IT In The Park 2017

How does ITIL embrace
Cloud and DevOPs adoption?
Chris Rydings
CTO
Axios Systems Plc

(1) Service Request (2) Change Request
(6) Change Service Request Tracked
DevOps & ITIL

“Cloud”
Changes for ‘cloud’
Isolated activities Focus on delivery
Teams in silos Close collaboration
Monolithic designs Lightweight components

So where do we begin?
Change Impact?
LMH
Change:
Item Affected?
Change:
Business Area
Affected?
We adapt and change!

Change:
Update Build
Docs
Change:
Item Affected?
Change:
Business Area
Affected?
Change:
Impact
Assessment

ITIL does embrace
Cloud and DevOPs adoption

Chris Rydings
CTO
Axios Systems Plc

THE ART OF WAR CUSTOMER SERVICE
SUN TZU SIMON SHERIDAN
PRODUCT MANAGER AT CITIZENS ADVICE

1.LAYING OF PLANS
2. WAGING WAR
3. ATTACK BY STRATAGEM
4. TACTICAL DISPOSITIONS
5. USE OF ENERGY
6. WEAK POINTS AND STRONG POINTS
7. MANEUVERING AN ARMY
8. VARIATIONS OF TACTICS
9. THE ARMY ON THE MARCH
10. CLASSIFICATION OF TERRAIN
11. THE NINE SITUATION
12. ATTACKING BY FIRE
13. THE USE OF SPIES

1.LAYING OF PLANS
3. ATTACK BY STRATAGEM
4. TACTICAL DISPOSITIONS
5. USE OF ENERGY
6. WEAK POINTS AND STRONG POINTS
7. MANEUVERING AN ARMY
8. VARIATIONS OF TACTICS
13. THE USE OF SPIES

Knowing your Customer
If you do not know your customer and do not know yourself,
you will lose in every engagement.
If you do not know your customers but know yourself, you win
one and lose one
If you know your customers and know yourself, you will not
be at risk in a hundred engagements

Strategy without tactics is the slowest route to
victory.
Tactics without strategy is the noise before
defeat.

SYSTEM
WHO ARE YOUR CUSTOMERS?
CUSTOMER (CLIENT) CUSTOMER (EMPLOYEE)

SYSTEM
COMPLEXITY
SIMPLICITY
SIMPLICITY

SYSTEM
COMPLEXITY
COMPLEXITY

Team ETeam DTeam CTeam BTeam A
Person A Person A Person A Person A Person A

CAREFULLY STUDY THE WELL-
BEING OF YOUR STAFF, AND DO NOT
OVERTAX THEM. CONCENTRATE
YOUR ENERGY AND HOARD YOUR
STRENGTH.
Sun Tzu

73%Of people are happiest when they can help themselves

THE GREATEST VICTORY IS THAT WHICH
REQUIRED NO BATTLE
SUN TZU

CUSTOMER (CLIENT)
CUSTOMER (AGENT)

A LEADER LEADS BY EXAMPLE. NOT BY
FORCE
SUN TZU

APRIL 2016 - THE CHALLENGE
REPLACE AN EXISTING TEAM WITH 40 YEARS COMBINED KNOWLEDGE AND 8 STAFF.
WITH 4 STAFF WITH 0 DAYS KNOWLEDGE. IN 60 DAYS.

DO YOU THINK YOU COULD SHOW US
THAT AGAIN?

APRIL 2017 - THE CHALLENGE
MOVE TEN NON IT TEAMS ON TO
FRESHDESK TICKETING

RESOLUTIONS AVERAGES
PRE APRIL 2017
336 HOURS
POST APRIL
31h 16m HOURS

THE USE OF SPIES - SUN TZU
CUSTOMER FEEDBACK - SIMON SHERIDAN

Collaboration
and why it should matter to you
Gerry Sweeney – CEO & Founder, Hornbill
November 28th 2017

▪ Introduction
▪ What is Collaboration
▪ Why is Collaboration Important to IT
▪ Collaboration in your Organisation
What I would like to cover in this talk

Gerry Sweeney
• Founded Hornbill in 1995
• Seen well over 800 Service
Management deployments, many from
cradle to grave.
• Devised and Executed our Collaboration
Platform and Collaborative ITSM
strategies started in 2011
Twitter: @gerrysweeney
@hornbill

Actually lets
start with what
Collaboration is
NOT….

Collaboration is NOT a
tool like Slack,
Yammer, Office365
Teams or Hornbill

…and, Collaboration is
NOT using consumer
social media tools like
Facebook in the
workplace

collaboration
kəlabəˈreɪʃn/
noun: collaboration
working together on an activity,
project or goal.

Collaboration is a “Culture”
A collaborative culture is based on
openness, complete transparency and
building trust. It focuses its energy on the
search for solutions to challenges and
leveraging opportunities rather than on
placing blame or searching for “guilty.”
FORBS 2014: 6 Concrete Steps To Building A Collaborative Culture That Inspires

Effective Communication
Enabling Conversations
Tacit Knowledge Sharing
Learning & Self-Development
Team & Relationship Building (trust)
Employee Engagement & Awareness
Organisational Culture Building

Non-
collaborative Collaborative
InternallyCompetitive
ExternallyCompetitive
Conflicted
Organisational Behavior Characteristics
Internally Focused
Innovative
Strong Leadership
Visionary
Silo’s
Productive
Destructive
Excessive Meetings
Trust
Shared Goals
Sharing
Protective
Risk Averse
Agile

Modern Collaboration tools
in a business context are
generally fashioned around
simple, intuitive and easy
to use “consumer-like”
experiences.

Why is Collaboration
Important to IT?

The Changing IT Landscape
• Consumer Experiences

• Retired and in her 70’s
• Has never used a desktop
computer – ever!
• Is in constant contact with
three children and eleven
grandchildren
• Uses apps for news, photos,
facebook & snapchat, paying
bills and watching content.
Changing World

The Changing IT Landscape
• Best Practice vs. Agile
• Old vs. New
• Conflicted Industry
• Large investment
in ITIL

Collaboration does
not directly solve
these problems
And Collaboration is not an
alternative to any
framework or best practice
either, but…

Collaboration will
help you with
these things
Remember, Collaboration is not yet another
framework for you to grapple with, you do
not need to “buy it”, its a simple change in
culture and the business benefits from
getting this right are immense.

Effective
Communications
Keeps people “in the know” and out of meetings…

Enabling
Conversations
Conversations and outcomes are never lost in email
inboxes or by the coffee machine

Tacit Knowledge
Sharing
Capture and build knowledge while “getting work
done” without any extra time, effort or processed.

Learning & Self-
Development
Your people are engaged, they self-develop and
learn as they go.

