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- 1. 10 Things You Need to Know to Set the Right ITSM Agenda for 2017 Troy Latter Business Value Engineer
- 2. PG 2 IPAC2015/11136 - Innovation Centre Consultancy Services Panel People, Process, Policy & Performance Mgmt. 2017 ITSM Agenda It really is an exciting time to be in IT service management (ITSM). The accelerated development of technology and the added complexity (although sometimes new technology might offer increased simplicity), has given us ITSM professionals a once in a lifetime opportunity to be taken really seriously in both IT and business circles. The flipside of this is that to be taken seriously we are expected to add real business value. It sounds daunting, but it’s less so if you break it down into the things that will ultimately drive business value.
- 3. PG 3 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “business, not IT state what business value is” Still daunted? To break business needs into the concrete things that the IT organisation needs to do, start by identifying what your business actually values or, more specifically, what key stakeholders value. It will differ between teams/functions and across companies but there will most likely be common themes such as greater innovation, growth, reduced costs and better margins, improved governance and increased customer satisfaction
- 4. PG 4 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “it’s not a case of doing everything ” Setting Your 2017 ITSM Agenda No matter the required business outcomes, there are a number of ITSM trends and opportunities that can be employed – ten of which we will cover today. Many aren’t new (these things often aren’t by the time they reach the masses) and are instead reaching critical mass as they move from the world of early adopters to more general adoption.
- 5. PG 5 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “how do you rate” Today’s Checklist • Where do you work? • What’s your name? • What area do you specialise in? • 2017 themes (1 to 10) • Is the journey underway • How mature is your organisational path? • Are your leaders/executive leaning in? • Do you require more information? • Which theme?
- 6. PG 6 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “over-used and overhyped buzz-phrase” 1. Digital Transformation Digital transformation is the application of technology solutions to help businesses to run more effectively and/or to offer new services. In other words, it’s all about technology enabling businesses to be better at what they do (or want/need to do). You might argue that this has been the point of ITSM all along, and you’d be right. However, so many ITSM improvements are based upon internal IT processes without a connection to business benefit. Great digital transformation is solely based on improving business functions and frames the agenda wholly on benefit and value.
- 7. PG 7 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “over-used and overhyped buzz-phrase” Digital Transformation Digital transformation is the application of technology solutions to help businesses to run more effectively and/or to offer new services. In other words, it’s all about technology enabling businesses to be better at what they do (or want/need to do). You might argue that this has been the point of ITSM all along, and you’d be right. However, so many ITSM improvements are based upon internal IT processes without a connection to business benefit. Great digital transformation is solely based on improving business functions and frames the agenda wholly on benefit and value. Govt Transformation road Map
- 8. PG 8 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “enhance internal operations & relationships” 2. Enterprise Service Management Although ITSM may not always do everything there’s no doubting the breadth of inherent good practices and technological enablement. Enterprise service management involves taking ITSM thinking, practices, and the enabling technology out to the wider business – to lines of business such as HR and facilities – and using our service management expertise to help others with their service delivery and support challenges and opportunities.
- 9. PG 9 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “lead with customer first” 3. Customer Experience How many times have you been involved in a technology project or improvement that involved a lot of work, from very skilled people, that delivered something that was never used? You can stop silently nodding to yourself now… The underlying reason might be a lack of understanding, incorrect requirements, or simply reticence to try something new.
- 10. PG 10 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “business-wide potential ” 3. Customer Experience The point is that those projects failed because they didn’t take customer experience (CX) into account. Initially a business-to-consumer (B2C) concept, CX has made its way into the workplace on the back of consumerisation (where employees are bringing their personal-life experiences and expectations into the workplace). CX isn’t negotiable. End users and customers will have higher expectations across the technology, service delivery, and support provided by internal IT organisations.
- 11. PG 11 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “deliver change & new services more quickly ” 4. DevOps If you’re not already au fait with DevOps, you’d better get up to speed quick. DevOps is built around improving flow, getting fast feedback loops, and continual experimentation and learning – the three ways of DevOps. However, the greatest value in DevOps is its emphasis in improving the culture of your IT organisation through collaboration and communication.
