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Be tomorrow ready.
SureSkills empower organizations to
advance their world, their people, and
their goals through the power of
technology and learning.
1October 2016 - © 2016 SureSkills
Leveraging Best Practice Methods in an Age of Digital Transformation
Agenda
2
08:15 - 9:00 Registration - Tea/Coffee
09:00 - 9:15 Introductions & Why Best Practice Methodologies? – Gemma Morgan, Sales Manager Belfast, SureSkills
09:15 - 10:15 Digital Transformation - what challenges are organisations facing today? - Ruaidhri McSharry, Director Service Management SureSkills
10:15 - 10:45 Industry Examples / Case Studies
10:45 - 11:15 Adopt & Adapt with Real Business Value - How Best Practice Methodologies Work together? – Bill Heffernan, Service Management Expert, SureSkills & SP3 Services
11:15 - 11:45 Service Management & Digital Transformation
11:45 - 12:30 Q&A & 1:2:1 Conversations/Networking
October 2016 - © 2016 SureSkills
IT Service Provision Learning Services
Provision
Training Service
Provision
IT Change
IT Transition
IT Support
Develop
Support
Manage
Certification Training
Tailored Training
Managed Training Services (Local)
SureSkills - Who We Are
Consulting &
Solutions
Learning
Services
Training
& Certification
Objectives for Event
4
Why the Event?
Help your organisation cope with the constant digital transformation (change) through effective Service Management
Effective use of resources, people, process, & technology
Empower your employees and engage them with process & technology by using a proven framework breaking down the silos within a business
October 2016 - © 2016 SureSkills
Definition – Digital Transformation
5
Digital transformation is the profound & accelerating transformation of business
activities, processes, competencies & models to fully leverage the changes &
opportunities of digital technologies & their impact across society in a strategic &
prioritized way.
October 2016 - © 2016 SureSkills
Why Best Practice Methodologies
6
Best Practice?
Proven
Common Sense
3E’s – Effective, Efficient & Economical Use of Resources
Agile & LEAN
Assurance & Confidence
Governance & QA
October 2016 - © 2016 SureSkills
Traditional ITSM facts and fiction
• ITIL is process based
• ITIL is heavy influenced by infrastructure, hence the name
• ITIL works best for traditional IT that have a more waterfall approach to ITSM
• You don’t need ITSM if you have your services in the cloud.
PUBLIC
PUBLIC
How did we end up with these views?
• The core ITIL books consist of a lot about process
However it also talks about people and culture
• It talks about outcomes not outputs but shows outputs for each process
Adopt and adapt is talked about a lot but we have relied on consultants &
trainers to provide guidance to the enterprise
• Change is rigid and controlled and heavily based on the CAB
This is an often quoted misconception
PUBLIC
PUBLIC
What has ITIL to offer to digital transformation?• ITIL is non prescriptive
• It is flexible
• It is based on outcomes not outputs
• By using your risk appetite and technology enablers you can adopt and adapt ITIL to your organization
• New guidance has been released The ITIL practitioner
PUBLIC
PUBLIC
ITIL Practitioner
Continual Service Improvement
CommunicationMeasurement
& Metrics
Organizational
Change Management
PUBLIC
PUBLIC
What are Axelos top tips?