Employee
Engagement
Your people communicate and share what they know
because that’s what they are used to doing in their
personal lives – is a natural behaviour given the right
environment and tools.

Relationships &
Building Trust
Collaborative teams build strong working
relationships and “trust” which fosters innovation
and ”get the job done” mind sets.

Team & Organisational
Culture
Collaborative teams create outstanding team and
organisational culture through openness,
transparency and trust.

How Can I Adopt
Collaboration for IT?

Think Big but Start Small
• Culture does not change over night – be patient
• Respect your teams fears, uncertainties and
doubts.
• Pick a small “collaborative” team and internal
influencers and start there.
• WARNING: If you just roll out “a tool” and hope
you will become collaborative as a result you will
almost certainly fail.

Start With Leadership
• If you do not have strong leadership buy-in forget
trying to change your culture.
• If you manage a team and have the authority to
change your teams culture, in other words if you
are a leader in your own right within your
organisation, then you can lead the change just
for your team.
• The important point is, you have to be committed
to a culture of collaboration because it takes work
to make the transition.

You Do Need a Tool
• Contrary to general advice around best practice
like ITIL where you start with people and process
then choose a tool – to succeed with Collaboration
you need tools pretty much from the off.
• There are many tools to choose from but choose
wisely because this is where you will build your
body of knowledge.

What to look for in a Tool
• You need something integrated with the tools your teams
use day-in-day-out.
• If you roll-out a stand-alone tool your team will see it as
“just another thing they have to do”
• The act of “just doing your work” in the tools you use
should ensure you are building knowledge.
• You must move *ALL* internal conversations off of email and
into your collaboration tool of choice – this is a non-
negotiable, because people are so used to e-mail they will
revert without realising it. (This is where your leadership is
truly tested.)

Here are Some Tool
Capability Examples…

Organise Conversations into Topics

Share Knowledge with your Co-Workers

Engage your team – its not all about work!

Improved CAB Meetings
Collaboration has revolutionised our CAB. We used
to spend hours talking through every change, our
last CAB meeting was done in eleven minutes flat.
Change is more agile, and our team are able to get
on with other more productive work.
Greg Fellows, ICT Service Support Manager

Free Flowing Information
Collaboration is particularly exciting, it enables
information and communication to flow freely
between teams in different offices and
countries. Collaboration will change the way we work,
and take Global IT Services to the next level.
Nard Van Breemen, Global IT Manager

If you do transition to a collaborative way of
working I can guarantee it will never go out of
date, it will always be relevant and you and
your team will never want to go back to the
old way of working.

Employee Experience is
about money, not only
feeling warm and fuzzy.

Agenda
• Why use Employee Experience?
• Making a Business Case
• Case examples
– effect of Ticket Bounce
– in Projects vs. Continuously
– in Digital Transformation
– for ServiceDesk Motivation
– from Feedback to Business Case
• Q&A

20 years of experience around digital
services and working with large global
enterprises.
pasi.nikkanen@happysignals.com
@pasinikkanen
Pasi Nikkanen
Chief Product Officer
“Passion in creating
employee experience as
the service management
driver.”

We provide Independent Benchmark
http://happysignals.com/benchmark - 135.000 responses past 6 months
93
Countries
300.000
Employees
>200
Organisations

Employees are Neutral
Employees’ don’t have an
agenda, they just try to do
their work without a hassle
and frustration.
When you have enough
volume, it’s not a voice of an
individual employee anymore.
All parties can agree on
customers’ opinion.
Oh, and they are your
customers!

IT’s normal focus is in things where you don’t need to
face the end-user.
MTTR
FCR %
# ESC
UPTIME
SLA
PROCESSES
PIR# INC
MONITOR

When actually what matters is how end-user feels
about the service.
HAPPINESS?
FRUSTRATION?
PRODUCTIVITY
?
BUSINESS VALUE?

“Measure how employees
feel. If you measure time-
based service level,
providers will use all tricks
to make sure they stay
below SLAs.”
Vesa Erolainen,
CIO of the Year 2016 in Finland

Employee Experience is…
+60 3h 6min
Based on 135.000 responses.
Go to http://happysignals.com/benchmark
Happiness Lost Worktime
…Value for Business

10 points in
Happiness
means
30 min
of lost
productivity.
Does Happiness correlate to productivity?
110
130
150
170
190
210
230
250
270
290
+30 +35 +40 +45 +50 +55 +60 +65 +70 +75
Happiness to Lost Worktime Correlation
2h 10min
4h 45min
min

If we save only
15min / ticket
How much does bad experience cost?
10.000
employees
40.000
tickets annually
£50 / hour
internal employee price
Current cost of lost productivity
£6.000.000
HappyBenchmark (122.000 IT Incident, 6 months)
3 hours / ticket
Saved productivity
£500.000€

CASE EXAMPLES OF
USING EMPLOYEE EXPERIENCE

Effect of
ticket
bounce
From 12.000
Feedbacks.
£50 internal hourly
price used in
calculations.
£ 87
+ £ 23
+ £ 78
+ £ 30
+ £ 106

DO NOT MEASURE JUST IN
PROJECTS. MEASURE
EXPERIENCE ALL THE TIME.
Consistent metrics, better cost efficiency and shows unexpected
changes as well.

Customer example: Portal rollout Success
+10?
+30?
+20?
+50?
Trend is positive.

Change of Outsourced Service Provider
Continuous neutral measurement is priceless. New provider would have their metrics, that they have
optimized for their services. Now they are compared directly to old provider and all feeling based
discussions can be ignored and focus on facts and how to improve.
Old provider. New provider.
Rollout in phases.

Change of Outsourced Service Provider
After few weeks, they are on their way back up!

EMPLOYEE EXPERIENCE AS
MOTIVATION FOR SERVICE DESKS

A Service Provider - Last 6 months
“We go through the individual negative feedbacks
and show them in SD team weekly meetings.”
Focus on individual cases.

75% of the feedback is positive, learn instantly.

”RESEARCH INDICATES THAT
PEOPLE EXPERIENCING
POSITIVE EMOTIONS
PERCEIVE MORE OPTIONS
WHEN SOLVING PROBLEMS
AND GENERALLY PERFORM
BETTER OVERALL.”
Dr. David Rock,
NeuroLeadership Institute

3.000
tickets annually
From feedback to business calculation.
We could see the case was about
“Account locked”, which was
metadata from customer’s
ServiceNow.
Does this happen often??
4h 21min
per ticket
£50 / h
internal employee price
3 h
Target: Saved via automation.
£450.000
Saved first year.

