Skip to main content

Agile Process … What?! Is That an Oxymoron?

To survive in today’s competitive business climate organization’s must respond quickly to their customers’ evolving needs and desires.  How many times have you heard that? We know from experience that an agile culture where agility is gained through people, process and tools can enable organizations to gain market share and competitive advantage.  And still, more organizations than not silo agile principles to software and product development. Ever wonder why, as an industry, we are not getting the types of returns that are expected from our efforts?

Agile software development alone will not get us there!  Other factors include:
  • Ability to quickly respond to customer feedback and needs – Customer engagement.
  • An understanding that the customer and business requirements are dynamic and that we must have agile processes in place to respond to them. (Not only agile development)
  • Sustained innovation and speed from idea to end of life for the service and processes.
  • Increased employee engagement, creativity and profitability and talent retention. This could include the support of DevOps, Agile Service Management and Agile Process Owner training and education.
  • New behaviors that are encouraged through experimentation and learning in Development, in Test, in Release and most importantly in Service Operation.
  • Making smaller incremental changes to processes as well as services.
  • A keen pulse on the cadence of demand and having processes in place to meet it. 
  • Agile Process Owners that are skilled enough to ensure incremental improvements that keep service management lean and adaptive.
Agile Service Management throughout the value stream is the only way that organizations will truly be able to achieve the level of agility and value that is required.  In order to obtain this, we must educate and inspire staff, managers and process owners.  Without agile processes that support the activities it will be difficult to streamline and also very difficult to automate. What if we were to have agile software development and then at the same time have overburdened, bureaucratic, change management and other ITSM processes?  What could we gain?  More importantly, how much is that costing?  

A process owner is the individual accountable for the performance of a process and for ensuring the process delivers value to its stakeholders.  Process owners manage the requirements of process stakeholders, translate those requirements into process performance objectives and oversee the entire process design and improvement lifecycle. We need agile people and must have agile processes to support customer and business dynamic requirements.  

It is becoming more apparent every day that we simply cannot silo “Agility”.  Having “Agile Process” is not an oxymoron.  In many cases Agile Service Management with agile process is the missing element in our formula for success.

To learn more about Agile Service Management or to obtain Certified Agile Process Owner information and certification:  http://www.itsmacademy.com/Agile

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: René. 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…