1. Always remember that YOU are accountable for YOUR service.
2. Outcomes are what matters not outputs, define what you want and measure them.
3. Communication is vital.
4. Create an organizational culture around service management.
5. Ensure that measures are MEANINGFUL and contribute towards outcomes.
6. Work in small steps ensuring that the changes are embedded.
7. Understand your needs and partner with your service provider if possible.
Digital CIO Mindset
19October 2016 - © 2016 SureSkills
Digital Transformation Requires Total Organizational Commitment
Traditional Digital
Strategy Efficiency Innovation
Culture Hierarchy Collaboration
Talent Low Cost High Skills
Technology Legacy Cloud, Mobile, Apps, AI
User Experience “Who Cares?” Mission Critical
IT Philosophy Default to “No” Default to “Yes”
Project Management Waterfall Iterative (Agile)
Business Model Service & Support Relationship & Partner
Source: CXOTALK
Barriers to Digital Trend Adoption
20October 2016 - © 2016 SureSkills
Top Barriers That Impede TakingAdvantage of Digital Trends
1. Business/IT relationship is key (closing the gap between both,focusing on the same goals & NOT overlooking the role of IT)
2. There is a common DNA among digital leaders and the path todigital transformation shows common traits (even if contextmatters)
3. As said, each industry is impacted, including your industry.Customers, employees, partners, nor competitors or new,disruptive players, will wait for business to catch up, regardless ofindustry
4. Digital transformation is led from the top (or at least requires firmbuy-in from the top – and all stakeholders)
Four Digital Transformation Realities to Emphasize
22October 2016 - © 2016 SureSkills
MYTH REALITY
Digital is primarily about the customer experience
Huge opportunities exist in efficiency, productivity & employee leverage
Digital primarily matters only to tech or B2C companies
Opportunities exist in all industries with no exceptions
Let a thousand flowers bloom, bottom-up activity is the right way to change
Digital transformation must be lead from the top
If we do enough digital initiatives, we will get there
Transformation management intensity is more important for driving overall performance
Digital transformation will happen despite our IT
Business/IT relationships are key, & in many companies they must be improved
Digital transformation approach is different or every industry & company
Digital leaders exhibit a common DNA
In our industry we can wait & see how digital develops
There are digital leaders outperforming their peers in every industry today
Four Types of Digital Maturity
24October 2016 - © 2016 SureSkills
These companies have implemented /experimented with many sexy digitalapplications. Some of these initiatives maycreate value, but many do not. Motivated tobring on digitally powered change, but thedigital transformation strategy is not foundedon real knowledge of how to maximize businessbenefits.
Favour prudence over innovation. Understandneed for a strong unifying vision as well as forgovernance & corporate culture to ensureinvestments are managed well. Typicallysceptical of the value of new digital trends,sometimes to their detriment. Careful approachmay cause them to miss valuable opportunitiesupon which their more stylish competitors willpounce.
Truly understand how to drive value with digitaltransformation. Combine a transformative vision,careful governance & engagement, with sufficientinvestment in new opportunities. Through vision& engagement, they develop a digital culture thatcan envision further changes & implement themwisely. By investing & carefully coordinating digitalinitiatives, they continuously advance their digitalcompetitive advantage.
These firms do very little with advanced digitalcapabilities, although they may be mature withmore traditional applications such as ERP orelectronic commerce. Although companies maybe Beginners by choice, more often than notthey are in this quadrant by accident. They maybe unaware of the opportunities, or may bestarting some small investments withouteffective transformation management in place.
Digital Maturity Matters in Every Industry
26October 2016 - © 2016 SureSkills
BeginnersPharmaceuticals – Executives see threat in digital transformationbut less opportunity than other industries do, perhaps because ofregulation.
CPG – Digital opens new possibilities for firms to engage directlywith customers. 24% of firms surveyed stand out as Digirati, whileothers lag far behind.
Manufacturing – Traditionally slow to react to digital,manufacturing is on the cusp of emerging from Beginner status.Efforts in digital remain focused on operational efficiencies andworker enablement
ConservativesInsurance – High expectations for digital and strong vision andgovernance suggest that the insurers should be leading the digitalrevolution. Yet, this is not the case for most firms.
Utilities – For the Conservative Utilities industry, efficiency is thename of the game in digital transformation. Constant pressure toreduce costs and the advent of smart metering create digitalopportunities in customer experience, worker enablement, analyticsand process improvement
FashionistasTelecom – Facing ever-increasing levels of connectivity and dataconsumption, Telecom firms have been quick to respond.
Travel & Hospitality – Since the advent of the web, digital hasturned the industry upside down. The industry has responded, with81% of firms in the Digirati or Fashionista quadrants and noBeginners. Opportunities exist to improve worker enablement inmany companies.
DigiratiBanking – Digital is revolutionizing the relationship between customersand retail banks, who have responded with strong capabilities in customerservice, analytics and even social media.
