Agile ITSM: New Ways of Working for High Velocity Teams
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The document discusses agile IT service management (ITSM) practices aimed at enhancing adaptability and collaboration within IT teams. It emphasizes the importance of fostering a culture of trust, utilizing automation, and embracing lean methodologies to improve service delivery and incident management. Key elements include shifting to practices that focus on value, decentralizing support, and leveraging knowledge-sharing to enhance overall team performance.
Agile ITSM: New Ways of Working for High Velocity Teams
- 1. Agile ITSM New ways of working for high velocity teams PAUL BUFFINGTON | PRINCIPAL SOLUTION ENGINEER | ATLASSIAN VIDHU SHARMA | SENIOR PRODUCT MANAGER | ATLASSIAN
- 3. What are the challenges facing teams? AgileatScale DevOps PortfolioManagement ITSMAgile Digital Business Software IT
- 4. the 21st century is not predictable… you don’t need efficiency you need adaptability JEFF EGGERS - MCCHRYSTAL GROUP EXECUTIVE DIRECTOR
- 5. Culture ATLASSIAN TEAM PRINCIPLES Performance Practices activity vs value Do they promote cooperation, break down silos and champion continual learning? What are their guiding principles & values? Which practices need attention? Which practices mater most? IT teams Focuses shifts modules to practices
- 6. Open
- 7. CLOSED Hoarding of information Knowledge loss Eroding of innovation Cloudy division of labor Inflexible processes Office politics Being out of the loop Distrust Social exclusion Much of the world works, often unwittingly, in a closed way.
- 8. The means by which we transform the way we work, play, and live with each other. OPEN Freely accessed information Knowledge base Share honest opinions Genuine diversity Flexible processes Low barrier to great tools Ideas come from anywhere Trust Social inclusion
- 9. TeamPlaybook LEADERSHIP SERVICE PROJECT TeamHealth TeamPlays www.atlassian.com/team-playbook
- 10. adaptable to the team lean & agile ways of working empowered teams decentralized ‘level z’ support focused on delivering value low-code / no-code platform app marketplace ITSM OF TOMORROW Convergence of Agile and ITSM
- 11. NEXT EVOLUTION OF ITIL - ITSM GETS AGILE The Fourth industrial revolution brings us ITIL 4 - still includes fundamental service management elements from previous versions - “Focus on value” is a central principle - a flexible and value-centric approach - key elements include: *the guiding principles (culture & values) *the move from processes to practices *the ITIL service value system.
- 12. Teams centric Create a support environment that fit team and the mission without compromise Customer centricity Deliver services to users and the business with greater value and at a faster pace Embrace Agile & DevOps Embrace Agile and DevOps to Drive Business Value Faster Collaboration & Trust Foster a culture based on shared responsibility, transparency and fast feedback Atlassian for IT
- 13. REDEFINING MODERN ITSM TO FIT THE WAY TEAMS WORK Practices IT teams Service desk Knowledge IT projects Incident Change control Release Culture Performance
- 14. Supporting the business with Service Request Management Deliver amazing Self-Service Alexandre Godreau (Unsplash)
- 15. SHIFTING TOWARD LEAN & AGILE WAYS OF WORKING Increased focus , agility & learning Level Zero Support Level One Support Level Two Support Level Three Support Shift left: improve customer satisfaction & lower support cost
- 16. Request MODERN SERVICE REQUEST MANAGEMENT Fulfill Complete ‣ initiate ‣ approve ‣ communicate ‣ survey ‣ measure ‣ learn ‣ improve ‣ classify ‣ assign ‣ orchestrate ‣ collaborate ‣ escalation ‣ verify Knowledge Automation & Orchestration
- 17. Legal Have a legal request? Raise a request here.
- 18. Legal Have a legal request? Raise a request here.
- 19. Streamlined Leverage automation to create a delightful service offering Knowledge centric Shift-left to deliver greater customer value Customer focused Understand needs to establish a multi-channel strategy Tips for building a lean self-service capability #AtlassianAgileITSM
- 20. BUILD KNOWLEDGE CENTRIC SERVICE TEAMS Aggregate your knowledge Centralizing your knowledge content accelerates learning and helps your team make better decisions.