How can we
show the value
of internal
services to our
business units?
NEW DEMANDS

Q&A
Download presentation and access resources from
http://happysignals.com/it500

World’s largest taxi company,
Owns no vehicles.
World’s most popular media owner,
Creates no content.
World’s most valuable retailer,
Has no inventory.
World’s largest accommodation provider,
Own no real estate.
DIGITAL
TRANSFOR-
MATION IN
BUSINESS.

DIGITAL
TRANSFOR-
MATION IN
BUSINESS.
Technological
savviness
UX
design
Agile
structure
Entrepreneurial
spirit
Collaborative
processes
Business
acumen
Graphic: Deloitte University Press | DUPress.com

MYRIAD
OF BEST
PRACTICES
AND EMERGING
TECHNOLOGIES...

“IT IS NOT THE STRONGEST OF THE SPECIES
THAT SURVIVES, NOR THE MOST INTELLIGENT,
BUT THE ONE MOST RESPONSIVE TO CHANGE”
CHARLES DARWIN. POSSIBLY.

IS ITSM BEST
PRACTICE ENOUGH
FOR THE FUTURE?
WE ASKED.
Only 24% of respondents
think that existing ITSM best
practice has kept up with the
changing IT and business
landscapes. *2
* 2 Source: EXIN BCS SIAM® Survey from February 2017
with 3783 responses world-wide

RESPECT
THE PAST
EMBRACE
THE FUTURE.
VeriSM™ acknowledges the value
of what has gone before, and
provides you with an up-to-date
approach to Service Management
to make sure you are ready for the
Digital Age.

VERISM™
KEY
CONCEPTS.
We know that an organization has
to use all of its capabilities to
deliver value through
products and services.
IT, HR, sales, marketing,
etc. are all part of the
organizational capabilities.

VERISM™
KEY
CONCEPTS.
CONSUMER
REQUIREMENTS DEFINE PRODUCE
PROVIDE
RESPOND
MANAGEMENT
MESH
CONSUMER
(Verify, Review, Improve)
SERVICE
MANAGEMENT
PRINCIPLES
GOVERNANCE

THE WORD
COMES FROM LATIN:
VERUS (TRUE).
Verism is the artistic preference of
contemporary everyday subject matter
instead of the heroic or legendary in art
and literature;
it is a form of realism.
Source: Wikipedia

ORGANIZATIONS
CAN BECOME INVOLVED BY:
- Becoming a partner of the IFDC
- Influencing the future
development of VeriSM™ to
ensure the approach optimally
supports the generation of
business value
- Adopting VeriSM™ and / or
developing services based on
VeriSM™
PROFESSIONALS
TRAINING EDUCATION
PROVIDERS
- Getting trained & certified
(updating your skills)
- Contributing to the
development of VeriSM™ as
a subject matter expert
- Joining the VeriSM™
community
- Becoming an accredited
training organization for
VeriSM™
- Becoming an academic
partner of the IFDC

➢ Head of ServiceNow & Service Improvement at RBS
➢ 28 years experience in IT Service Delivery
➢ Presented at ITSMF UK & Service Desk
Institute
➢ Don’t have any belts in Six Sigma but have a
black belt in Kyokushin Karate

➢ How This Presentation Came About
➢ The Kanku Model
➢4 key behaviors
➢5 key attributes
➢ Summary
➢ Questions

Common Perception
➢ Exist to stop people getting in
➢ Looking for a fight
➢ Singular approach
➢ Inflexible
➢ Have not evolved
➢ Don’t understand the role they play

Kanku Model
➢ Kanku Kata
➢ Skills for success in ITSM
and life
➢ 4 key behaviours
➢ 5 key attributes
ITSM
Skills

➢ Understand the business
➢ Understand your customer
➢ Know what good looks like
➢ Empathise with the customer
➢ Measure / Listen / Communicate
ITSM
Skills

➢ Take responsibility, be honest with yourself
➢ Focus on continuous improvement
➢ Don’t accept average
➢ Measure and look for new ways to improve
➢ Pride in getting things right first time
➢ Work hard (obsession is what lazy people
call dedication)
➢ Improve strengths
ITSM
Skills

➢ Create Win/Win outcomes
➢ Empathy
➢ Being loyal to those not present gains the trust
of those who are. Trust comes from integrity
➢ Intelligent disobedience
➢ There is a right time to do the wrong thing and
the wrong time to do the right thing
➢ The greatest gift you can give is your time
ITSM
Skills

➢ Keep getting back up (fall down 7, stand up 8)
➢ Evolve and adapt
➢ Look after yourself (Sleep, eat, drink, stay fit)
➢ Keep looking ahead, identify risks
➢ “Time away from work is an investment in
future productivity”
➢ You cant always choose your situation but you
can choose your attitude
ITSM
Skills

“Not everything that can be counted counts, and not everything that
counts can be counted” - Measure what is important and not what is easy.
Albert Einstein.
ITSM
Skills
Measure
Innovate
Be
Positive
Have
Integrity
Be Brave
Be Brave
“Innovation distinguishes between a leader and a follower”. Steve Jobs.
“A pessimist sees the difficulty in every opportunity; an optimist sees the
opportunity in every difficulty”. Winston Churchill.
“I learned that courage was not the absence of fear, but the triumph over
it. The brave man is not he who does not feel afraid, but he who conquers
that fear.” Nelson Mandela
“The supreme quality for leadership is unquestionably integrity. Without it,
no real success is possible, no matter whether it is on a section gang, a
football field, in an army, or in an office”. Dwight D Eisenhower.

Agile
➢ Customer Value
➢ Openness to other ideas
➢ Continued focus on
improvement
➢ Trust
➢ Take responsibility
➢ Collaboration
ITSM
Skills
Measure
Innovate
Be
Positive
Have
Integrity
Be Brave
Be Brave

➢ More Service Management
decathletes
➢ Less specialist experts
➢ Automation is key
➢ Enterprise tooling is more
important
ITSM
Skills
Measure
Innovate
Be
Positive
Have
Integrity
Be Brave
Be Brave

➢ How do you get a machine to
learn intelligent disobedience
?
➢ There will always be a human
behind world class service.
ITSM
Skills
Measure
Innovate
Be
Positive
Have
Integrity
Be Brave
Be Brave

➢ The attributes for success in Service Management today are not
fundamentally different than the ones that got us here
➢ We need to tweak our processes to fit today’s world, not throw
them away
➢ Good people make the difference not following a rigid process
➢ We are the doormen of great service. But like doormen we can
be a misunderstood breed.