Retail – A decade-long history with digital disruption has seasoned retailersand produced a number of Digirati (26% of firms surveyed). Retailers aregenerally confident in the potential for social and mobile, as well as theirdigital skill set.
High-Tech – For High-tech, digital is close to home. Firms generally enjoywell-developed capabilities and high digital maturity. They are also – notsurprisingly – enthusiastic about digital’s potential.
Industry Digital Transformation
27
Used technology to improve in-store experience & increase
operational excellence
Automating mining operations to improve efficiency & safety while
creating new business opportunities
October 2016 - © 2016 SureSkills
Developed vision & governance capabilities before it began toimplement new digital services in its cars
Built a digital division (Nike Digital Sport) to coordinate & extend thesuccessful activities it had builtseparately in social media, digitalproduct design, custom manufacturing
Digital Transformation
29
Organisations today are “rushing” to become more digital - So what does digital mean? new shiny technology
new way of engaging with customers, suppliers & employees
new way of doing business
By definition if we are surrounded by technology – pervading every aspect of our working & social lives. effort to maximise the value the organisation
effective service management is at the core of great organisations – delivering effective, efficient & economical use of “resources” in terms of People, Process, Technology
October 2016 - © 2016 SureSkills
Stages of Digital Transformation
32October 2016 - © 2016 SureSkills
Business as Usual: Organizations operate with a familiar legacy perspective of customers, processes, metrics, business models, and technology, believing that it remains the solution to digital relevance.
Present and Active: Pockets of experimentation are driving digital literacy and creativity, albeit disparately, throughout the organization while aiming to improve and amplify specific touchpoints and processes.
Formalized: Experimentation becomes intentional while executing at more promising and capable levels. Initiatives become bolder, and, as a result, change agents seek executive support for new resources and technology.
Strategic: Individual groups recognize the strength in collaboration as their research, work, and shared insights contribute to new strategic roadmaps that plan for digital transformation ownership, efforts, and investments.
Converged: A dedicated digital transformation team forms to guide strategy and operations based on business and customer- centric goals. The new infrastructure of the organization takes shape as roles, expertise, models, processes, and systems to support transformation are solidified.
Innovative and Adaptive: Digital transformation becomes a way of business as executives and strategists recognize that change is constant. A new ecosystem is established to identify and act upon technology and market trends in pilot and, eventually, at scale.
7 Layers of Digital Transformation
33October 2016 - © 2016 SureSkills
Know where to startCustomer
Experience
Culture
Organization
BusinessModel
Processes
Infrastructure
Leadership &Capabilities
Digital Transformation: Catalysts & Inhibitors
35October 2016 - © 2016 SureSkills
DIGITAL ETHNOGRAPHYFocus on the new customer
journey
DIGITAL DARWINISM EVOLUTION
DIGITAL DARWINISMAdapt to new technology or
die
BEHAVIORAL ECONOMICSDigital opens new touch
points
LEADERS LEADEmpowerment is top down,
inspiration cascades
DATA PARALYSISActionable insight need new support paradigm
CAUSE EFFECTNo dedicated
resources
TUNNEL VISIONSilos prevent CX
collaboration
EDUCATIONExecs need to know
what they don’t know
No common vision
Competitive disadvantage
Lack of sense of urgency
Broken experience
Internal collaboration
Expand market opportunities
Culture of innovation
Hero’s journey, customer inspire change
CSI
Digital Reshape
38
Digital can reshape every aspect of a modern enterprise
October 2016 - © 2016 SureSkills
Building Digital Maturity: Digital DNA
39
1. Transformative Vision
2. Digital Governance
3. Engagement
4. IT-Business relationships
October 2016 - © 2016 SureSkills
Four key transformation management practices that enable companies to align their digital efforts under a common vision & coordination structure, & engage the company in making that vision a reality:
Conducting Your Own Digital Transformation
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Frame the Digital Challenge1. Understand the threats
2. Access your firms digital maturity
3. Create/have a transformative digital vision
4. Senior team should have common vision
October 2016 - © 2016 SureSkills
Focus Investment1. Identify where the company should excel
2. Decide if you need to adapt your business model
3. Develop strong enterprise level governance
Engage the Organization at Scale1. Putting the organization in motion early
2. Continuous two-way communication
3. Encourage employees to ID new practices & opportunities
Sustain the Transformation1. Fill the skills gaps
2. Quantify & monitor progress
3. Iterate & improve
42
Digital Service Management
October 2016 - © 2016 SureSkills
Digital Innovation
Digital Workplace
360 Customer Engagement
Digital Marketplace
IoT AutomationCustomer Internal
Service Requests
Business Enablement
Service OptimizationOpen ITIL Process & Solution Content
Digital Service Management
43October 2016 - © 2016 SureSkills
Go from Zero to One
Leverage the world where your clients experience
does not exist (yet)
Nespresso; iPhone; Amazon; Groupon
What does Transformation of Legal Business mean to you?