- 12. PG 12 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “a wealth of opportunity ” 5. Automation DevOps can be characterized by five attributes – culture, automation, lean, measurement, and sharing – commonly abbreviated to CALMS. While all five attributes are important, in 2017 you will start seeing more and more emphasis on automation.
- 13. PG 13 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “it’s all mixed up” 6. Blending Frameworks, Standards, and Philosophies It now seems a long time since ITIL and its corresponding standard ISO2000 were the only ITSM games in town. In truth, that was never really the case but in recent years we’ve seen the emergence of DevOps, IT4IT, service integration and management (SIAM), and others.
- 14. PG 14 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “unique goals and challenges” 6. Blending Frameworks, Standards, and Philosophies Coupled with this, established practices such as Agile and Lean have been adapted for use with ITSM. What this picture tells us is that successful ITSM will rely more and more upon skillfully blending the right combination of these – that companies will increasingly no longer find it sufficient to choose a single framework and to use it for all their ITSM.
- 15. PG 15 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “it’s just a fad – NOT” 7. Skills Transformation With the expected growth in automation, the greater emphasis on delighting the customer (think CX), and more complex multi-sourcing arrangements (SIAM), there will be a shift in the skills required for ITSM. With more and more technology being consumed as a commodity, the emphasis is moving away from technical to service and contract management skills.
- 16. PG 16 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “current and future requirements ” 7. Skills Transformation for 2017 Service portfolio management, the provision and management of services (product management) Business relationship management (BRM), the relationship between business customers and IT (account management) Supplier management, the management of suppliers and the detailed knowledge of managing contracts effectively (purchasing/legal) Financial management, the effective management of the increasingly complex budgetary requirements (finance).
- 17. PG 17 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “requisite knowledge, skills, and behaviors” 8. Business Relationship Mgmt If good CX is an important cornerstone for the future of ITSM, then BRM is a key weapon in the ITSM (and enterprise service management) arsenal. BRM seeks to create relationships between the internal service provider and internal service consumer that create value for that business.
- 18. PG 18 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “across multiple teams and sites” 9. Collaboration Collaboration is defined as working with another, to achieve a shared goal. It differs from simple cooperation in that it’s active rather than passive, i.e. you must participate for it to be collaboration. A great new example of practical collaboration is ChatOps – connecting people, tools, processes, and automation into a workflow.
- 19. PG 19 IPAC2015/11136 - Innovation Centre Consultancy Services Panel “as security becomes a competitive advantage ” 10. Risk Management ITIL has a great definition of a service – “a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks
- 20. PG 20 IPAC2015/11136 - Innovation Centre Consultancy Services Panel So there you have my list of ten things that should probably be on your 2017 ITSM agenda. It’s not a case of “one size fits all” and is instead a list of the most likely opportunities available to your IT organisation in meeting business needs and demands around value. Program Analysis Managed 2500% Flex in scale What’s it all mean “you choose how to play the cards”
- 21. Anything you need to know? Friday, March 3, 2017
- 22. PG 22 IPAC2015/11136 - Innovation Centre Consultancy Services Panel My 2017 ITSM journey Name: My specialty is: Occupation: Employer: Theme type Practicing now? Maturity level? Executive Support? Need assistance? Digital Transformation Enterprise Service Management Customer Experience DevOps Automation Blended Frameworks Skills Transformation BRM Collaboration Risk Management
Editor's Notes
- However, it’s important to understand that it’s not a case of doing everything listed here to meet your company’s needs. Instead, consider each topic/opportunity as a means to an end, and ensure that what you do adopt is deliberately meeting the desired ends
- Importantly though, it needs to be the business stakeholders, not IT personnel, who ultimately state and agree what business value is. IT can then isolate and agree on the desired business outcomes that deliver the value and, more importantly, what the IT organization needs to do (or to do differently) to get to the required business outcomes. For many organizations it will be the introduction, or improvement, of a number of things that make a serious difference at a business, rather than IT, level. These might already be in hand or, alternatively, they might be a number of new initiatives that need to be researched, justified, planned, and delivered. They collectively make up the ITSM agenda for 2017 and potentially 2018 based on your company’s capacity for change.