Brian.crighton@btinternet.com
http://linkedin.com/in/brian-crighton-b5846138

UP NEXT
www.it500.solutions
see for session details

Change Management in a Digital
World
Adapting your ITSM Processes to
support the DevOps movement

Agenda
What are the challenges around Change Management?
• The need to be fast
• Two areas of the organisation with competing ideals?
Exploring the truth, dispelling some myths
Some Practical Ways Forward
• Mode 2 Change
• Using Better Questions
Key Takeaways and Points for Discussion

The Tension
Development teams are under pressure to
deliver faster, but struggle with:
One size fits all processes
Paperwork intensive change submissions
Bureaucratic meetings which overrun and
are oversubscribed, diluting value
Lead times designed long ago and which
have not been reviewed
Everyone tarnished with same brush
ITSM team are under pressure to
delivery stability and efficiency, but
struggle with:
Lack of quality in change submissions
Projects not giving due consideration to
NFRs and operability
Protecting legacy platforms and
preventing more technical debt
Spaghetti Architecture that only ‘Brent’
knows
Audits!

So, is the ITIL framework and the
DevOps philosophy really at odds
with one another?

DevOps ‘OR’ ITIL?
Value
Realisation
Reliability
and
Stability
Fitness for
Purpose
and Use
Speed
Collaboration
Pre-built
Operability
Credit: Troy DuMoulin (Pink Elephant Podcast)

Some Views from the Industry
Gene Kim: ITIL and ITSM still are best codifications of the business processes that underpin IT Operations,
and actually describe many of the capabilities needed into order for IT Operations to support a DevOps-style
work stream.
More importantly though, ITSM practitioners are uniquely equipped to help in DevOps initiatives, and create
value for the business.
Purple Griffon Interview of 25 Leaders:
“So yes, I believe DevOps, done correctly, embraces the same interests that ITIL wants to protect. I believe a
visionary, determined, and diplomatic leader can run their systems with a DevOps approach, informed by
ITIL.”
“ITIL® is a framework and DevOps is a philosophy, nothing about them makes them inherently incompatible.”
“I strongly believe that the core ITIL and ITSM guidance and processes are and will remain relevant.
Customers will always require services and services will always need to be managed. Nowhere in 2000 pages
of the ITIL library is there a single suggestion that ITSM processes should be difficult to follow and
bureaucratic.”
https://purplegriffon.com/blog/is-itil-agile-enough
https://www.infoq.com/news/2015/06/itil-vs-devops

What Does Shift Left Actually Mean?
• ITSM and the Agile/DevOps teams need to work together to succeed. Faster and more reliable change delivery is the key. But how?
• The ability to ‘shift left’ is largely technology driven
• Containerised platforms and microservices
• CI/CD Pipelines
• Automated test tools
• Code quality checking
• What actually shifts left?
• Documentation Handover
• Monitoring and Alerting
• Testing
• Security
• Version Control
• Configuration Management
• Operations Handover

So, how do we reconcile these
two approaches within Change
Management?

Creating a New Path
Create a new Path
Automated “end-to-end” deployment and back-
out
Deployment steps are the playbook – remove
the Deployment Guide (that no one uses)
Configuration Management controlled in
pipeline tools
Free up CMDB processes and ensure
environment alignment
A ‘degree’ of automated testing
A track record is built up
Operations are fully aligned
Business Agreement
How?
Have a formal application process
Work with the business to have an
agreed outage window
Expect and plan for some initial
issues, design feedback loops
Enjoy the benefits
Shorter lead times – 1 day
Limited approvals – possibly 1
person.
Continue to automate - Integration
with change tool

Use Better Questions
How can we build speed into
our KPIs?
How can we reduce
approvers?
What is the cost of not
implementing the change?
How do we create feedback
loops that create CSI?
How can we ‘offload’ NFR
checks safely?
What extra process, meeting
or check can we put in
place?
How many extra people do
we need to cope with this?
Questionsthatwillmoveyouforward
Questionsthatwillkeepyouwhereyouare

So What Next?
Frameworks are only rigid and inflexible if you made them that way
There is no one framework – adaptation required on all sides
Everyone has to work together to remove existing technical debt
Teams need greater empowerment and incentives that are aligned
Start thinking about re-training your CM/QA staff…
We need to start asking better questions

Why we should ditch the 3-tier
support model… and start swarming!
Jon Hall
Principal Product Manager, BMC
@jonhall_

“First I speak with
someone who doesn’t
know very much…
Then I speak with the
person who knows
a bit more…”

LEVEL 2 SUPPORT LEVEL 2 SUPPORTLEVEL 2 SUPPORT
LEVEL 3 SPECIALISTS LEVEL 3 SPECIALISTS LEVEL 3 SPECIALISTS LEVEL 3 SPECIALISTS
LEVEL 1 SUPPORT
Classic “Tiered” Support Structure

Escalation
Escalation
Classic “Tiered” Support Structure
LEVEL 1 SUPPORT

…when the answer is here… …or here.
Issues may spend time here
LEVEL 1 SUPPORT

LEVEL 1 SUPPORT
LEVEL 2 SUPPORT
LEVEL 3 SPECIALISTS
When tickets
eventually
escalate…
…they frequently
bounce back for
clarification

LEVEL 1 SUPPORT
LEVEL 2 SUPPORT
LEVEL 3 SPECIALISTS
LEVEL 1 SUPPORT
LEVEL 3 SPECIALISTS
LEVEL 2 SUPPORT
SUBJECT MATTER EXPERT
The system encourages “heroes” (not in a good way)

involves removing the tiers of
support, and calling on the collective
expertise of a “swarm” of analysts.
https://www.serviceinnovation.org/intelligent-swarming/
Swarming…

Swarming
Network
Collaborative
Dynamic, loopy
Measured by value creation
Tiered support
Siloes and hierarchies
Directed
Linear, rigid
Measured on activity

Global Support
24 hours, 365 days.
Over 500 support specialists with over
2,600 years of combined experience
200,000+ incidents addressed each year
Hiring focus on communication skills
Best Practices
Knowledge-centred support (KCS)
Industry Benchmarking
Quality Management Processes
Problem Management
Collaboration and Swarming
Support, Communities and Social Media
BMC Contact Centres
Support Centres
Support Centres Co-located with R&D
Pleasanton/
Sunnyvale
Houston
Austin
McLean/
Herndon
Lexington
Sao Paulo
Buenos Aires
Spain
Dublin
Winnersh
Amsterdam
Paris
Tel Hai
Pune
Singapore
Shanghai
Beijing
Seoul
Dalian
Tokyo
Melbourne
Houston, TX, USA
Dublin, Ireland
Dalian China
BMC Customer Support

Swarming at BMC
Dispatch SwarmSeverity 1 Swarm Backlog Swarm

Severity 1 Swarm
Prioritise
Swarming Process at BMC

• Rapid responders
• Three agents on a scheduled one-week rotation
• Primary focus: Provide immediate response, and resolve as soon as
possible
Swarm lead
Communications
Other members
Research, coordinate, test
Severity 1 Swarm