- 21. Invest in knowledge culture & practices Invest in capabilities that make it easy for teams author, collaboration and share knowledge (Confluence)
- 22. Invest in knowledge culture & practices Invest in capabilities that make it easy for teams author, collaboration and share knowledge (Confluence) Peer reviews & rewards Leverage peer reviews to ensure the right knowledge base articles are published.
- 23. Invest in knowledge culture & practices Invest in capabilities that make it easy for teams author, collaboration and share knowledge (Confluence) Peer reviews & rewards Leverage peer reviews to ensure the right knowledge base articles are published. Learn & improve Use metrics and reporting to see where knowledge is best used and where the team should focus to improve.
- 24. IT service desk will no longer be defined by tiers. Instead they will operate more like cloud structures - Level Z Service Desk GARTNER 2018 STRATEGIC ROADMAP FOR IT SERVICE MANAGEMENT
- 25. TRADITIONAL IT TIERED SUPPORT & ESCALATIONS level 1 support level 2 support level 2 support level 2 support level 3 support level 3 support level 3 support level 3 support Escalation
- 26. LEVEL-Z TEAM SWARMING level 1 support Issue type? Issue priority? level 1 swarm local swarm Approach Practice Queue based escalation Chat Ops Expand team learning
- 27. Learn & Improve Monitor key metrics (SLAs, KB usage, CSAT, etc.) Open Collaboration Breaks down barriers of communication & support response Balanced Work Leverage queues, boards & ‘WIP Limits’ that balance the flow of work Tips for enabling agile service support teams #AtlassianAgileITSM
- 28. Events, Incidents & Problems IT Operations Hermes Rivera (Unsplash)
- 29. HOW PREPARED IS YOUR TEAM TO HANDLE A MAJOR INCIDENT RESPONSE? Detect + Communicate Respond + Investigate Resolve + Recover Learn + Improve • Classification • Prioritization • Coordination • Investigation • Collaboration • Document • Recover • Verify • Resolve • Learning • Sharing • Reporting Mean Time to Recovery (MTTR)
- 30. ESTABLISH AN INCIDENT PLAYBOOK FOR YOUR TEAM Detect RecoverRespond Learn Improve
- 31. ESTABLISH AN INCIDENT PLAYBOOK FOR YOUR TEAM Detect RecoverRespond Learn Improve 1. Clearly define what qualifies a major incident 2. Document your major incident practices 3. Establish your major incident comms plan 4. Ensure the best resources on the team-of-teams 5. Establish your PIR practices 6. Conduct PIRs for all major incidents 7. Publish and share PIR learnings 8. Conduct major incident simulation drills #AtlassianAgileITSM
- 32. EVENT & INCIDENT FATIGUE ITOps Team Businesssystems/ infrastructure Monitoring + Detect Respond
- 33. IMPROVE ALERT & INCIDENT COORDINATION ACROSS TEAMS ITOps Team Businesssystems/ infrastructure Monitoring + SMS Alarms Detect Respond Recover
- 34. ONE SOURCE OF TRUTH FOR IT DOCS AND KNOWLEDGE BASES Runbooks help IT teams quickly solve major incidents because they have critical service and application troubleshooting information in one place Major Incident
- 35. Invest in Post Incident Reviews Continual Service Improvement Credits: Photo by Daria Nepriakhina on Unsplash
- 36. of incident reviews are forgotten 70% Incident TimelineMajor outage
- 37. Post Incident Review (PIR) Incident Timeline Learn, improve, & share • understand all contributing root causes • document the incident for future reference (i.e. KB, KE) • implement effective preventative actions • reduce the likelihood of recurrence • improve service quality • share learnings
- 39. Tips for effective PIRs 1. Establish a team culture where learning & collaboration unlocks understanding 2. Defuse the ‘blame game’ 3. Provide a repeatable PIR process, simple to follow and encourages collaboration. 4. Knowledge sharing with KBs, KEs & Runbooks 5. Take action improve services and prevent future incidents (bugs, changes) 6. Publish & share PIR learnings - increase visibility #AtlassianAgileITSM
