Next Generation ITSM Making IT Service Management ready for the digital age Investing in Germany | A guide for Chinese businesses
02 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
Executive Summary 04
Traditional ITSM and the DevOps Approach 05
Agile Adoption and Implementation 06
Combination of ITSM Frameworks with Agile Methods 07
DevOps Concepts for ITSM Processes 08
NextGen ITSM Collaboration Model 11
Service Management Platform 14
Contacts & References 15
03 Investing in Germany | A guide for Chinese businesses
Executive Summary
Process ITIL as only ITSM framework is no Application Management, Release and Perspective longer sufficient to design a future Deployment Management should be process map refined first
•• ITIL should be applied in combination •• Process refinement can be done central with CMMI, COBIT, and the DevOps to effi- or decentral: Incident Management and ciently support the digital transformation Problem Management should be adapt- of an ITSM-based IT service process map ed centrally for all IT services whereas Change Management and Release and •• Processes, which are affected by a strong Deployment Management should be customer interaction such as Incident adapted in line with the pace of the corre- Management, Problem Management, sponding IT service
Collaboration ITIL in combination with DevOps leads become more agile, utilize Feedback Perspective to better results in digital operating Loops, Service Delivery Teams, and Dev- models Ops Engineers to empower collaboration and continuous communication within a •• It will become possible to identify and modern IT department satisfy user needs early on, collaboration will be improved and inefficiencies and •• Use DevOps tools like interactive mon- information losses at process interfaces itoring in combination with ChatOps, reduced cross-functional KPIs or automation to make ITSM customer-centric and more •• Traditional ITIL based organizations can agile apply DevOps approaches and tools to
Integration Agile frameworks are helpful to should constantly refine the established Perspective facilitate an enterprise adoption interface between business and IT (e.g. for implementing new role concepts) •• On ITIL based ITSM organization can improve their implemented processes •• In case new processes or parts of existing by utilizing agile methods like SCRUM or processes are implemented, it is highly by applying selected concepts out of the recommendable to use an iterative imple- DevOps approach mentation approach (e.g. based on use cases). This will help to reduce complexity •• Companies that have already started and strengthen the feedback loop to the their digital transformation journey customer
04 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
DevOps emphasizes people and culture and seeks to improve collaboration between IT operations and development teams
Fig. 1 – The next evolutionary stages of ITSM
a t IT tage ev s nter rise Move from a ilo a roach to a high tr t c lt re a ility to fail itho t lame Im roved c tomer e erience and de ign thro gh ta le ervice ev ITSM
tage gi e v ti n • More likely to exceed profitability, market share, and productivity goals roactive con ideration of c tomer feed ack Pace of the thro gh feed ack and feed for ard loo IT Organization gile ITSM
tage tat s • Manual, resource intensive and siloed processes, inefficient hand-offs, lack of visibility and a dita ility la ic ITSM • Demand for faster, more frequent and redicta le relea e
la ic IT
lo Agile mode high
05 Investing in Germany | A guide for Chinese businesses
Agile frameworks are helpful to facilitate an enterprise adoption and essential for an agile construct like a DevOps enterprise
Fig. 2 – Barriers and foundations of an agile adoption
tentia arriers e evant n ati ns an agi e a ti n an agi e a ti n
ign ITI trained management manager ta k to the and staff team
o nter e agile int itive ehavior gile frame ork of lo ing the c lt ral e g S e control a o t change to cale tr ct re ev
front ta li h lanning of a ev ITI v agile enter ri e flexibility
06 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
The combination of ITIL with other ITSM frameworks and agile methods leads to a dynamic and flexible IT service organization
•• How can ITIL support a dynamic and Fig. 3 – Agile ITSM Trend Radar agile IT service organization and why is this required at all? ITIL as a detailed ori on urren no in fo us and well established de-facto standard ori on igh be re e n in ong er ers e i e shows some gaps when it comes to its ori on igh be re e n in id er ers e i e agility and flexibility - e.g. its geared to the ori on re e n in shor er ers e i e waterfall approach, preferring sequential processes rather than iterative ones.