Severity 1 Swarm
Local Dispatch Swarm
Prioritise
30% solved here

• “Cherry pickers”
• Meet every 60-90 minutes
• Primary focus: Can new tickets be resolved immediately?
• Also: Validation of ticket details before assignment to specialists
Experienced analyst Less-experienced analyst
Dispatch Swarm

Local Product-Line
Support Teams
Severity 1 Swarm
Prioritise

Local Product Line
Support Teams
Severity 1
Swarm
Prioritise
Severity 1
Swarm
Prioritise
Local Product Line
Support Teams

Local Product Line Support Teams Local Product Line Support Teams
Backlog Swarm Backlog Swarm Backlog Swarm

• Global fixers of troublesome tickets
• Meet weekly
• Primary focus: Challenging tickets brought by local support teams
• Take the place of individual subject-matter-expert escalation
Experienced analysts R&D Engineers
Backlog Swarms

• Emphasis on good decisions – guidelines not rules
• Metrics had to change (Swarming breaks traditional ones!)
• People needed help to become newly customer facing
• Personal escalations to subject matter experts forbidden
• Focus on tooling – mobile and chat
Making it work

• 25% median resolution time improvement
• Customer satisfaction up 8 points
• More issues closed in <2 days
• Significant reduction in backlogs
• Halved onboarding time
• Freed resources for innovative offerings
Results at BMC

“IT organizations that have tried to custom-
adjust current tools to meet DevOps practices
have a failure rate of 80%”
DevOps and the Cost of Downtime: Fortune 1000 Best Practice Metrics Quantified (IDC, 2014)
Can Swarming help bridge the DevOps gap?

DevOps adoption in established enterprises
“Startup-like”
teams formed.
New products,
Ad-hoc support.
Enterprise ITSM “adopts”
support of products.

• Work-in-progress queues
• Asynchronous communication
• Single role teams
• Individual over-exposure
• Lack of knowledge sharing
How to annoy a DevOps practitioner

LEVEL 1 SUPPORT
Where have we seen those things before?

Swarming aligns really well to DevOps
• Autonomy and self-organisation
• Knowledge transfer and skills development
• ChatOps, not email
• Prevention of accumulation of queued work
• Protection of individuals from burnout

Development
Operations
Before transformation:
Application1 Application2
Support
Example: an EU National Mapping agency

Development
Operations
Team Leader
Support Specialist
Application1 Application2
After DevOps Transformation:
Example: an EU National Mapping agency

“The traditional model of support creates a lot of problems.
It creates queues and handoffs. It also creates organisational boundaries.
They don’t generate new knowledge to fix the system.”
Scott Prugh (@scottprugh), DevOps Enterprise Summit, November 2017

“We are recommending the swarm model.
We still have a helpdesk. The helpdesk facilitates the call… annotates... works the timeline.
The people with the expertise swarm it because they have the knowledge to fix the problem.”
Scott Prugh (@scottprugh), DevOps Enterprise Summit, November 2017

• Suggest Swarm participants based on contributions
• Encourage and reward
• Learn from each interaction
• Improve reliance of next interaction
• “Reputation” model
Making Swarming Intelligent

“I have probably doubled my knowledge of the
products in a year because of Swarming, and I
have been here a long time”
- Senior Support Analyst, BMC

Digital Service Management
Melding Digital Delivery with more traditional Service Management without blunting the edges of
both
Andy Giles, Director of Business Development, Mozaic

About Mozaic
Who we are
–Specialists in Service
Integration
–Independent
–Highly respected across the IT
industry
–Recognised by Gartner as
Service Integration specialists
–Practical, operationally focused
and collaborative
How we deliver
–Assess the “size of the prize”
–Design your Processes,
Governance, and Supporting
Tooling
–Supporting you to Transform
your estate
–Operate all or part of Service
Integration capabilities for you
What we do
–Build the best future operating
model for your estate
–Implement and Operate
Service Integration models
–Improve services whilst
addressing IT Cost and
Complexity
–Provide transparency and
control of your estate
© 2017 | 199

A full lifecycle of change
The “Typical” Approach
Assess
A full assessment of your current
estate, the development of a target
operating model based on the Mozaic
standard services framework and
value the benefits for its delivery
Transform
The transition to your target operating
model and realisation of the
associated benefit, making use of
transformational and continuous
service improvement techniques
Accelerate
The detailed design of your delivery
strategy supporting the target operating
model, including; retained IT organisation,
Service Integration services, and
outsourced delivery and project towers
Operate
The operation of Service Integration
functions providing support to your existing
retained IT organisation or provision
of full service as your agent
to manage and control delivery
© 2017 | 200

A Selection Of Our Clients
© 2017 | 201

Traditional ‘Service Management’ Model
The key strengths of the traditional model are:
• Robust, consistent and repeatable platforms
• Clear lines on accountability
• Financially efficient
• Predictable performance
• Skills readily available
The key weaknesses of the traditional model are:
• Can be slow to respond to changing business needs
• Separation of lifecycle stages creates increased
‘transition’ requirements
• Voice of small user groups can be hard to hear
BUSINESS ENGAGEMENT
STRATEGY & ARCHITECTURE
SERVICE
INTEGRATION
SERVICE
TOWER
SERVICE
TOWER
SYSTEMS
INTEGRATION
PROGRAMME
PROJECT
DEMAND
SUPPLY
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
© 2017 | 203

Typical ‘Digital’ Model
The key strengths of the Digital model are:
• Fast to respond to changing business needs
• Voice of the customer is at the heart of delivery
• Product-based approach lead to efficient transition
into operation.
• Lower Executive level overheads
PRODUCT
PRODUCT
PRODUCT
PRODUCT PRODUCT
PRODUCT
STRATEGY
The key weaknesses of the Digital model are:
• Higher costs as low levels of repeatable platforms
• Performance can be unpredictable
• Skills are in high demand
• Accountability for decision-making is not always clear
© 2017 | 204

The most common challenge;
I need to become more agile?
The rate of change is ever increasing…
• Digital development is increasingly producing outputs that are business critical
and need to be fully resilient and properly supported;
• Service Management has often become too governance heavily, slowing
delivery with a complex set of processes that frustrate rather than enable
change;
• Waterfall change delivery requires significant up-front commitment and can be
slow to deliver benefits to the business;
• New tooling capabilities can enable automation, and these can be used to
drive agility in many of the traditional service management and operational
areas;
• Having separate ‘Digital’ and ‘IT’ approaches is unsustainable (wasteful,
encouraging duplication, not standardised, operationally risky, potentially
costly, culturally unappealing and divisive);
© 2017 | 205

