I was recently asked to clarify the roles of the Process Owner, Process Manager, and Process Practitioner, and wanted to share with you information from our Certified Process Design Engineer (CPDE) class. Roles and Responsibilities : Process Owner – This individual is “Accountable” for the process. They are the go-to person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed, and documented ( check out our free process design templates !). They also 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 could be… “All Incidents must be logged”. Policies are rules that govern the process. The Process Owner

LEAN Principles LEAN principles originated in Japan with the “Toyota Production System” and have evolved from manufacturing. Tools and techniques for LEAN are rocking the world of Information Technology (LEAN IT). LEAN does not stand alone! There is a DevOps Foundation certification class available that explains how LEAN, AGILE and ITSM dove tail together to optimize a DevOps integrated delivery pipeline. The core idea is to deliver customer value while eliminating waste ( Muda ). The goal is to provide value to the customer through a perfect value creation process that has zero waste. What About KANBAN? KANBAN is one of many techniques utilized for LEAN practices and results in an increase in productivity and value for individuals and teams. In Japanese the word KAN means visual and the word BAN means board. KANBAN is a visual board that helps teams to visualize work and get more done. If you’re reading this because you are interested in using KANBAN for yourself or your team,

Learning the principles and practices of DevOps or Agile Service Management or learning how to become an Agile Process Owner are great, but having the credential that validates that you are certified could be a game changer for you in your career path.  There are many certification courses available from the DevOps Campus so be sure to browse through to find those that are best suited for your or your teams career path or job role function.   If you are just getting started there are a lot of free resources available to assist you on that journey. Two free whitepapers that I found helpful were: What is DevOps? - This is an in-depth overview for DevOps with a lot of good information .  It’s a great getting started and study guide. What is 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 facilitat

This blog is in response to those IT Professionals who want to know what to expect f or the “ Managing Across the Lifecycle ” (MALC) class, taking the exam and receiving both the MALC and ITIL Expert certifications upon passing the MALC exam.  If you have talked with others that took this class and the exam a few years ago you will be happy to know that the format of this class has changed from what it used to be.  Classes are filled with interesting dialogue, exercises and even laughter as IT managers and practitioners with varied skill sets work together to validate competencies and knowledge for: Key concepts of the service lifecycle Communication and stakeholder management Integrating service management processes across the service lifecycle Managing services across the service lifecycle Governance and organization Measuring and demonstrating business value Implementing and improving service management capability Sounds simple right?  It's the level of detail in e

Business requirements are not static.  The rate of dynamic change for new evolving business needs is increasing as you are reading this blog.  The traditional software development practice for building one big honking monolithic program to provision services is not applicable to the explosion of need. This old way of thinking and deploying is not conducive to Agile.   To understand a microservice let’s first start with our traditional view point.  For this purpose, let’s say that you want to build a “Self Service Catalog”.   To make this seemingly complex service less complex let’s break it up into many microservices.   For example; one microservice might be for “Creation of Online Account” another for making a selection from the “Service Catalog”.  One might be to “Select Payment Method” and yet another microservice for “Invoicing” and so on.  These are many microservices or sub-services that will eventually be connected via Application Programming Interfaces. These microservices

Artificial Intelligence (AI) is on the move and the race is on.    In previous years, and for the most part even today, AI has been dominated by the worlds high tech companies like Google, Microsoft and Amazon.  Regardless of where you work or the size of your business, the industry is starving for more information and true knowledge management.  AI goes beyond knowledge management and moves us into knowledge engineering. As found in an  MIT Technology Review article , Microsoft has its own AI-powered cloud platform.  You may have heard of Azure.  This team is joining with Amazon to offer Gluon.  It is an interesting name. I don’t know its origin, but it is essentially an open-source deep-learning library. Gluon is supposed to make building neural nets – a key technology for AI that crudely mimics how the human brain learns – as easy as building a smartphone app. It is no longer just a high-tech game.   With the onslaught of cloud services, any/all service providers (includin

What is your biggest challenge when trying to increase the flow of work through your DevOps or Continuous Delivery Pipeline?   In a recent conversation an IT Director laughingly said that his greatest challenge was that they can not get the development “Divas” to recognize that change approval and compliance requirements are necessary and that it takes time. I chuckled as I thought to myself what those development “Divas” were thinking.   Maybe their thoughts were that those paranoid risk adverse Change and Compliance process people do not understand that we need to get this work to the finish line and we need to go fast.  Sound familiar? This is not an uncommon issue.   The us-vs-them environment, if not corrected, will continue to disrupt IT service delivery and therefore, business performance. We must recognize that DevOps and Continuous Delivery (CD) do not stand alone.   It is not just the tools and automation and, although it is more about culture, it is not just cu