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ITIL4 – 26.11.2020
The document discusses ITIL 4, highlighting its evolution towards a service value-oriented approach in the context of digital transformation. It emphasizes the significance of customer proximity, practices for effective service delivery, and the importance of leadership in managing teams within a digital economy. Key components include understanding value streams, customer journeys, and the influence of organizational change management on successful service delivery.
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ITIL4 – 26.11.2020
- 2. ITIL4®next What is init for you? • Diegem • 28/5/2019 REMOTE 26/11/20 20
- 3. ITIL : HistoricOverview IT Focus Servic e Driven Proces s Driven Time Infrastructur e Driven 02/2019 CONTROL PROCESS STABILITY SERVICE
- 4. B Internal Pressure External Digital Transformation (by2024 50% of the budget) CONTROL PROCESS STABILITY SERVICE Business The Digital… “allways-on” Economy Consumer FLEXIBILITY AGILITY
- 5. ITIL : Evolution IT Focus Servic e Driven Proces s Driven Time Technology Driven Value Driven •Digital Transformation • Connected organisation • Value streams ITIL4 Focus : Customer Proximity 02/2019 FLEXIBILITY AGILITY
- 6. ITIL4 Foundation “Comprehensive guidance formanaging IT services in a digital economy” 260
- 7. ITIL4 : KeyComponents Everyone/thing is involved The organisation facilitates Value creation Everyone/everything is part of the operating model SVC Activities are supported by 34 practices Code of conduct is defined using the guiding principles
- 8. 8 @bloreboy@bloreboy What isin it for you? (in 28/5/2019) This is found ation mater ial It has the poten tial to conn
- 9. ITIL4 : Corevolumes (part 1) Inclusive writing 144 210 172 170 Except Practices Create, Deliver & Support Drive Stakeholder Value High Velocity IT Direct, Plan & Improve
- 10. What is goingon? Do we understand? Do we integrate? What can we do better? Do we create efficiently? Are we ready? VOCR ITIL4 : Service Value Chain The Operating Model
- 11. CDS in theService Value Chain Do we integrate? Do we create efficiently? Are we ready? VOCR How to create, execute and support in a fast changing environment? Understanding of the value streams in your service organisation..
- 12. CDS in anutshell
- 13. Work as integratedservice teams, with a focus on the client, doing the right things, with a lean mindset, using technology to enable flow Connect doing the things right, with like-minded external parties
- 14. Service team Resultin Self-organizing teams
- 15. Service team What toexpect from management? Requires Servant Leadership Leadership that is focused on the explicit support of people in their roles Because they have a perfect understanding of the organizational needs
- 16. Service team Peopleand their competences Leader (L) Administrator (A) Coordinator/communicator (C) Methods and techniques expert (M) Technical expert (T) High-level competencies CAT TMA LCT Examples* *The position of the code means its relative importance
- 17. PRIORITIZING Work :Tier challenges •Multiple queues, creating accumulated work-in-progress •Multiple queues may increase the time it takes to get to the right person •Work may “bounce” with multiple reassignments •The team escalating the work, by definition does not have the right skills •So essential information may not have been collected, and issues may be escalated to the wrong team •Some teams and groups can be overwhelmed •Key specialists can become a bottleneck in the value stream Swarming
- 18. PRIORITIZING Work :Swarming •Single collaborative team, rather than tiered escalation •Dispatch swarm –meets frequently to review incoming work •‘Cherry pick’ quick solutions •Validate correct information has been collected •Backlog swarm –convened flexibly or periodically to review backlog •Drop-in swarm –experts are continually available to front line staff
- 19. What is goingon? Do we understand? Do we integrate? HVIT in the Service Value Chain What can we do better? Do we create efficiently? Are we ready? VOCR How to enable IT to act at business speed? Create the digital enterprise..
- 20. HVIT in anutshell Digital
- 21. How to enableIT culture VUCA Key Behaviors
- 22. HVIT Objectives Valuable investments Prioritisation Costof delay Buy/hold/sell MVP & services Product or Service Ownership A/B Testing Fast development Infrastructure as Code Loosely coupled IS architecture Reviews Retrospectives Blameless post-mortems Continual Business Analysis CI, CD, CD Continuous Testing Kanban Resilient operations Technical debt Chaos Engineering Definition of done Version Control AIOps ChatOps SRE Value co-creation Service Experience Assured conformance DevOps Audit Defence Toolkit DevSecOps Peer review
- 23. Valuable investments :MVP & services Create enough to provide value quick. Create more is: Introducing delay Opportunity missed Waste
- 24. Valuable investments :A/B Testing Time-limited experiment in which the old version and new version co-exist in different groups before deciding .
- 25. Fast development :Kanban
- 26. Resilient Operations :Definition of Done A checklist of agreed criteria for a proposed product or service. DONE = When clients have achieved the desired outcome from consuming the service
- 27. What is goingon? DPI in the Service Value Chain What can we do better? How to assure we remain are fit for value? Understand your digital enterprise And mobilize it..
- 28. DPI in anutshell
- 29. Key Concepts: Organization GoalsCascade Assure bidirectional communication
- 30. Key Concepts: Scopeof Control A person’s scope of control is the extent of the area(s) or activities over which the person has authority to direct the actions of others or define the required outcomes We all have influence as well as control • Scope of influence is wider than scope of control • May need to find ways to influence things beyond our control • Influence may be more effective and sustainable than simply commanding others
- 31. ORGANISATIONAL CHANGE MANAGEMENT Purposeof organizational change management • Win the hearts and minds of everyone involved in a change • Reduce or remove resistance to change • Ensure change is implemented and sustained successfully • Transition people, teams, and organizations to a desired future state Benefits of organizational change management • Improvements are implemented smoothly with lasting benefit • People understand the purpose of changes and how they will be affected • People believe in the importance and the benefits of changes It’s al about PEOPLE& effective communication
- 32. Do we understand? DSVin the Service Value Chain How to connect with your consumers? DID we understand? Understand your (potential) consumers
- 33. DSV essential :Customer Journey
- 34. Key Concept: CustomerJourney A customer journey is the complete end-to-end experience customers have with one or more service providers and/or their products through the touchpoints and service interactions with those service providers HOW you deliver a service is as important as WHAT you deliver Understanding every touchpoint and interaction is NOT enough • You must take the journey yourself and understand the overall experience When you understand the customer journey you can • Maximize stakeholder value through co-creation • Focus on experience, not just on outcomes
- 35. Key Concept: Momentof truth • Is a key interaction or touchpoint • Where user forms/changes their impression • Only some interactions are moments of truth • Every interaction is a potential moment of truth • For example a service request that generates an impression of good service • Can be positive or negative • Can be changed from negative to positive by service provider behaviour
- 36.
- 37. ITIL4 : Practices Apractice is a set of organizational resources designed to perform work or accomplishing an objective
- 38. ITIL4 : Practiceheat maps
- 39. ITIL4 : Practicesprocessworkflow
- 40.
- 41. ITIL4 : Evolutionor Revolution ? ITIL V2 Support & Delivery Processes ITIL V3 Strategy, Design… Processes Lifecyle ITIL 4 Service Value Chain Value Streams 4 dimensions Service Value System Practices ? Processes ?
- 42. ITIL4 : Foryou? Your organization? It depends… If Digital Economy If Digital Transformation If Agile / Devops If legacy oriented Think guiding principles
- 43.
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