Just 5 words?
“The best way to predict the future is to create it” Peter Drucker
Focus on:client experience, new
customers & users, profitability, quality of
life
PAIN + LOVEHellven (hell + heaven)
44October 2016 - © 2016 SureSkills
Alternative Legal Services Model
SecondmentAxiomLawLeman Solicitors
Lawyers on DemandOnit.comThefoldlegal.com.au www.spoke.law
Virtual CounselRisk reductionAosphere.comCooleygo.com
Advisors/Managed ServiceCompliancehr.comUnitedlex.comRiverview Law
New Fee ModelAFA. Team SchedulingAssocipartnerSales/RainmakersIpshark.comRethinklaw.orgBlog.lawtrades.com
Other Legal Services & Support examplesClearspire to LegalMosiac, VLP Law Group, LegalForce
47October 2016 - © 2016 SureSkills
Adoption of AI/IAcontract review of risk & value
Voice Recognition & Digitizedno paper
Mobile First -> AI Firstquick & easy to use
Drafting 2.0 Case/Project Management
Where will the Transformation Happen?
Consulting Features
48
Lean 6 Sigma
Non FE’s becoming FE’s
Value Billing
New Corporate entities (LS; Consulting; More…)
International Focus
IT & R&D Function
October 2016 - © 2016 SureSkills
• Agile support is the continuation of the core agile principles that have been followed within the delivery phase after a service has gone live…• Individuals and interactions over processes and tools• Working software over comprehensive documentation• Customer collaboration over contract negotiation• Responding to change over following a plan
• Support Team Structure• Developers• WebOps• Analysts / Architects• Scrum Master• Security• UX
Agile Support
What is Agile Support?
• Essentially both are Agile methodologies but Kanban work would be ongoing and not broken into individual sprints.
• Scrum approach isn’t suited to Support as emergency incidents received would disrupt a running sprint.
• Kanban very customisable. Every instance of it will be completely different (eg. Different workflow, limits, etc.) therefore easily adaptable to teams / projects / customers.
Kanban v Scrum
What’s the difference?
A method for managing knowledge work with an emphasis on just-in-time delivery while not overloading the team members.
Key components are a recognised workflow, a mechanism to visualise it and metrics to measure effectiveness.
Work limits are key where certain states or members cannot be overloaded (ie. Work-in-progress limits)
What is Kanban?
Kanban
• If you try to do more things at the same time, you will take longer to complete them all• Better to focus on highest priority/quickest win items to ensure continuous progress• Work In Progress (WIP) limits restrict the volume of tasks engineers are allocated creating focus
How does Kanban help?
Kanban helps focus and prioritise
• Agile delivery doesn’t stop with Go-Live• Clients require a continuation of Agile delivery throughout project lifecycle• Once Support take over there’s still a requirement for continuous
improvement• Kanban is the best fit as engineers handle multiple incidents across
multiple projects continuously• Greater chance of continued business as uninterrupted service
management following delivery support transition
Kanban in Support
Why Kanban in Support?
