By Donna Knapp   At one point in my career, I was a change manager. I ran my company’s change advisory board (CAB), and I spent endless hours trying to convince project managers to submit requests for change (RFCs). Despite my best efforts, I invariably had to explain, fairly often, that ‘poor planning on your part does not constitute an emergency change on mine.’ At that time, the change manager role was one of the many hats that I wore. My ‘real’ job was service desk manager. We called it a ‘hotline’ then and so yes… it was many, many years ago. In that role, I and my team saw the impact of poorly executed and failed changes. We dealt every Monday morning with the chaos that came out of the massive changes made over the weekend. That was then. Since then, much has changed. But it was through that lens that, more than 10 years ago, I first started researching a movement in the IT industry called DevOps. At the time, it was early days for DevOps and individuals and organizations were s

Attending a quality online Instructor-Led Virtual Classroom  allows you, the learner, to immerse in material that is presented in a fun, practical manner.  This is NOT a Webinar! This is NOT an e-learning self-paced computerized course.  You are not on your own!  Instructor-Led Virtual Classrooms allow you to :  Learn online with a live experienced instructor. Interact in group discussions and activities with others in the class. Engage your instructor with ongoing Q and A throughout. Listen to or share real-world examples. Participate in analyzing sample exam questions with the instructor.  Collaborate with chat, open mic, polls, and other interactive tools – VOIP or phone!  Learn from; review sessions, videos, workbook activities, study aids, Reference Cards, and more! Benefits Include: Take a class at your home or office – more time for you and yours! Receive materials online – no shipping.  No travel, no TSA, stay safe and self-distanced!  Less overhead, redu

By Donna Knapp For many organizations, the COVID-19 pandemic exposed one of two ends of a spectrum: poorly defined processes, or overly-rigorous processes. At either end of the spectrum, these organizations likely struggled to adapt as the pandemic impacted our lives. For those with poorly defined processes, things were probably pretty chaotic. For those with overly-rigorous processes, things were most certainly taking way too long. Even organizations with well-defined processes felt, and continue to feel, pressure to speed up the flow of work, minimize toil, and automate processes where possible. To do this, they must develop a culture of continuous improvement and learning. Continuous improvement is an ongoing effort to improve all aspects of an organization; its people, processes, tools, products, services, and experiences… all of which are tightly integrated. Whether improvements are large or small, what matters most is that they are constant. The highest performing organizations a

I really like teaching Site Reliability Engineering (SRE) Foundation course.  I find it really effective to link SRE Foundation to the learners’ needs of incorporating SRE core concepts to ITSM and DevOps (and any other framework!)  This course allows me to explain how SRE improves operational excellence and quality, a key performance measure for ITSM. It also allows me to explain how SRE improves Automation, not only with the DevOps pipeline, but also how Ops uses this data to improve the flow of work into operations, and then automate repetitive tasks by utilizing tools (e.g., ChatOps).  Most importantly, SRE improves collaboration with customers, defining Service Level Objectives (SLO’s) so that IT consistently achieves (and exceeds) customers’ expectations AND delivers VALUE for the organization.  Automated monitoring is NOT enough these days, we must include observability, using automation to manage security, and ultimately delivering improved IT service quality to the business.

Originally posted on DevClass , June 22,2021 written by Joseph Martins and sponsored by Axelos Experience is everything when it comes to delivering IT-enabled products and services. But it’s no longer about how many deadlines your team smashed, how often you’d exceeded service-level agreements (SLAs), or how many lines of code you’ve spat out. Rather it’s about how the services and products you deliver impact the rest of the organisation’s ability to do their jobs, increase productivity, deliver customer satisfaction and co-create value. “Experience” may be seen as subjective, even ephemeral, compared to the traditional IT metrics, deadlines and SLAs. But if you want proof of its importance, consider how ITIL® 4, the latest revision of the best practice framework for service management from AXELOS, focuses on improving user experience of digital services and how this enhances productivity right across the organisation. Ian Aitchison , VP Product Management at Nexthink, the leader in di

Guest Host Post by Jayne Groll previously posted on The Enterprisers Project , May 13, 2021 The Site Reliability Engineer (SRE) role continues to gain momentum in enterprise IT. Hiring managers, consider this advice on how to spot a strong candidate. Site Reliability Engineering (SRE) continues to gain momentum among IT organizations. According to the Upskilling 2021: Enterprise DevOps Skills Report, 47 percent of survey respondents (up from 28 percent in 2020) say SRE is a must-have process and framework skill. As the demand for strong SRE skills rises, so does SRE hiring . However, a challenge for business and hiring managers is determining which skills, traits, and competencies make a strong site reliability engineer. I asked several DevOps Institute Ambassadors and SRE subject matter experts to weigh in on what makes a great SRE. Here’s what they had to say: 1. "Great SREs have a passion for high-quality automation . They have a lot of ideas about automation of toilsome prod

Retirement is a time that marks a new beginning. It’s a major transition that isn’t always easy. This is  true whether it relates to the retirement of people, or a technology, or as is the case with ITIL v3 Foundation, a certification. Like other major transitions, the retirement of ITIL v3 Foundation has sparked a variety of emotions and concerns. On a positive note, we can look back fondly on ITIL v3 and celebrate the progress that it has enabled us to make in terms of promoting the value of service management. It helped us to understand what processes are and the importance of continually improving those processes. It also paved the way for us to understand the importance of aligning service management with business requirements. Concerns, however, have started to creep in. Is ITIL v3 enough in the digital age? Or perhaps more importantly, is ITIL v3 too much when viewed through the lens of adjacent ways of work such as Agile, Lean, and DevOps? Have our processes become unnecessaril

Originally posted on devclass.com, June 22, 2021 and written by Joseph Martins. Sponsored Experience is everything when it comes to delivering IT-enabled products and services. But it’s no longer about how many deadlines your team smashed, how often you’d exceeded service-level agreements (SLAs), or how many lines of code you’ve spat out. Rather it’s about how the services and products you deliver impact the rest of the organisation’s ability to do their jobs, increase productivity, deliver customer satisfaction and co-create value. “Experience” may be seen as subjective, even ephemeral, compared to the traditional IT metrics, deadlines and SLAs. But if you want proof of its importance, consider how ITIL® 4, the latest revision of the best practice framework for service management from AXELOS, focuses on improving user experience of digital services and how this enhances productivity right across the organisation. Ian Aitchison, VP Product Management at Nexthink, the leader in digital

By Donna Knapp and Jeff Jensen Let’s answer the obvious question first. What is a service management office (SMO)? ITIL® describes an SMO as a “group or department that functions as a center of excellence for service management, ensuring continual development and the consistent application of management practices across an organization.” So given that service management is a “set of specialized organizational capabilities for enabling value for customers in the form of services”, it is the SMO that helps the organization to develop these capabilities. A SMO can be formalized and have significant authority to drive service management in the organization, or it can be less-formal teams focused on continual development of the organization’s management practices. In some organizations, the SMO provides a management structure for the various practice/process owners and managers to report into. This also allows for a roll-up of enterprise metrics and reporting, and in some cases provides