- However, it’s important to understand that it’s not a case of doing everything listed here to meet your company’s needs. Instead, consider each topic/opportunity as a means to an end, and ensure that what you do adopt is deliberately meeting the desired ends
- However, it’s important to understand that it’s not a case of doing everything listed here to meet your company’s needs. Instead, consider each topic/opportunity as a means to an end, and ensure that what you do adopt is deliberately meeting the desired ends
- Yes, it’s an over-used and overhyped buzz-phrase. And if you ask 100 people for a definition, you’ll probably get at least 99 different answers. However, it does point the way for ITSM’s future direction. There is however a big play to be made through enterprise service management (see #2 below), which is ultimately back-end digital transformation for all lines of business not just IT…
- Yes, it’s an over-used and overhyped buzz-phrase. And if you ask 100 people for a definition, you’ll probably get at least 99 different answers. However, it does point the way for ITSM’s future direction. There is however a big play to be made through enterprise service management (see #2 below), which is ultimately back-end digital transformation for all lines of business not just IT…
- Enterprise service management (ESM) is a category of business management software—typically a suite of integrated applications that a service organization uses to capture, manage, save and analyze data critical to It involves listening and offering help and solutions, where appropriate. When done well it can really enhance your business internal operations and relationships. However, people need to understand that it’s so not just about the technology, and that we need to avoid simply giving HR a tool that failed to solve our own issues. their service business performance. The rise of Enterprise Service Management (ESM) has redefined the future role of IT, placing it at the heart of business transformation and service innovation. Over the coming weeks we’ll be looking at the rise of ESM, the opportunities for IT and the tactical steps to adopt ESM in your organization. This week, we start with ‘What is Enterprise Service Management?’ Enterprise Service Management is about applying a service-oriented business model to the way your organization works internally. It is an operational architecture where each functional area of the business is defined as a service domain that offers services. These services deliver outcomes for other business functions and help to support them in their ability to deliver results for external customers. Thus, the productivity and profitability of the company will be improved by improving the efficiency of internal operations. As John Seddon of Vanguard (an advocate of the application of systems thinking to service domains) says, “cost is in flow; value is in activity”, i.e. costs are incurred through poor flow of work between organizational functions. The fundamental idea of ESM is to: Reduce the overheads commonly associated with department-to-department interaction. Increase predictability in terms of both the quality and timescale of output (e.g. ensuring the desired outcome is delivered right and delivered fast). Increase process efficiency within service domains to keep the cost of execution as low as possible without compromising the quality or delivery timescale Efficiency levels vary across departments, so there are usually at least one or two weak links in the chain that create bottlenecks. Every organization has its own “black hole” department that has a reputation for slow responses. ESM is a model by which you can transform your organization from a clunky collection of departments into a well-oiled machine. By integrating departments more effectively around the many touch points that business processes flow across, you can facilitate better, faster and cheaper operations – and better alignment between what one department needs and another delivers. So what does ESM look like? There are three perspectives that must be considered: The end user perspective – Delivering an easy-to-use enterprise services portal that puts all business-facing services in one accessible location. The service domain perspective – Creating a catalog of business-facing services, supported by automated service execution processes. The IT perspective – Facilitating the construction of the enterprise service portal and working closely with business functions to define and automate their service execution processes. What are the benefits of Enterprise Service Management? Achieve operational visibility: ESM lets you see the value that each department adds to the business. When you define what a department is to the rest of the business you are also defining the edges. You can see where one department ends and another begins. Once you know where the boundaries are, you can make them more fluid and responsive to changing patterns of demand. Essentially, ESM gives you a map of where value is created in your organization – and the processes that support it, allowing you to find and eliminate bottlenecks and inefficiencies. Support better governance: When you have better visibility of operations, it’s easier to govern what departments are doing to ensure they are in line with overarching strategic objectives (e.g. are they providing the right set of services?). Institute functional excellence: ESM streamlines the process of managing and executing internal business service requests, creating greater efficacy and efficiency across all service domains – achieving higher quality of output at a lower cost. Support value transformation: By streamlining the execution of internal business services, departments can reduce their day-to-day operational overheads and devote more time and resources to change and improvement projects that enhance value creation. The companies that will succeed in the next decade are those that realize that they must break out of “firefighting mode” and become more pro-active and agile. Manage interaction: By bringing the interactions that happen between departments into a system or record, these interactions can be measured, managed and optimized. Deployment of a digital interface reduces operational overheads by reducing inbound phone calls and emails – with requests being automatically routed to the right teams. ESM is a good strategy for reducing “inbox overload” and weaning staff away from using the email system as a work queue. Reduce technology costs: Enterprise-wide technology programs are an opportunity to take advantage of economies of scale. The implementation of a single enterprise-wide digital portal and back-end process management, supported by one software solution, ensures that the cost of the supporting technology is minimized (versus having a number of different ‘point’ solutions catering for each domain). Break down silos: ESM is, by nature, an antidote to the siloed nature of many large organizations. It embodies a more transparent, integrated and cooperative mentality where business functions think more deeply about how they work with other departments to increase business productivity. By turning barriers into interfaces, the walls between business functions become windows, and departments become more tuned-in to the wider business ecosystem. Ensure internal business alignment: By providing clarity on which internal services business functions provide for each other it is easier to align services provided with demand from other departments. Increase end user satisfaction and productivity: The availability of a one-stop-shop for all internal services and information sources means faster access to the tools that your people need to be the most productive.