• Get organised within your team and your project• Create a visualisation method (ie. Board)• Be dedicated – It will not be second nature at first and will need to be worked at• Evolve with it – Don’t stick with an element that’s not working. Change is perfectly fine
within Kanban so make it your own
Getting Started with Kanban in Support
How to begin with Kanban
• Someone to “lead”• Daily calendar 10min morning stand-up invite to all team members• What did you do yesterday?• What are you going to do today?• What blockers are in the way of making progress?• **Do not discuss the details of the incident**
• Large whiteboards fixed on the walls• Regular sweep comparisons of the board to KIM• Managers have to participate too
How to adopt Kanban
• Before Go-Live…• Embedded support staff for final 2-4 sprints• ½ funded by support & ½ funded by delivery• Full collaboration within delivery team as scrum resources• Knowledge transfer & Skilling up
• After Go-Live…• Improved documentation brought back to support• Improved visibility of support staff by the customer• Service design package creation leading to new delivery phase (ie. DVLA phase 2)
DVLA Support
DVLA Case Study
• High-profile GDS exemplar project for online electoral registrations• Unique on-site familiarisation transition phase following go-live into support• 2 support staff embedded into GDS onsite for 6 weeks to assist with delivery of
change and gather knowledge (1 x WebOps & 1 x Application)
• Kanban support of all incidents, change and service requests• Kainos Incident Management (KIM)• Kanbanflow.com• ITIL-aligned support delivery
• Sprint-based delivery of change• Mixed team of WebOps and Application executing fortnightly sprints of pre-agreed
backlog changes• Daily remote stand-ups with direct Cabinet Office involvement
Cabinet Office (IER) Support
IER Case Study
• An increase in work items within a specific column indicates a blockage during that life cycle phase• An increase in coloured cards / “dots” indicates a project/engineer overload• A reduction in lead times indicates an improvement in service management to the customer
Measuring Agile Success
How to tell when agile is working
• Kanban adopted within support in June - piloted across a number of teams • Clear reduction in lead times across all agile projects (Pre-Kanban avg vs Post-Kanban avg)• Seamless transition of delivery stories into support tickets
Measuring Agile Success
Kainos’ Agile Support Metrics
Challenges for Agile Support so far
Offsite• Physical board impossible to
see so unable to know allocated tasks
• Inability to update the board with progress to inform other team members or add new tickets
• Solution! Digital version using Kanbanflow.com and dual updating adopted
M Integration• Need to stop duplication of effort in
replicating KIM (incident) details
• Retain KIM security and confidentiality so 3rd party tool has to be limited to KIM# and title only
• Solution! Potential project for someone to create a kanban.kainos.com which hooks directly into KIM, shows all projectsand is secure enough to display full incident details
Adoption• Encourage team enthusiasm
towards stand-ups and board editing
• Diligent attendance of stand-ups
• Keeping update content to a minimum
• Solution! Perseverance and recognition that it is worth it to have better organisation and improved service
• What are the current gaps in the delivery of support on Agile projects?
• How do we ensure support is considered from the outset of a project?
• How can we ensure that the relevant governance is in place for a service as soon as it goes live?
• Should there be a separate Support team on an Agile project, or is it a continuation of Development post go-Live?
• If separate teams:
• Should we embed support engineers within the current delivery team, and when?
• Should we facilitate the use of delivery staff in a supporting role post go live?
• How do we address the allocation of work between break fix, enhancements and continuous improvements?
Agile Challenges
What agile challenges are still present?
Successes of Agile Support so far
Organisation• Much better visibility of your
workload
• Better daily planning as a result of stand-ups
• Improved teamwork as immediately obvious what other team members are doing allowing distribution of incidents more efficiently
Customer Service• Improved lead times from open to
close
• Regular prompting of customer-owned incidents
• Improved customer service satisfaction ratings
• No visible gap in service provision to the customer. Continued agile throughout.
Management• Better visibility of engineer
workloads
• Better visibility of project workloads
• Earlier visibility of incident blockers as a result of stand-ups
• Less interaction with the team required
• Scrubbing the defects
• Time-bound sprints
• Support and development team collaboration
• Transparency/Visibility
• Focusing on Business Value
• Improving Quality
• Focusing on Customers
• Stakeholder Engagement
• Application of best practices from Agile/ITIL combined
How does agile help support?