BUSINESS ENGAGEMENT
STRATEGY & ARCHITECTURE
SERVICE
INTEGRATION
SERVICE
TOWER
SERVICE
TOWER
SYSTEMS
INTEGRATION
PROGRAMME
PROJECT
DEMAND
SUPPLY
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
BUSINESS
UNIT
PRODUCT
PRODUCT
PRODUCT
PRODUCT PRODUCT
PRODUCT
STRATEGY
Typical Digital Delivery Models
Traditional Enterprise IT Models
Integrated Digital Service Management
Digital Service Management?
PRODUCT
TEAM
PRODUCT
TEAM
PRODUCT
TEAM
B U S I N E S S U S E R S
PRODUCT
TEAM
PRODUCT
TEAM
CAPABILITIES
CAPABILITIES
CONT ROLS
© 2017 | 206

There are four types of Controls
• Strategy & Architecture sets out the high level vision and strategy,
and the architectural principles that should be applied when
delivering Products and Capabilities.
• Governance describes the the decision-making structures, including
delegated authority and responsibilities.
• Processes describe the processes that will be used to progress
work.
• Policies & Standards describe all of the standards and policies
(e.g. security, procurement, regulatory) that should be applied to the
delivery of Products and Capabilities.
There are broadly three types of Capability
• Technology capabilities form the technical platform that underpins
the delivery of Products.
• People capabilities provide the professional resource pools and
governance for aspects of delivery (Programme & Project
Management, Application Development CoE etc.)
• Service Capabilities enable the service integration and
management required to operate and control delivery.
Digital Service Management - Key Concepts
PRODUCT
TEAM
PRODUCT
TEAM
PRODUCT
TEAM
CAPABILITIES
PRODUCT
TEAM
PRODUCT
TEAM
T ECHNOLOGY CAPABILITIES
PROCESS
GOVERNANCE
ST RATEGY & ARCHIT ECTURE
POLICIES & STANDARDS
CONTROLS
PEOPLE CAPABILITIES
SERVICE CAPABILITIES
© 2017 | 207

The level of mandatory requirements is kept low during the early stages of delivery to allow teams to innovate and explore
different options. The level of operational control delivered in each phase increases as Products get closer to Live.
Freedom to Innovate
Before you start
building a service, you
need to find out
whether users need it
and whether similar
services exist.
In the alpha phase you
need to:
• build prototypes of
your service
• test your prototypes
with users
• demonstrate that
the service you
want to build is
technically possible
The objective of the
beta phase is to build a
working version of the
service based on your
alpha prototypes.
The version you build
must be able to handle
real transactions and
work at scale.
The live phase is the
time to keep improving
your service based on:
• user feedback
• analytics
• your ongoing user
research
DISCOVERY ALPHA BETA LIVE
Optional Controls &
Capabilities
Mandatory Controls &
Capabilities
DISCOVERY ALPHA BETA LIVE
Optional Controls &
Capabilities
Mandatory Controls &
Capabilities
© 2017 | 208

A new operating model
• Functions - This describes the functional capabilities required
within the IT Operating Model, in order to achieve the business
objectives.
• Processes - These describe the policies, processes, procedures
that enable the effective flow of work through the IT Operating
Model.
• Governance - This describes the control framework for the IT
Operating Model.
• Data - This describes the data architecture required to enable the IT
Operating Model.
• Tools - describes the strategy for implementing these tools
necessary to underpin the IT Operating Model and enable high
levels of automation.
• Sourcing - The functional capabilities can be sourced in various
way. This component describes the strategy for sourcing these
capabilities.
• People- This describes the organisation structure, roles and
responsibilities, the strategy for building capability and approach to
communications and business change.
To make this change work, we need to consider all the standard elements of a good operating model…
© 2017 | 209

Three priority areas of focus
Organisational Change
• Two dimensions
• Tensioned
• Collaborative
Data driven
• Architected
• Service Orientated
• Automation Tooling
Automation
Systematically Implemented
© 2017 | 210

Mozaic Integration Management
Continuous
Integration
Digital Agility
Customer
Intimacy
Workflow
Enterprise
Performance
Governance &
Oversight
Rigorous
Controls
Integration Hub
APIs
Interfaces
ServiceManagementTooling
DevOpsTooling
Repository
TraditionalDigital
© 2017 | 211

Mozaic Integration Management
Service
Management
Container
Management
Digital
Deployment
Source
Automation
Test
Automation
Log & Event
Management
Application
Performance
Management
Provisioning
Automation
Service
Management
© 2017 | 212

BUSINESS UNITS
SERVICE
INTEGRATION
SERVICE
TOWERS,
AGREEMENTS,
OLAS and UC’s
SUPPLY
DEMAND
CMDB
All underpinned by strong data
The Service Architecture needs to cover the whole of the IT supply chain:
• The businesses and users that consume IT services will be included in the
model, using cost centres and staff numbers.
• The services delivered by IT to business will be represented in the model.
• The relationship between the services that divisions consume and the IT
services provided will be described.
• The links between IT services, their providers and the service / operating
agreements and underpinning contracts will be shown.
• All of the above will be captured in the CMDB, which will take feeds from
federated ‘golden’ data sources.
© 2017 | 213

Business Divisions/Groups that services
are delivered to using commonly used
structures (e.g. cost centre structures)
The Service Groups are the common
central language
The SSL enables the translation from
the Service Groups to Services
Delivered by the Providers
The IT providers/suppliers, their
contracts, the contracted services and
associated Resource units and SLAs
are connected into the model
Service Delivery and Management is
supported through the integration of any
supplier CMDBs
The Service Architecture
The data models need to connect the business structures and functions to the end to end services and their
value chains of delivery. These can be used to drive automation decisions.
© 2017 | 214

Using the Agile Scrum approach to deliver
We propose using Agile Scrum to build pace into delivery whilst building organisational
responsibilities through early appointment of Process and Service Owners.
User Stories
Product
Backlog
Product Owner
Sprint Backlog
Tasks and Estimates
Sprint
Planning
Scrum Master
Daily Scrum:
• < 15 Minutes
• Done?
• Do Next?
• Obstacles?
Sprint Review:
• Team Presents
“Features”
• Q&A
Sprint Retrospective:
• What Worked?
• What Didn’t?
• What Else?
Update Product Backlog
Sprint 2-4 Weeks
© 2017 | 215

