Skip to main content

Agile Principles & ITIL

Underlying and supporting the Agile Manifesto are the twelve principles that help to bring the Agile philosophy to life. The DevOps movement encourages us to adopt and adapt these principles into the ITIL lifecycle not to reinvent it, but to allow us to make it spin faster.  Let’s take a look at them individually and interpret them from an ITIL, operational and support perspective.
  1. Our highest priority is to satisfy the customer.  We do this through early and continuous delivery of the proper utility & warranty.
  2. Welcome changes, even late in development, by using well defined and nimble change, release and deployment management, teams and models, allowing our customers to remain competitive in their given market spaces.
  3. Deliver updated working services frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. OK that one I modified a bit. We’ll  be Agile about it.
  4. Business people and IT must work together daily and collaborate from Strategy to CSI. Yes you will get things done.  See the bullet #3.
  5. Build projects around motivated individuals. Create a safe environment with clear goals and trust the skills you hired these people for. Empowered and responsible people will make it happen.  No one wants to fail.
  6. The most effective and efficient method of communication is face to face.  Remember lost in translation? How many times have you run through an email chain over a period of hours or days and still not been on the same page as the person or group you are communicating to?  Use your words and speak to one another.
  7. Complete or partially well defined and aligned processes that underpin service delivery and deliver measurable value to our customers are a primary measure of progress.
  8. Promote sustainable activities (just enough artifacts).  Create processes that can be quickly delivered in smaller integrated increments and on a continual basis through justifiable improvements that remain customer focused.
  9. Continuous attention to technical excellence and good design enhance agility.  It facilitates the introduction of services into the supported environment yet embeds continual improvement in all designs allowing us to meet current and future business needs.
  10. Simplicity, the art of maximizing the amount of work not done, is essential. Our processes have just enough controls to enable business results.
  11. The best services and processes emerge from self-organizing teams. Unlike hierarchical teams, self-organization will happen within the boundaries and against defined goals. Teams will choose the most efficient and effective ways to accomplish their work.
  12. At regular intervals, we reaffirm our customer’s requirements and then readjust our focus and behaviors appropriately.

Comments

Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you.

Roles and Responsibilities:
Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance.Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables. An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the policies (r…

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service".
I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize:
SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle.
ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with the needs …

Incidents when a Defect is Involved

Question: We currently track defects in a separate system than our ticket management system. With that said, my question is does anyone have suggestions and/or best practices on how to handle incidents when a defect is involved? Should the incident be closed since the defect is being worked on in another defect tracking system if it is noted in the incident ticket? I am considering creating an incident statuses of 'closed-unresolved' so the incident can still be reported on in our ticket management system but know it is being worked on/tracked in the defect system. With defects, it is possible that we may never work on them because they are very low priority and the impact is low to the user. However, in some cases a defect is being worked on. Should we create a problem ticket instead?
Thanks, René W.

Answer: RenĂ©. In ITIL, the activity you are describing is handled by the Problem Management process. ITIL does not use the term “defect” but it does use the term “known error” to…