Agile Benefits
Agenda
68
08:15 - 9:00 Registration - Tea/Coffee
09:00 - 9:15 Introductions & Why Best Practice Methodologies? – Gemma Morgan, Sales Manager Belfast, SureSkills
09:15 - 10:15 Digital Transformation - what challenges are organisations facing today? - Ruaidhri McSharry, Director Service Management SureSkills
10:15 - 10:45 Industry Examples / Case Studies
10:45 - 11:15 Adopt & Adapt with Real Business Value - How Best Practice Methodologies Work together? – Bill Heffernan, Service Management Expert, SureSkills & SP3 Services
11:15 - 11:45 Service Management & Digital Transformation
11:45 - 12:30 Q&A & 1:2:1 Conversations/Networking
October 2016 - © 2016 SureSkills
Why Me?
69
30 years experience in IT
15+ years specialising in IT Management Best Practice
Customers Public & Private Sector
Small, Medium & Large
Targeted improvements to organisation transformation
October 2016 - © 2016 SureSkills
So what is ITIL®
71
• A Framework
• Service Management
• Lifecycle approach
• Deliver value
• Continually improve
• Process based but 4 P’s
October 2016 - © 2016 SureSkills
“ITIL is not Agile”
72
CSI Incremental Improvement
PDCA (Deming) -> LEAN, 6 Sigma
Communication & Control Framework Inherent CSI
Cross functional collaboration
Internal & External Communication & Collaboration
Manage Delivery- People (resources), Process (activities), Products (technology & automation),
Partners
Services – utility & warranty
October 2016 - © 2016 SureSkills
Realities – This Example
73
Service TransformationUtility to Trusted Partner
Service Provider (not Technology management)
Business Aligned (Value Adding)
Trusted Partner
Local to Global
October 2016 - © 2016 SureSkills
Year 1 Establish core (basic) Organisation,
processes, systems Relatively ‘Waterfall’
Year 2 + 3 Organisation Objectives (e.g.
Globalised services) Service Improvements /
Remediation
Strategic Objectives to Incremental Improvement
74October 2016 - © 2016 SureSkills
Objectives / Outcomes in all plans & CSI registerIncremental changes towards objectives, not projectsPriorities assessed weekly, monthly, bi-annual, annualOpportunities identification – metrics, customers (BRM), Service Owners, Process Owners
Business Strategy
IT Strategy Year 1 Year 2 Year 3
Annual Plan Cycle 1 (Q1 & Q2) Cycle 2 (Q3 & Q4)
Cycle PlanCSI Register u M1 u M2 u M3 u M4 u M5 u M6
Digital Transformation – Service Managers Perspective
76
Using earlier slides: Digital CIO Mindset
What & How of Digital Transformation
Six Steps to getting Digital Transformation Started
Digital Transformation Realities to Emphasise
Barriers to Digital Trend Adoption
Issues Facing Systems (IT) Change
October 2016 - © 2016 SureSkills
Digital CIO Mindset
77October 2016 - © 2016 SureSkills
Digital Transformation Requires Total Organizational Commitment
Traditional Digital
Strategy Efficiency Innovation
Culture Hierarchy Collaboration
Talent Low Cost High Skills
Technology Legacy Cloud, Mobile, Apps, AI
User Experience “Who Cares?” Mission Critical
IT Philosophy Default to “No” Default to “Yes”
Project Management Waterfall Iterative (Agile)
Business Model Service & Support Relationship & Partner
Source: CXOTALK
Six Steps to Getting Digital Transformation Started
79October 2016 - © 2016 SureSkills
ITIL - Value
ITIL - Service Perspective (4P’s)
ITIL - Metrics
ITIL – Service Requirements
ITIL – Continual Service Improvement (CSI)
ITIL – Knowledge & People Management
1. Business/IT relationship is key (closing the gap between both,focusing on the same goals & NOT overlooking the role of IT)
2. There is a common DNA among digital leaders and the path todigital transformation shows common traits (even if contextmatters)
3. As said, each industry is impacted, including your industry.Customers, employees, partners, nor competitors or new,disruptive players, will wait for business to catch up, regardless ofindustry
4. Digital transformation is led from the top (or at least requires firmbuy-in from the top – and all stakeholders)
Four Digital Transformation Realities to Emphasize
80October 2016 - © 2016 SureSkills
MYTH REALITY
Digital is primarily about the customer experience
Huge opportunities exist in efficiency, productivity & employee leverage
Digital primarily matters only to tech or B2C companies
Opportunities exist in all industries with no exceptions
Let a thousand flowers bloom, bottom-up activity is the right way to change
Digital transformation must be lead from the top
If we do enough digital initiatives, we will get there
Transformation management intensity is more important for driving overall performance
Digital transformation will happen despite our IT
Business/IT relationships are key, & in many companies they must be improved
Digital transformation approach is different or every industry & company
Digital leaders exhibit a common DNA
In our industry we can wait & see how digital develops
There are digital leaders outperforming their peers in every industry today
Barriers to Digital Trend Adoption
81October 2016 - © 2016 SureSkills
Top Barriers That Impede TakingAdvantage of Digital Trends
Barriers to any change?
