Skip to main content

Agile Service Management – Techniques and Methods

Most of us are aware that Agile can be used to improve the effectiveness and efficiency needed for software development.  Agile core values and principles are defined in the Agile Manifesto . But wait!  There is more! While there are many techniques, methods and frameworks that can be utilized to ensure agility within your organization, what is important to note is that they can and should be expanded beyond software development.  

Agile Values are realized via many different techniques and methods including:

Continuous integration - A software development practice where:
  • Members of a team code separately but integrate their work at least daily
  • Each integration goes through an automated build and test to detect errors and defects
  • The team collectively builds the software faster with less risk

Continuous delivery - Continuous delivery does not infer that you are deploying every day or every hour. It means that you COULD release when needed.  It is a software development practice where:
  • Software is always in a releasable state
  • Automated testing and deployment is standard
  • Continuous integration is the norm
  • Collaboration between Development and Operational teams (DevOps) is necessary
  • Organizations can rapidly deploy enhancements and fixes

Scrum - Scrum is a simple framework for effective team collaboration on complex projects. Scrum provides a small set of rules that create “just enough” structure for teams to be able to focus their innovation on solving what might otherwise be an insurmountable challenge.  While Scrum was originally intended for software development, it has been successfully applied to other types of complex projects and is”:
  • The most commonly applied Agile practice
  • Deceptively simple yet difficult to master

Kanban - A Kanban board makes work visible and enables team to:
  • Limit work in progress (WIP)
  • Measure velocity (quantity of work done in an iteration)
  • Design and improve processes (i.e. Change and Release)
  • Improve standard operation workflows

ITSM - ITIL defines the processes and best practices that underpin Agile Service Management:
  • ITIL promotes an integrated process approach around a service lifecycle

Lean - The goal of lean thinking is to create more value for customers with:
  • Fewer resources
  • Less waste

These are just a few of the techniques and methods that can be expanded beyond software development for Agile Service Management.  Agile Service Management (Agile SM) ensures that ITSM processes reflect Agile values and are designed with “just enough” control and structure in order to effectively and efficiently deliver services that facilitate customer outcomes when and how they are needed.   

If you are interested in learning more about Agile Service Management or if you would like to become a Certified Agile Service Manger (CASM) …


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

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for 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