This is part 2 of a 2-part article, read Part 1.
Theory to ACTION!
At the end of the short simulation exercise (1 ½ hours) we asked delegates, ‘What did you experience from applying ITIL® 4 theory that you will now take away and try to apply in YOUR organization?
One comment was this: ‘I saw the ITIL 4 presentation in the conference. I understood it. It is very high level. I could not see immediately the added value above our ITIL v.3, nor how we could use it without a significant investment or redesign. But this clearly showed how you can ‘Start where you are’, and adopt the Guiding principles to start changing mindsets and agreeing ‘desirable behaviors’, such as ‘Collaboration’ and ‘Feedback’ across the various value streams’.
- Identify the different types of ‘Demands and Opportunities’ (types of work) that need to flow through the value chain. (E.g Projects, features, incidents, changes, defects, events, emerging technologies, Service improvements) and where they enter the value chain.
- Understand the different stakeholders and what value means to them (customer requests and user features and the expected value, problem management reduction of risks and value leakage, emerging technologies to reduce toil and wasted manual activities so that more value adding work can be done for the business).
- Getting the end-to-end stakeholders to map, for each type of work, the value stream as well as the ‘blockers’ and ‘wasted time’ spent on repetitive, manual tasks and work-arounds (toil) in operations.
- Break out of the internal ‘process focus’ and internal IT language. ‘We need to focus on business language and show and understanding of value related to demands and to business critical times’.
- Use BRM (Business Relationship management) capabilities at the engagement stage to gain business understanding and value creation expectations of ‘Demands and Opportunities’. Translate these into effective prioritization and decision making. (Embedding Governance (decision-making rights) in teams.
- The need to integrate ITIL processes (practices) across the chain. No more process silos - incident, problem, change - Integrate as part of a value chain. (Most delegates recognized current process SIL’s).
- Use Service Management and Problem Management capabilities to quantify value leakage (events, issues, defects) and quantify value improvements (problems, emerging technologies and service improvement items).
- Problem Management needs to better understand and visualize the value leakage impact caused by repetitive outages and the potential impact to value creating initiatives, and help justify resource allocation and decision making.
- Use visualization to show ITSM resource allocation across types of work and engage with the business to prioritize.
- Ensure governance balances prioritization of resources around value creation vs value leakage vs value improvements.
- Break down existing SILO’s - Departmental. E.g. DevOps, Testing, as well as a Framework SILOs Agile vs DevOps vs Lean vs ITIL vs BRM vs CobIT. Value stream mapping binds all work together and provides a common view and understanding. Map these streams and ask ALL to record improvement needs. Map and record waste. Make a business case for improvement actions that need to be added onto the value steam backlog of work.
- Teach people in current SILOs (incident, problem, change) how they fit into an end-to-end stream. This requires a ‘Mindset change’.
- Mindset change: visualization of everything in terms of value.
- Have Service Management facilitate value stream mapping, end-to-end with a BRM role and Product Owner. The Product Owner is more concerned with the stream ‘feature to code commit, Service Management (ITIL 4) extends this to ‘demand to value’, with an eye on governance (prioritization and decision-making) and continual improvement (end-to-end) and BRM with a core focus on value optimization with business line owners.
‘I recognized the situations in the simulation from our daily work. A lot of wasted manual work in operations and although we are doing ITIL v.3 we still have what we saw today, SILO’d approaches to processes like incident, problem and change, not extending into the development domain. We also recognize the struggle of justifying the value of ITSM, especially when we have so many internally focused metrics. We saw today what an eye-opener it was for the Product owner and Sales director when we showed them the complete value stream and the amount of work, as well as the amount of waste’.
‘The Service Value System (SVS) is a powerful dialogue tool, it raised some great discussions with the business around ‘Demands’, in relation to value, and the need for governance of decision making around value creation and value leakage, so that we could effectively prioritize resources and align them end-to-end to deliver optimum value’.
- How will YOU now translate YOUR ITIL 4 knowledge into behaviors and results that enable YOUR business….
- How will YOU justify the need to invest in ITIL 4?....
- How will YOU gain buy-in from the end-to-end stakeholders in the Value chain?
- An ITIL certificate is just the start. Although the ITIL 4 certificate is valuable, maximum value is realized by translating theory into practice, and knowledge into business results.
- What are YOU doing to ensure that ITIL 4 theory is translated into new behaviors?
In this dynamic business simulation delegates play the Mission control team for SPACE-Y, the company that is responsible for the MarsLander mission. They will have business roles such as a Sales Director and a Product Owner who, together with Application Development, will ensure fast releases of new requests and features. They will have an IT operations team responding to events, incidents, changes, as well as engineering new solutions and services. The team will have a Service Manager responsible for service levels, new services and service improvements. All of this supported and enabled by a vendor offering services, cloud solutions and emerging technologies. The team must demonstrate they are able to work together as an end-to-end team to deliver value? But what is value? And value to who? At the same time will the team be need to manage risks, prevent value leakage and accommodate changing business demands? Will ITIL 4 help, or is it a set of theoretical practices and another certificate? Only YOU can determine that! Demonstrate you can translate theory into practice!
Read ITSM the next generation: To boldly go where no ITIL has gone before - Part 1.
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