But effective ITSM can help.
Same Issues Facing Systems (IT) Change
82October 2016 - © 2016 SureSkills
Top 10 Barriers of Success for Systems Implementation (Digital)
Standard IT Change issues?
Resistance to business agility?
ITIL® & Digital Transformation – My View
83
Different types of services but still services
Different service delivery models
Driving greater IT & Business collaboration
October 2016 - © 2016 SureSkills
Digital TransformationChallenging for Service Providers
But Not for Service Management
ITIL is not suitable for digital age?
84
Beware the evangelist!
Manage process but focus on outcomes – bureaucracy, fail to manage, all or nothing
ITIL® says ……
Understand business value
Manage culture – business & IT
Communications & Control – channels & content (MI)
Relationship Management (business & suppliers)
Continual Service Improvement - leadership
October 2016 - © 2016 SureSkills
Remember Pragmatic ITSM – Theory into Practice
85
Practitioner Principles
Focus on Value
Design From Experience
Start Where You Are
Work Holistically
Progress Iteratively
Observe Directly
Keep It Simple
Collaborate
Be Transparent
October 2016 - © 2016 SureSkills
Grumpy’s Principles
Understand the Customer & Market
Understand the Service Provider
Validate / Create Strategic Vision
Understand / Focus on value
Engage Senior Stakeholders
Don’t implement ITIL®
Get visibility (services & delivery)
Communication & Control Framework
Incremental Improvement
Service Managers in charge (not process)
Parting Advice
86October 2016 - © 2016 SureSkills
One Solution does NOT Fit AllITIL®, DevOps, Lean, 6 Sigma, Kanban, PRINCE2™, SCRUM….
Adopt & Adapt
What Digital Transformation means to me?
87
Digital Transformation: Does not require a new service management framework
Does not challenge ITIL® Principles
Can help transform the business perspective of services and service delivery …….
October 2016 - © 2016 SureSkills
OPPORTUNITY
IT as Service Champions in the business?
SureSkills Ireland
14 Fitzwilliam Place, Dublin 2, D02 W025, Ireland
Sales: +353 1 240 2262 Reception: +353 1 240 2222 Fax: +353 1 240 2233
info@SureSkills.com
SureSkills N. Ireland
Callender House, 58–60 Upper Arthur Street, Belfast BT1 4GJ, United Kingdom
Sales: +44 28 9093 5565Reception: +44 28 9093 5555 Fax: +44 28 9093 5566
niinfo@SureSkills.com
SureSkills Canada
1 Rideau St #748, Ottawa, ON K1N 8S7, Canada
Phone: +613 319 1161
cadinfo@SureSkills.com
SureSkills USA
Suite 200, 7000 N. MopacExpressway, Austin, TX 78731, USA
Toll Free: +1 855 278 7555
usainfo@SureSkills.com
Thank you
Ruaidhri McSharry
Director Service Management
SureSkills