really say? How can you move from a broken approach to IT Service Management to one that delivers value. Can you still use ITIL in the DevOps world? Do you even need to? Or, perhaps, the questions is whether DevOps can survive (in the enterprise) without embracing the service mind-set.

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DOES SFO 2016 - Kaimar Karu - ITIL. You keep using that word. I don't think it means what you think it means.

  1. 1. ITIL. You keep using that word. I don’t think it means what you think it means. Kaimar Karu Head of Product Strategy and Development, AXELOS @kaimarkaru
  2. 2. 何不食肉糜? A P P R EC I AT E T H E C O N T E X T @kaimarkaru
  3. 3. A P P R EC I AT E T H E J O U R N E Y @kaimarkaru
  4. 4. P R O C E S S M A N AG E M E N T @kaimarkaru
  5. 5. C U STO M E R VA LU E ? @kaimarkaru
  6. 6. L AC K O F C O L L A B O R AT I O N No! @kaimarkaru
  7. 7. C O M M O N A N T I - PAT T E R N S » By-the-book ITIL ‘implementations’ » Ideal world process documentation » Expensive ‘Level 5’ maturity projects » ‘Watermelon’ SLAs » CAB used as ‘Change Approval Board’ » Search for the silver bullet @kaimarkaru
  8. 8. D E F I N I N G S E R V I C E S „A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks.“ @kaimarkaru
  9. 9. T H E F LO W O F S E R V I C E M A N AG E M E N T » Strategy: who are the customers and what services they require to solve their problems » Design: how should the services look and feel like, and what capabilities are needed to provide them » Transition: how to develop, test, integrate, and release services » Operation: how to support live services, and how to provide a great customer and user experience @kaimarkaru
  10. 10. S E R V I C E M A N AG E M E N T $ @kaimarkaru
  11. 11. S E R V I C E M A N AG E M E N T A N D D E V O P S ( T R A D . ) Service Design Service Transition Service Operation Service Strategy Product Architecture Deploy Product Strategy Continual Service Improvement Prioritize and Develop Build and Test Service Management Software Development Delivering value rapidly and continuall y Continuous Integration Continuous Deployment Considered to be missing More harm than good @kaimarkaru
  12. 12. I T I L A N D T H E T H R E E WAY S O F D E V O P S @kaimarkaru Service Strategy Service Design Service Transition Service Operation Business Relationship Management Demand Management Service Portfolio Management Service Level Management Availability Management Capacity Management Change Management Release & Deployment Management Configuration Management Incident Management Problem Management Request Fulfilment » Flow » Feedback » Experimentation and learning
  13. 13. O P E R AT I O N S AS A P L AT FO R M Service Design Service Transition Service Operation Service Strategy Product Architecture Deploy Product Strategy Prioritize and Develop Build and Test Continuous Integration Continuous Deployment PLATFORM SERVICES Security Quality Continual Service Improvement @kaimarkaru
  14. 14. I T I L G U I D I N G P R I N C I P L E # 1 » All activities must deliver customer value » The customer determines what is of value » Not all ‘improvements’ deliver value FOCUS ON VALUE $ @kaimarkaru
  15. 15. I T I L G U I D I N G P R I N C I P L E # 2 » Understand the interactions » Walk a mile in your customer’s shoes » Empathy is the key DESIGN FOR EXPERIENCE @kaimarkaru
  16. 16. I T I L G U I D I N G P R I N C I P L E # 3 @kaimarkaru » Understand the vision and the direction » Seek out the value in what you have » Leverage what already exists START WHERE YOU ARE
  17. 17. I T I L G U I D I N G P R I N C I P L E # 4 » Organizations are complex systems » Value is co-created through interactions » Local optimization != value WORK HOLISTICALLY @kaimarkaru
  18. 18. I T I L G U I D I N G P R I N C I P L E # 5 » Avoid ‘big bang’ change initiatives » Keep each improvement manageable » Keep delivering value, continually PROGRESS ITERATIVELY @kaimarkaru
  19. 19. I T I L G U I D I N G P R I N C I P L E # 6 » Understanding context is important » Direct observations trump reports » Going to the source kills assumptions OBSERVE DIRECTLY @kaimarkaru
  20. 20. I T I L G U I D I N G P R I N C I P L E # 7 » The unknown is scary » Missing information is replaced by myths » Transparency creates supporters BE TRANSPARENT @kaimarkaru
  21. 21. I T I L G U I D I N G P R I N C I P L E # 8 » Understand the end-to-end flow » Work with your customers and users » Manage your stakeholders COLLABORATE @kaimarkaru
  22. 22. I T I L G U I D I N G P R I N C I P L E # 9 » Minimum Valuable Process » Minimum Valuable Procedure » Minimum Valuable Reporting KEEP IT SIMPLE @kaimarkaru
  23. 23. I T I L G U I D I N G P R I N C I P L E S @kaimarkaru
  24. 24. W W W . A X E L O S . C O M@kaimarkaru Thank you!

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