•• How to bridge these gaps without the itSM neccesity to completely redesign ITIL - which would be an enormous effort IT IT e ign Thinking and clearly not sufficient - will be one MMI eT M an an question to answer. There are several igital starting points: Combining ITIL with other S e SM IT erating ITSM frameworks such as COBIT or CMMI Model Scr m or applying agile methods like iterative Technology ITI a a ility ev process implementation and scaling up Model Horizon will lead to quick wins.
•• Following the “start small then scale ITSM Frameworks Agile Methods and Frameworks up”-approach means to focus first on ITIL processes which are strongly affected by 1)Deloitte Digital era Technology Operating Models 2)Deloitte Effectiveness Technology Capability Model changing customer requirements (e.g. incident management, change manage- ment or application management). The ITSM trend radar provides an indication on the most relevant or critical ITSM framework that should be assessed first and which agile method can help to bring agility in the design of a future IT service process landscape.
07 Investing in Germany | A guide for Chinese businesses
Traditional ITSM is based on ITIL principles - future IT processes will benefit from the quickness and flexibility that DevOps brings
•• The common perceptions of ITIL and Fig. 4 – Synergies between ITIL and DevOps features DevOps seem to contradict each other on the first glance rather than illustrate I I ev s a perfect match: DevOps is agile, quick and collaborative while ITIL’s strength lies within the rigid and detailed definition of nsi erati n s n processes, services and roles to manage sa i ity ort eat res and avoid risks rather than to learn from g availa ility ick reali ation them. However, if evaluated carefully, cala ility of oft are both frameworks complement each and ec rity f nctionalitie other.
•• While executing DevOps which focuses on the realization of functional require- ments (“features”), ITIL also ensures that requirements like availability, scalability I I ev s and security are met by following proven processes and using well established metrics and KPIs. The almost rigid and in s n s n e ivery detail described processes in ITIL even Process Definition ena le tomation of create the basis for automation – you etailed de cri tion te ting and cannot automate what has not been well of re irement de loyment described previously. roce e and role
•• It is important to note that ITIL grants a degree of flexibility too. The framework often solely describes what shall be done, but not how (example: KPIs). This flexibility can be leveraged to make ITIL more agile, customer-centric and even customer-led by applying tools and methods from DevOps.
08 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
DevOps complements ITIL with proven approaches and modern collaboration tools to enable a more agile ITSM organization
Fig. 5 – Adaptation of DevOps tools in ITIL
ev s s
r ss n ti na Is ather than e arating ev and in Silo or ook creating conflicting infrastructure and service KPIs (e.g. uptime vs. time-to-market), cross-functional and result oriented KPIs need to en o e r be set up, making Dev and Ops equally responsible for them, e.g. e feature cycle time i er u tan ar i ati n an t mati n n i n Focus on resource optimization for higher speed and agility o er i e r C ns through automation of testing, integration, and deployment, i i on e.g. by usage of cloud provisioning tools
ynami an Intera tive nit ring Dynamic and interactive kinds of monitoring, like ChatOps, n
g Service
i s create a direct touchpoint between Dev, Ops, and the
e Strategy
customer. Thus problems can be identified, treated or
e
n escalated directly where they emerge, e.g. dashboards i o
i
r
e r e erati na ee a s e i The customer voice needs to be heard where it matters: in the er development. This way, a higher customer satisfaction and reduced ticket counts are achieved, e.g. by applying a net promoter score
e I ea i eting ystems DevOps takes a leaner approach to ticketing tools. In-tool processes needs to be streamlined and focus on benefits; monitoring has to be automated and integrated with the ticketing tool for faster responses, e.g. ServiceNow
09 Investing in Germany | A guide for Chinese businesses
Communication between Dev, Ops, and the customer is essential in modern IT departments and can be fostered by agile concepts
With the integration of Dev and Ops, the Loops which utilize (1) a common platform to a reduction of service disruptions, customer voice is getting closer to the (such as ChatOps), (2) transparency and rapid reaction times to problems or new developers who can react in a quick an integration and (3) organizational changes requirements, and a more efficient use of effective way. One tool facilitating this idea to achieve continuous improvement of development resources. is the concept of Operational Feedback processes, software, and services, leading
