Skip to main content

Agile_ITSM – Ingredients for Success! Part 2

In part one of this topic we discussed the “dynamic” needs of business and also discussed how we the service provider must be “agile” to meet those dynamic needs.  Understanding of course that none of that can be done without the support of “processes and technology” and the best practices that enable them. 

In part two of “Agile_ITSM – Ingredients for Success” I would like to discuss the most important ingredient for the success of all service providers: people.  

People

People with their skills, their diversity, their productivity and innovation are at the heart of agility and speed to deliver quality in a world where business needs and demand are dynamic.

Empowerment! Trust the intentions of your people.  We have to be careful not to hobble the productivity with micro management of staff members and their effort.  When considering trust, it is not just a matter of whether a single member of the team or workgroup is trustworthy but do you trust that the team will fulfill the mission?  Will it be ok if they do not do that in the way that you would? Do you trust it enough to get hands off and let it run?  There will always be check-in points and deadlines but sometimes it is difficult in a culture where management has been all about control. Agile encourages self-organizing teams. Let the team govern themselves with guidance and leadership and most importantly support from management and then they will truly be empowered.  Guide, coach, encourage and lead the group.  Empower with clear direction to the individual but also empower the team or workgroup to work as a single entity able to ebb and flow with the changing tide.  Being rigid will not help us to deliver with quality and speed when the business requirements and demand are dynamic.

Shifting the Culture – It’s all about the “People”.  When it comes to provisioning a service and Agile_ITSM we are really talking about a cultural shift.  Many of us have been or are still caught in the internal or external silos that manage the design, transition and/or operation of our services. Those silos often end up in a lot of finger pointing with crossing T’s and dotting I’s for the sake of saying “I did my job”.   How much time, money and resources are wasted collecting data, documenting tasks, and reporting on “It’s not my fault”?  We know this is counterproductive.  In the same way that we want our departments to function with clearly defined roles, common goals and outputs, we also want our processes, technology and workgroups that form to focus on business value.  We cannot continue to silo departments, processes, and technology and expect to be agilet. 

I particularly like this quote from a recent Scrum Alliance webinar where Bob Hartman stated “SCRUM is a framework for completing work that recognizes and embraces the realities of life and the value of people."

Process cannot be executed without people.  Projects cannot be completed without people.  “People” are our single most important and not-so-secret ingredient.  If empowered, it will be the “people” that make it work!


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 th

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

ITIL 4 – Decoupling Deployment from Release Management Practice

ITIL 4 is an evolution of ITIL V3. Before we start talking about specific processes or practices, it is important to stress that the focus has shifted. ITIL 4 gives us a fresh perspective to service management and emphasizes the customer user experience, the approach to the overall service value system, the service value chain and value streams , and much more.  Download the What is ITIL 4 document from the ITSM Academy Resource Center and be sure to read past the first few pages for more information on the new perspective that drives modern service management. The emphasis is on value from the customer user experience and integrated holistic approach. That does not mean that the processes are going away. Today we refer to a process as a "practice". Practices are broader in scope than processes and include all 4 dimensions/resources including the process. Two processes or “practices” that have been decoupled in ITIL 4 are the Deployment Management practice an