Key Takeaways
1. Get all parts of your organisation “talking the same
language”. Cultural change is often at the heart of
success. Support this change with:
• Appropriate measures to tension delivery
• Systematic implementation
• Dynamically managed
2. Pre-define the governance requirements to enable
innovation where appropriate and rigour where needed
3. Automate where-ever possible:
• Standardised workflows in Service Management
• Integrated with DevOps tools (with acceptance of a
level of standardisation)
• Data driven
PRODUCT
TEAM
PRODUCT
TEAM
PRODUCT
TEAM
CAPABILITIES
PRODUCT
TEAM
PRODUCT
TEAM
T ECHNOLOGY CAPABILITIES
PROCESS
GOVERNANCE
ST RATEGY & ARCHIT ECTURE
POLICIES & STANDARDS
CONTROLS
PEOPLE CAPABILITIES
SERVICE CAPABILITIES
© 2017 | 216

218
© 2017 ServiceNow All Rights Reserved Confidential© 2017 ServiceNow All Rights Reserved Confidential
ITOM for today and tomorrow
Take ITSM to the next level with
AI powered Operations Management
Gianpaolo Pagano Mariano
Senior Solution Architect, ITOM

219
© 2017 ServiceNow All Rights Reserved Confidential
Lack of
Service
Visibility
I can’t tell which systems are
connected to each service.
Slow
Response &
Resolution
We need to identify problems fast,
and fix them even faster.
Unreliable
Service
Availability
If a service component goes
down, we don’t know about it
until it’s too late.
Challenges IT Operations Teams Face Today

220
Companies Invest, Yet Outages Keep Hitting Profits and Reputations
Automation Workflows
Change Advisory Board
Operations Analytics
Network Monitoring
Server Monitoring
Application Performance Management
Configuration Management Databases
IT Service Management
Change Management
Alerting Collaboration

221
IT Operations Stages 1 and 2: Chaotic and Reactive
Component
view
Fire fighting
Alert monitoring
Manual
correlation
Reactive
Ad hoc
Notification via
user calls
No centralized
helpdesk
Chaotic

222
IT Operations Stage 3: Single Pane
Unified view
Service impact
analysis view
Report on service
level agreements
Single Pane
Component view
Fire fighting
Alert monitoring
Manual correlation
Reactive
Ad hoc
Notification via user
calls
No centralized
helpdesk
Chaotic

223
Change
Discovered CIs
Events and Alerts
Service-oriented
Service Management
Infrastructure-oriented
Operations Management
Service Meets Infrastructure on a Single, Cloud-based Platform
Service Catalog
Incident Problem
Servers Applications Storage
Virtualization Cloud NetworkCMDB
Service-aware

224
Consolidate Events into ServiceNow
• Collect, filter, and normalize events from multiple monitoring tools
• Rapidly understand impact to service

225
Proactively Identify Service Issues
• Know the status of critical business
services through a single dashboard.
• IT will be the first to know before
problems arise.

226
Pinpoint Disruptions
• Quickly identify the business
services experiencing
problems.
• Review infrastructure and
operational data and
understand the impact of
change to determine root
cause and gain insight into
the best approach for
resolution.

227
Automate Remediation
Reduce time to resolution by:
• Automating common remediation
activities
• Initiating the incident process, gain
approvals as needed, and continually
communicate with all stakeholders
through resolution on a single platform

228
IT Operations Stage 4: Predictive
Machine
learning-based
alert correlation
Anomaly
detection
Root cause
analysis
Predictive alerts
Predictive
Unified view
Service impact
analysis view
Report on
service level
agreements
Single Pane
Component view
Fire fighting
Alert monitoring
Manual
correlation
Reactive
Ad hoc
Notification via
user calls
No centralized
helpdesk
Chaotic

229
Operational Intelligence:
Anomaly Detection
Detect potential issues in
your IT infrastructure not
detected by events
Dynamic thresholds
Anomaly detection

230
Operational Intelligence: Metric Explorer
Correlated operational
metrics over time
Compare infrastructure
metrics to better understand
probable causes of issues

231
Event Management: Predictive Alerts
Feeds predictive alert into
the service health
dashboard for fast action
Machine-learning capabilities
identify follow-on issues and
generate alerts to take action
Predicts the probability of
future events

232
© 2017 ServiceNow All Rights Reserved Confidential© 2017 ServiceNow All Rights Reserved
REDUCED EVENT
OVERLOAD BY
99.2%
From 120,000 events
per week to less than
1,000 incidents
Customer logos are the trademarks or registered trademarks of their respective holders and not ServiceNow
“With ServiceNow, we’re much more proactive.
Because of this, we’ve actually reduced the
number of high-impact incidents, and we’re
resolving them more quickly.”
- Olga Krasovski
Director of Service Management at Time Warner

233
© 2017 ServiceNow All Rights Reserved Confidential© 2017 ServiceNow All Rights Reserved
“By consolidating our monitoring and managing
our events consistently, ServiceNow Event
Management gives us the ability and confidence
to take on new challenges.”
- Seth Thomas
Director, Site Operations at Zillow
Reduce thousands of
events into less than
100 incidents
AUTOMATICALLY
CLOSES THE MAJORITY
OF INCIDENTS

234
ACHIEVED AN
OUTAGE
REDUCTION OF
80%
“By the time our users notice a service
issue, we’ve already told them about it
and we’re working on a fix”
- Jamie Duncalf
Manager, IT Operations at TransAlta

235
Wrap-up and Key Take Aways
ServiceNow ITOM + ITSM = complete solution for preventing service outages
The ServiceNow difference:
• Single platform, cloud-first, service-centric
• Single dashboard
• Predictive / preventive capabilities
How to prevent service outages:
• Anomaly detection (Operational Intelligence)
• Predictive alerts (Event Management)
• Metric explorer (Operational Intelligence)

236
Q & A
Thank you for joining us.
Gianpaolo Pagano Mariano
IT Operations
ServiceNow

237
Lessons learned from The Phoenix Project
DevOps Business Simulation at IT in the Park, Edinburgh, 28 Nov 2017
Facilitated by Eppo Luppes & Mark Smalley

238
A professional movement
based on a set of emerging insights
for the “continuous”-centric application of
Lean, Agile and other principles and practices
by multiple IT and IT-related disciplines,
leading to capabilities that achieve
fast delivery of resilient IT services
with a healthy workforce, leading to bottom line benefits
DevOps

239
Continuous integration, delivery and deployment
Highly automated processes
Security, compliance etc. embedded into daily work
Loosely-coupled software architecture
Flow, feedback, and continual learning and experimentation
Data-driven, scientifically methodical, engineering-oriented
Value Stream Mapping, Kanban, Toyota Kata
Generative culture
DevOps

240
The Phoenix Project business simulation
Full day learning by doing
8-12 participants
Based on the book The Phoenix Project
Business, Dev and Ops roles
Issues from the book
Experiencing typical DevOps challenges
Bringing real value to the business
Simulating real life issues