Fig. 6 – Operational Feedback Loops concept
ser
rans aren y Integrati n ev ll takeholder kno the roce e and have acce to relevant re o rce e g ev kno ine roce e and are involved in te ting early on are involved in relea e lanning ev and the er are and develo ment roce e colla orating on a common latform e g hat There i contin o and ynchrono feed ack and the c tomer voice i heard here it matter
s rgani ati n ev o mem er are com ined to ervice delivery team facilitated y the ev ngineer
10 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
DevOps helps ITIL to prepare ITSM organizations for future IT challenges by softening borders between processes and roles
•• To soften borders between processes •• Within a matrix working mode, the DOE and facilitate a cross-process working performs operational tasks in various mode, the introduction of the DevOps processes along his services. In doing Engineer (DOE) role – combining devel- so, entire processes are looked at from a opment and operational know-how – service perspective and not as common- secures the application of DevOps prin- ly applied, only from an isolated process ciples across an entire service or service perspective, which uncovers inconsist- bundle. encies across services and potentials to improve efficiency. •• Hereby, the DOE will not replace any ITIL roles but will closely collaborate with them. For example, while the Service Owner’s job is the “initiation, transition and ongoing maintenance and support of a particular service”, the DOE’s responsi- bility is much more operational.
11 Investing in Germany | A guide for Chinese businesses
Fig. 7 – The DevOps Engineer within the IT Organization
Senior e on i le Service
ervi e n e ervi e n e ervi e n e n e g e e ning e g rinting
Service Manager trat Service Manager trat Service Manager trat
Service e on i le o er Service e on i le o er Service e on i le o er
S M Ma ter S M Ma ter S M Ma ter
S M Team S M Team S M Team
ervi e eve ervi e eve anager anagement
ange anagement ev s ev s ev s ngineer ngineer ngineer n
Configuration anagement
vent anagement Senior e on i le roce e Senior e on i le roce ner In i ent anagement
e ni a verar ing eni r es nsi e r ite t ev s i s
BU Customer BU Provider IT 12 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
Agile process implementation allows CIOs to refine their IT operating model based on use cases and in iterative steps
Fig. 8 – Agile Incident Management
gile Incident Management am le
etection and Classification and Inve tigation and e ol tion and Incident ecognition Initial e ort iagno i ecovery lo re
nd er omm nication
Determining factors: Tab. 1 – Exemplary backlog
•• Process architecture: ITIL Theme Process Area Process Group User Story Priority Complexity
Service Incident Detection & As a user I want to 1 15 •• Amount of process groups: 6 Operation Recognition receive Incidents over a Service •• Backlog: centralized and prioritized Cockpit where I according to value expected and risk can assign them reduction to the responsible person •• Backlog refinement is done by a defined (change) board Service Incident Communication As a user I want to 3 5 Operation be able to access •• Sprint process as known a Dashboard to monitor the status •• Result: lean but operationalized process of my reported by defining use cases (e.g. password incident reset) which is implemented end to end
13 Investing in Germany | A guide for Chinese businesses
Drive digital transformation with the ServiceNow platform to improve the way teams work together in a modern enterprise
Fig. 9 – Enterprise Service Transformation with ServiceNow
r ss n ti na a rati n e manage large ine tran formation • We define cross-functional o erating model
igiti e t mate r esses e create ine val e and generate idea in o r igital actory and Service o reator a e rovide ind try in ight a e itte ell a Service o roce nter rise ervi e e t ractice anagement Integrate ervi es an ssets e link ine and technology ervice to grant ne in ight and di cover o ort nitie e ena le the a tomation of technical ervice and a et detection n an e st mer erien e e create int itive er centric ervice ortal e integrate elf ervice and kno ledge data a e reate rans aren y an Insig ts e enhance deci ion making ith Service o analytic e drive tran arency and er relevant in ight y creating tailored re ort
14 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
Contacts & References
15 Investing in Germany | A guide for Chinese businesses
Interview partners
Prof. Dr. Olaf Resch Prof. Dr. Claudia Lemke Berlin School of Economics and Law. Berlin School of Economics and Law. Specialized in Business Rule Management, Specialized in Digital Transformation, Business Intelligence, and IT-Management Business Process Management, Application (especially ITIL and COBIT). Management, and IT Service Management.