- As for customer experience management, Gartner sums it up pretty well in its definition: “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Customer experience is defined as your customers’ perceptions – both conscious and subconscious – of their relationship with your brand resulting from all their interactions with your brand during the customer life cycle. As for customer experience management, Gartner sums it up pretty well in its definition: “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy. Customer experience management is about more than serving your online customers. It’s about more than knowing where customers shop and what brand of dog food they buy. It's about knowing your customers so completely that you can create and deliver personalized experiences that will entice them to not only remain loyal to you, but also to evangelize to others about you – and that’s the most valuable form of advertising there is. Gaining this depth of knowledge about customers isn't something that just happens. It comes from extracting insight from all customer touch points and channels across your entire organization. It's about harnessing mountains of customer data from online channels and beyond, and extracting valuable insight from that data with speed and precision. Why customer experience management is important The concept of customer experience may sound idealistic or touchy-feely, but anyone who dismisses it as such is woefully out of touch. In fact, customer experience has become a critical differentiator in today’s hyper-competitive, hyper-connected global marketplace. There’s tangible business value in managing the customer experience effectively. Good customer experience management can: Strengthen brand preference through differentiated experiences. Boost revenue with incremental sales from existing customers and new sales from word of mouth. Improve customer loyalty (and create advocates) through valued and memorable customer interactions. Lower costs by reducing customer churn.
- And, to underline the business-wide potential of enterprise service management, these expectations will also apply to every other line of business.
- By encouraging your teams to work together to be more effective from requirements through to delivery, DevOps can help you to deliver change and new services more quickly and safely. It breaks the old project management time, scope, and cost triangle but in a good way. DevOps is a set of principles and practices — both technical and cultural — that can help organizations deploy better software, faster. While DevOps is not a fixed methodology, automation and a collaborative culture are the foundation for accepted DevOps practices, which include: Measuring the things that have an impact on your organization’s goals Making those measurements visible to everyone Using a shared set of tools Including all teams in the software delivery process from the earliest planning stages. I’ve been a member of the DevOps community a long time (literally since before it was ever even called “DevOps”). I was a pre-publication reviewer for both “The Phoenix Project” and the recently published “The DevOps Handbook,” and I’m always interested in seeing the outcomes successes software teams have and the failures they overcome, including trust. While DevOps has proven to be effective in organizations of all sizes—startups and enterprises alike—there are still many who have not yet begun their DevOps journey, so I thought I might share some of my own experiences while introducing DevOps into an enterprise IT group. When I was the VP of Operations at Big Fish Games, I had the responsibility for production operations at Big Fish’s three production data centers in Seattle, Virginia and Luxembourg. I also had responsibility for internal corporate IT and information security. Our production operations supported around a million game downloads per day. Games were localized into 11 different languages. We processed essentially every major currency, and right before I left Big Fish, we started taking Bitcoin as well. From an IT perspective, Big Fish Games was a global eCommerce company selling digital widgets on the internet. We had around 800 employees in our five offices in Seattle, Ireland, Oakland, Luxembourg and Vancouver, BC. My first attempt to introduce DevOps at Big Fish failed miserably due to cultural misunderstandings and a fundamental lack of trust between the development and operations teams. You absolutely need some minimum baseline level of trust in your organization if you are to have any chance at implementing DevOps. Trust is important because you are blurring traditional boundaries between development and operations responsibilities. Including development in production operations can be scary for operations teams. It just feels wrong from a historical ITIL-type perspective, and operations teams may know development as “the people who always break things.” At the same time, it can be scary for development to involve operations in the development process because they may know operations as “the team that always says ‘No.’” Building Trust Successfully merging the priorities and goals of development and operations teams to create one cohesive DevOps effort can fail due to cultural misunderstandings and, oftentimes, a fundamental lack of trust. I used three specific strategies to overcome these challenges. Lose the Term ‘DevOps’ At Big Fish Games, application development teams equated DevOps with developers carrying pagers: an idea that they really did not like. They were highly resistant to this. Every time I brought up DevOps, they thought I was engaged in a secret plot to make the developers carry pagers. What I found interesting about this was that I had no intention of asking developers to carry pagers. The term “DevOps” covers a large range