241
• Manufactures and sells car parts
• Faces financial difficulties
• Relies on ‘The Phoenix Project’ to
increase sales revenue and improve
share price
• Business and IT must work together
to make this project a success
© GamingWorks
The Company: Parts Unlimited

242
• Increase sales in the next 4
rounds to $ 300.000
• Increase profitability
• Share price back to $ 45
© GamingWorks
Business Objectives

244
Req
Dev
Ops
Use
Inv Val
Inf
Bus
Info
App
Infra
Bus
Info
App
Infra
End-to-End Value Stream

245
“There is a role for
training and books –
the goal of experiential
learning is ... to provide
low risk ways to try
working in a different
way ... there’s no better
way than through
simulations.”
– Gene Kim
Experiential learning – based on
© GamingWorks

246
Potential objectives of the simulation
• Explore and experience the essence of DevOps
• Understand DevOps culture and behavioural aspects
• Discover the benefits of DevOps for your teams
• Experience how to adopt DevOps principles
• Explore key success factors for DevOps adoption
Potential benefits
© GamingWorks

247
© GamingWorks
✓Understand business context
✓Set right business priorities
 Visualise value stream(s)
✓Visualise work in progress
✓Provide feedback/feedforward
 Identify & elevate bottlenecks
 Focus on waste
✓Limit WIP (pull > push)
✓ Develop cross-functional teams
 Shift-left testing
 Work with Agile/MVP concept of
small batch sizes
✓ Use Andon cord to stop & swarm, &
solve problems
✓ Continually learn & experiment
✓ Foster collaborative culture
 …
Actual lessons learned today

248
© GamingWorks
✓Understand business context
 Set right business priorities
✓Visualise value stream(s)
✓Visualise work in progress
✓Provide feedback/feedforward
 Identify & elevate bottlenecks
 Focus on waste
 Limit WIP (pull > push)
✓ Develop cross-functional teams
✓ Shift-left testing
✓ Work with Agile/MVP concept of
small batch sizes
✓ Use Andon cord to stop &
swarm, & solve problems
✓ Continually learn & experiment
✓ Foster collaborative culture
 …
Relevant takeaways for tomorrow

Kevin Holland
SIAM and Service Management Consultant
Chief Examiner EXIN SIAM® qualifications
@SIAMspecialist
All copyrights acknowledged

What is Service Integration and Management?
A management methodology to:
 govern
 manage
 integrate
 assure
 co-ordinate
the delivery of services from multiple service
providers

Service Integrator
External
Service
provider
External
service
provider
SIAM Layers
Internal
service
provider
Customer organisation
External
service
provider

Areas for consideration
1. Incident recording & classification
2. Incident prioritisation
3. Initial diagnosis
4. Incident escalation and flow
5. Incident resolution and closure
6. Tools
7. Different service desk models

1. Recording & classification
Language and terminology
He’s
knackered his
kecks
Er hat
seine hose
beschadigt
He’s
damaged
his pants
Il a
endommage ses
pantalons
I’ve goosed my
breeks

1. Recording & classification
Language and terminology
Shared data dictionary
Service catalogue, with hierarchy
Record content
Minimum dataset
Can be service specific
What’s the model number of his
trousers?

Here’s a priority 2
incident about Fred’s
damaged trousers
Wow, that must be really
serious! We’ll kick off our
major incident process
immediately!

 How did that happen?
 Fix: Consistent understanding & mapping of priorities
across the ecosystem
Service
Integrator
Service
provider 1
Service
provider 2
Service
provider 3
1 1 1 5
2 2 2 4
3 3 3
4 2
5 1
Service
Integrator
Service
provider 1
Service
provider 2
Service
provider 3
1 1 1 5
2 2 2 4
3 3 3 3
4 4 2
5 5 1

3. Initial diagnosis - essentials
 Knowledge base
 Diagnostic steps from service providers
 Supporting diagnostic tools
 Understanding of end-to-end architecture
 Cross-service incident correlation
 Graphical view
 Monitoring tools
 Service provider view
 End-to-end view
 User experience view

4. Escalation and flow
 Must have accurate and rapid transfer
 Carefully design and document
 Include:
 Flow between different parties
 Interactions
 Roles and responsibilities

Who do you pass the incident to first?
 Depends on
 Affected service
 Other services affected
 Details of the disruption
 Service architecture
 Type of service provider
 ………
 Will vary by service
INTELLIGENT TRIAGE

Service Desk
HostingNetworks
Sequential escalation
Application
support
Desktop
support
Users
?
!!!???!!!

Service Desk
HostingNetworks
Simultaneous incident flow
Application
support
Desktop
support
Users
Joint working
With Monitoring and alerting

Who owns the incident?
 All desks own it until resolved, even when passed to another desk /
resolver
Please can I have an
update on my
incident?
We’ve passed it onto the
service provider, its not
ours anymore

Further information requests
 What’s the process if a service provider needs further
information?
 How do you request help from other service providers?
Direct or back up the chain?
Quelle est sa mesure
de la jambe a
l’interieur?
The supplier wants to know
if you can measure the
inside door
Design the best flow for efficient resolution

5. Resolution and closure
 When is an incident closed?
 Contracts and service levels drive behaviours
 Passing on/back to buy time
 Manipulating incident priorities
 Saying it’s fixed when it isn’t

6. Tools
 Real-time integration to support:
 Rapid flow of data and information
 Visibility of status
 User satisfaction
 Requires:
 Data and information exchange standards
 Technical interchange definitions
 ‘Business’ Interchange definitions
-> Raise incident –> creation confirmed

All use
same tool
Integrate
Point to
point
Integrate
via a Hub

Tool integration options
Option Pros Cons
All use same tool • Easy to integrate
• One tool to maintain
• Providers may not
accept
• Access control
• License management
• Data confidentiality
• ‘Swivel chair’
Integrate point-to-
point
Service providers keep same
toolset
• Slow to establish
• Complex to maintain
Integrate using
central hub
• Service providers keep same
toolset
• Speed of implementation
• Straightforward integration
• Easier to maintain
• Adds another tool

Who provides the first line service desk?
1. Customer
2. Service integrator
3. One of the service providers
4. Specialist third party
5. Hybrid
The correct answer will depend on the circumstances

Summary
 The challenges are the same pre-SIAM, but the extent and impact to users
is greater
 Engage brain when designing service desk and incident models for SIAM
 Knowledge is the key to success

Questions
Siamspecialist@outlook.com
@SIAMspecialist
SIAM® Foundation BoK www.scopism.com/downloads
SIAM® Foundation qualification www.exin.com and
www.bcs.org
AXELOS SIAM whitepapers
https://www.axelos.com/case-study-and-white-paper-search

IT In The Park 2017

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