- 40. Fast MTTR Establish an incident game plan that expedites response to major outages Effective Communications Gain trust and improve customer comms during service disruptions Open Team Collaboration Leverage open work, knowledge sharing & ChatOps Continuous Improvement Leverage Post Incident Reviews to learn from major outages Tips for improving Incident Management #AtlassianAgileITSM
- 41. Infrastructure ChangeControl inaDevOpsWorld BALANCING BUSINESS DEMAND & RISK Thomas Kvistholt (Unsplash)
- 42. THE IT INFRASTRUCTURE LANDSCAPE HAS EVOLVED. HAS YOUR CHANGE MANAGEMENT CAPABILITY ADAPTED? Physical Services Virtualization Platform Operating System Database WebServer Messaging Applications IAAS Database WebServer Messaging Application Virtualized Infrastructure Application Platform Applications Code IT practices Change Management Change Control Release & Deployment
- 43. HOW DOES YOUR IT ORGANIZATION HANDLE THE FLOW INFRASTRUCTURE CHANGES? Initiate Plan & Authorize Implement & Verify Closure & Review ‣ classification ‣ review ‣ coordination ‣ approval ‣ planning ‣ scheduling ‣ learning ‣ sharing ‣ reporting ‣ implementing ‣ documentation ‣ verification Normal change Standard change Emergency changes
- 44. PIR Lack of automation WHERE’S THE CHALLENGES IN CHANGE MANAGEMENT? Initiate Plan & Authorize Implement & Verify Closure & Review Normal change Standard change Emergency changes RFC intake Cross functional team planning CAB Approvals
- 45. Closure & Review LEVERAGE AUTOMATION TO IMPROVE FLOW Change SLA due Emergency change High risk change Standard change Change Implemented Add comment to change Notify Service Owner Automated approval Set Risk Level Webhook - AWS provision server Transition change Initiate Plan & Authorize Implement & Verify Normal change Standard change Emergency changes
- 46. Auto-approved & transitioned LEVERAGE AUTOMATION TO IMPROVE FLOW Closure & ReviewInitiate Plan & Authorize ImplementStandard change ‘Customer in Europe using legacy ITSM tool transitioned to Jira Service Desk as part of Digital transformation initiative …..’ ‘Automated 70% of Standard changes to realize significant time savings and deliver value faster’
- 47. IMPROVE CHANGE PLANNING AND APPROVALS Beak down team barriers and improve change coordination - Centralize change documentation in Confluence - Increase visibility across teams - Collaborative peer reviews - Retire Change Approval Boards - move to change approval at the authority level
- 49. 1. Outside-in thinking - work closely with stakeholders (security, compliance, service owners etc.) Streamlining change control without compromise 5. Leverage Kanban boards to improve visibility. 2. Centralize change documentation - increase visibility, collaboration and learning 4. Identify where automation saves time and removes bottlenecks (pre-approved standard RFC) 3. Implement RFC peer-reviews to lesson the burden on the Change Approval Board (CAB) #AtlassianLeanMeanITSM
- 50. At the speed of the business Speed is the new security Automate standard changes Streamline approvals Implement peer reviews Increase collaboration & improve approvals Reducing risk; facilitating value Balancing, risk, safety & quality. De-risk change so you are providing a safer path Tips for Change Management that’s agile Continuous Improvement Leverage Change PIR reviews to learn and improve #AtlassianAgileITSM
- 51. Problem ITSM SOFTWARE THAT’S ADAPTABLE TO YOUR NEEDS 1000+add-ons & integrations compatible for IT teams Service Request Incident Change Asset MonitoringCall Center Collaboration EmailReporting CMDB
- 52. Practices teams AGILE ITSM FOR HIGH VELOCITY IT TEAMS Culture Performance
- 54. Thank you! PAUL BUFFINGTON | PRINCIPAL SOLUTION ENGINEER | ATLASSIAN VIDHU SHARMA | SENIOR PRODUCT MANAGER | ATLASSIAN