of continuous improvement techniques. Some organizations have developers carry pagers, and it works for them, but this is certainly not a prerequisite for DevOps. What was worse, I had no idea they were thinking this because they were afraid to bring it up for discussion. We failed in our first attempts to implement DevOps because the trust level between development and operations teams was so low that we couldn’t even tell each other what we were thinking. I realized two things from this experience: Getting rid of a term that scared both development and operations teams would eliminate an unnecessary distraction preventing these teams from coming together to focus on common goals. We needed to do something about the trust issues between development and operations before we could succeed with DevOps. Once I realized this, I immediately stopped using the word “DevOps.” Instead, I talked about continuous improvement and specific continuous improvement methodologies that we wanted to implement, and how these new adoptions would result in shared, organizational-wide growth. Focus on Methods That Benefit Other Teams When deciding which of these DevOps, a.k.a. “continuous improvement,” techniques we wanted to implement, I specifically chose ones that would benefit development teams as opposed to ones benefiting operations or other teams. The development teams noticed this over time. They could see I was doing this and that I (the person who ran operations) was going out of my way to help them. This helped build trust. This wasn’t a one-time thing. We did this consistently. Here’s another simple failure example: I noticed while managing release efforts that release schedules for the various development teams ranged from a couple weeks to a couple months—too long for a hyper-competitive industry like gaming. I asked the development teams if they would like our release engineering team to support daily code releases or even multiple code releases per day. I thought this was an innocuous question. In fact, I thought I was being a little clever by playing dumb here. I assumed I would get an enthusiastic high-five along with a, “Yes, we’d love that! How soon can you make that happen?!” I was surprised when I received a violent “No! We don’t want that!” This confused me for a while until I realized that the development team thought I was in cahoots with the product management team to put the squeeze on them. In my mind, I was offering to make their release process more lightweight so they could break up their work into smaller, more frequent releases with less stress for everyone, but I didn’t understand their fears and problems. I wasn’t looking at it from their perspective and here was the trust issue rearing up again. They misinterpreted my intentions as nefarious. I pictured them being able to release code whenever they want, which seemed like something they would like. In their minds, they pictured a product manager constantly randomizing them with demands for new features to be released right there while the product manager was leaning over their shoulder. This was not the kind of problem you could resolve with logic. The solutions and working procedures I was proposing were so far outside the development team’s experience that they couldn’t extrapolate through simple logic from their current state to the world I was describing. Maximize Daily Interactions Between Development and Operations Teams It’s easy to distrust someone you don’t know personally or you don’t have to see every day. It’s a lot more difficult to hate on someone you know and work with on a daily basis. One of the DevOps techniques that I implemented early on was embedding a dedicated operations liaison into each development team. This liaison acted as an advocate for that development team back into operations and they helped smaller development teams navigate their work through a large, complex, centralized operations organization. The operations liaison attended daily development team standups, group meetings and project meetings. This program was a huge success. Development teams saw how their operations liaison helped expedite their work through the operations organization and advocated for their development team’s interests inside operations. After the development teams got used to working with their operations liaison on a daily basis, we pushed a bit farther and got the development teams to agree to include operations in architectural discussions at the beginning of application design. At first, our development teams were skeptical that operations could provide useful input here, but the important thing is we had developed enough mutual trust that they were not fearful of including operations in the discussions. They were skeptical that we would add any value, but they weren’t afraid that we would cause them problems. This was a big win. Although it felt a little weird to our development teams to include operations in design discussions, they quickly saw how obtaining input from operations early on, before a product was built, resulted in better quality and fewer headaches for everyone when we launched into production. I also made sure that we put our most senior and diplomatic operations team members into this role. In conclusion, it is worth repeating that trust is a prerequisite for any organization to succeed with DevOps. This is due not only to problems arising from fuzzy definitions of what DevOps is and is not, but also the seemingly dangerous idea of blurring the boundaries between development and operations organizations. Whatever your definition of DevOps is, fostering an increased level of trust between development and operations teams as a prerequisite for your DevOps journey will ensure that even greater trust—and the positive business impact that comes with it—are your outcomes as well.