Prof. Dr.-Ing. Martin Wolf Dipl.-Phys. Thorsten Pröhl FH Aachen – University of Applied Science. Technische Universität (TU) Berlin. Specialized Specialized in IT-Organization and in IT Service Management and ITIL, Cloud Management (ITOM). Deputy CEO of the IT Service Mgmt., and Service Science, Service Management Forum Germany e.V. Management and Engineering (SSME).
16 Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
List of references
BMC (2017), ITIL and DevOps: Differences & Frameworks Working Together, http://www.bmc.com/blogs/itil-and- devops-lets-not-paper-over-the-differences/, accessed on June 2nd 2017.AXELOS (2016), ITIL® Misconceptions: “ITIL is incompatible with other practices.”, https://www.axelos.com/news/blogs/september-2016/itil-is-incompatible-with-other- practices, accessed on June 2nd 2017.
EtheralMind.com (2015), Why I Hate ITIL So Much, http://etherealmind.com/why-i-hate-itil-so-much/, accessed on June 2nd 2017.
Pink Elephant: “DevOps & ITSM: Defining Value From Two Sides Of The Same Coin”, 2014, Ontario, Canada.
TechTarget (2016), Meredith Courtemanche: “Tighten IT operations control with a DevOps feedback loop”, 2016-11-11, http://searchitoperations.techtarget.com/news/450402826/Tighten-IT-operations-control-with-a-DevOps-feedback-loop, accessed on March2nd 2017.
DEVOPS.COM (2014), George V. Hulme: “ChatOps: Communicating at the speed of DevOps“, 2014-07-16, https://devops. com/chatops-communicating-speed-devops/, accessed on February 18th 2017.
ITIL.ORG (2014), Alex Lichtenberger: “Disruptive Agile Service Management –Integrating Agile and ITSM“, http://blog.itil. org/2014/07/allgemein/integrating-agile-and-itsm/, accessed on June 08th 2017.
IBM (2016), ITSM Solution Architect Council, Reference Architecture Series - 3. DevOps for ITSM, https://www.ibm.com/ developerworks/community/blogs/ee4f939e-275d-4997-876a-93cecb6842df/entry/Reference_Architecture_Series_3_ DevOps_for_ITSM?lang=en, accessed on June 2nd 2017.
Forrester (2016), Build a fitter ITSM Practice, https://www.forrester.com/report/Build+A+Fitter+ITSM+Practice/-/E- RES121703, accessed on June 2nd 2017.
DEVOPS.COM (2015), Chris Riley: “Metrics for DevOps – Is your organization flying blind without metrics?“, https://devops. com/metrics-devops/, accessed on June 08th 2017.
DEVOPS.COM (2014), Payal Chakravarty: “The DevOps Scorecard”, https://devops.com/devops-scorecard/, accessed on June 08th 2017.
Wauch/Meyer (2012), Agilität im IT-Servicemanagement – Ansätze für flexible Stabilität. HMD – Praxis der Wirtschaftsinformatik, Heft 288, 2012, S. 87-93.
TSO, ITIL Edition 2011 Service Design. 2011, p. 257, London.
Intland Software (2016), Eva Johnson: Agile, SAFe and DevOps – Replacing ITIL, https://intland.com/blog/agile/devops/ safe-implementation-of-agile-devops-replacing-itil/, accessed on November 02nd, 2017.
17 Investing in Germany | A guide for Chinese businesses Next Generation ITSM – Booklet | Making IT Service Management ready for the digital age
19 Contact
Gabor Vincze Andrea Diebold Senior Consultant Senior Consultant Technology, Strategy & Architecture Technology, Strategy & Architecture [email protected] [email protected]
Timur Tretner Benedikt Höller Consultant Consultant Technology, Strategy & Architecture Technology, Strategy & Architecture [email protected] [email protected]
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Issue 03/2018