leveraging best practice methods in an age of digital transformation belfast - slides

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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


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.


Why Best Practice Methodologies

6

Best Practice?

Proven

Common Sense

3E’s – Effective, Efficient & Economical Use of Resources

Agile & LEAN

Assurance & Confidence

Governance & QA


Frameworks - Options


Best Practices Everywhere


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

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.

What is the Reference Point for Digital Transformation?


Digital Transformation - Music


Digital CIO Mindset


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


Top Barriers That Impede TakingAdvantage of Digital Trends

Digital Leaders & Change


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


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

The “What” & “How” of Digital Transformation


Four Types of Digital Maturity


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.

Maturity by Industry


Digital Maturity Matters in Every Industry


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


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

How Digital Transformation Changes the Nature of Work


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



The Digital Transformation Divide

Digital Strategy is Not Yet Business Strategy


Stages of Digital Transformation


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


Know where to startCustomer

Experience

Culture

Organization

BusinessModel

Processes

Infrastructure

Leadership &Capabilities

Creating a Digital Transformation Engine


Digital Transformation: Catalysts & Inhibitors


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

Dynamic Value Opportunity


BUT………….

Six Steps to Getting Digital Transformation Started


Digital Reshape

38

Digital can reshape every aspect of a modern enterprise


Building Digital Maturity: Digital DNA

39

1. Transformative Vision

2. Digital Governance

3. Engagement

4. IT-Business relationships


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

40

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


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

You Don’t Become Digitally Mature Overnight


42

Digital Service Management


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


Go from Zero to One

Leverage the world where your clients experience

does not exist (yet)

Nespresso; iPhone; Amazon; Groupon

Instagram

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)


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


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


Lessons from Previous Transformations


50

Case Study


Mark TumiltyKainosDelivery Manager

Presented by

Stephen McCalden & Mark Tumilty

Delivering Agile Support

• 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

Physical Kanban Board

Digital Kanban Board

• 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


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



ITIL® - Agile Service Management?

So what is ITIL®

71

• A Framework

• Service Management

• Lifecycle approach

• Deliver value

• Continually improve

• Process based but 4 P’s


“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


Realities – This Example

73

Service TransformationUtility to Trusted Partner

Service Provider (not Technology management)

Business Aligned (Value Adding)

Trusted Partner

Local to Global


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


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

The Bottom Line?


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


Issues Facing Systems (IT) Change


Digital CIO Mindset


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

What & How of Digital Transformation


Six Steps to Getting Digital Transformation Started


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


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



Top Barriers That Impede TakingAdvantage of Digital Trends

Barriers to any change?

But effective ITSM can help.

Same Issues Facing Systems (IT) Change


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


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


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


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


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 …….


OPPORTUNITY

IT as Service Champions in the business?

Questions – SO WHAT!!


SureSkills Ireland

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Sales: +353 1 240 2262 Reception: +353 1 240 2222 Fax: +353 1 240 2233

[email protected]

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Sales: +44 28 9093 5565Reception: +44 28 9093 5555 Fax: +44 28 9093 5566

[email protected]

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Phone: +613 319 1161

[email protected]

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Toll Free: +1 855 278 7555

[email protected]

Thank you

Ruaidhri McSharry

Director Service Management

SureSkills