- DevOps can be characterized by five attributes – culture, automation, lean, measurement, and sharing – commonly abbreviated to CALMS. While all five attributes are important, in 2017 you will start seeing more and more emphasis on automation. Manually undertaking standard, repeatable tasks is in no-one’s interest – from the people doing them, through the people paying the labor bills, to the people (or services) awaiting the outcomes of the tasks. Automation not only allows IT organizations to be more efficient by reducing time and costs but also helps to reduce human errors and their adverse impact. In addition, it frees up skilled people to get on, or involved, with things that interest and excite them. Finally, automation doesn’t just need to be about scripting and orchestration. Instead, machine learning offers up a wealth of opportunity for employing technology in a smart and very beneficial way. CHATBOT Example “While yesterday was for Content, today is for Relevance.” Till about few years back, we had a known set of machines and systems that used to generate data. Today, with the advent of Internet and smart phones around, every single gadget started throwing data, in some form or the other. So, how can we let that go unnoticed? That's the genesis of the concept called ‘Internet of Things (#IoT)’. Get that data from every single source around us and do something about it. Well, while some say that we are complicating the world around us; the others say we are simplifying life around us. Both are right! How do you analyze large volumes of data coming from all corners all the time? We do it through ‘#BigData’. This is like connecting every single dot that's available in the digital world today. It is like switching ON your air conditioner even before you enter your home and instruct your coffee machine to brew a strong coffee just before you open your main door. Can you become more foolish than this? Err… intelligent!
- System administrators spend as much as 50% of their time on routine, repetitive tasks. Of course, IT automation reduces the time spent on these kinds of tasks, but automation can do much more than that. With the right automation in place, sysadmins can manage IT infrastructure for: high availability and reliability faster recovery from outages better scalability better auditability more frequent delivery of better-quality code more business intelligence to inform business strategy
- Instead, they will need to better understand their unique goals and challenges, and then use the right elements from several of these to deliver the required IT services, support, and CX. You can find more on blending frameworks, standards, and philosophies here. Digital transformation is driving our customers to optimize their value chain with prescriptive solutions to quickly solve business problems. But they are not getting the expected synergies for their cloud, DevOps, and brokering initiatives, and are unsure where to make the next investment. HPE Software Services answers this need with IT Value Chain Consulting to Lead – Expand - Protect, applying the IT4IT industry-developed reference architecture for managing the business of IT.
- More on the current and future skill requirements fro different IT roles can be found at: https://www.sfia-online.org/en
- It does this by ensuring the business relationship manager has the requisite knowledge, skills, and behaviors to connect the two parties. These managers will use disciplines such as demand shaping, exploring, servicing, and value realization to achieve the required outcomes.
- The growth of conferencing, chat, and whiteboard tools means that collaboration across multiple teams and sites has become a realistic objective, with Agile and DevOps practices in particular having collaboration at their hearts. Remember, they aim to achieve outcomes faster and safer, and effective collaboration is a part of how both achieve this.
- .” In other words, in ITSM we are responsible for delivering value while also being responsible for the costs and risks. The risk part of this equation is too often overlooked, but to modern businesses it’s crucially important. A good example is that of a heavily regulated organization such as a bank. Creating value for a bank is often managing, or decreasing, the risks it encounters while continuing its business. Thus, as security becomes a more significant competitive advantage for increasingly technological businesses, so the management of IT risk will be an increasingly important part of the ITSM world.
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