Presentation made to Emerging Trends in ITSM Summit - October 9, 2013

1. 10/3/2013 | Universal Agile Thinking 1
Hashtag: #UnAgTh

2. Agenda
Introduction
New Challenges
New Solutions
Solutions for ITSM
Conclusion
10/3/2013 | Universal Agile Thinking 2

3. Introduction
10/3/2013 | Universal Agile Thinking 3

4. NEW CHALLENGES
The Digital Revolution triggers an incredible pace of unrelenting change
10/3/2013 | Universal Agile Thinking 4

5. 10/3/2013 | Universal Agile Thinking 5

6. Connectivity & Information
Decentralized
knowledge
Online
education
Connectivity-
based
products
Social media
marketing
10/3/2013 | Universal Agile Thinking 6
Knowledge networks

7. Emerging Realities
Issues shifting from discrete
problems to holistic messes,
requiring collaborative solutions
•Collective intelligence over individual knowledge
•Hierarchies ineffective in decision-making
•New normal – there is no normal
•Can’t use past to predict future
10/3/2013 | Universal Agile Thinking 7

8. New Environment
Organizations have less
control and more change than
ever
Traditional models don’t apply
to new problems
Customers & markets
changing at increasing rate
Innovation requires
independent thought & action
Tolerate ambiguity
10/3/2013 | Universal Agile Thinking 8

9. Creative Disruption
Staying
competitive
requires
ongoing
innovation
Seek creative
disruptions
Make own
products
obsolete before
competition
does
10/3/2013 | Universal Agile Thinking 9
For Example:
3D Printing

10. NEW SOLUTIONS
Non-traditional approaches are showing up throughout our businesses, governments
and educational institutions
10/3/2013 | Universal Agile Thinking 10

11. Key Practices
Growth
mindset
Intrinsic
motivators
Outcomes
management
Embrace
change
Simple
rules
Self-directing/
organizing
Adapt to
context
Serendipity
Innovative
thinking
10/3/2013 | Universal Agile Thinking 11

12. Gore & Associates
“Real conversations happen in the car
pools”
1959 - Bill Gore introduced flat
hierarchy, “lattice management”
“No bosses, job titles, or organization
charts; just sponsors, team members,
& leaders”
CEO selected through peer-driven
process
10/3/2013 | Universal Agile Thinking 12
Over the past 40+ years,
Gore has grown to an
organization of over 10,000
associates and has been
profitable every year in its
existence, including
through the recessions of
the past 30 years.

13. Non-Traditional Businesses
Ford Motor Company
Blue Cross Blue Shield FEIP
SalesForce
Self-Organized Learning Environments (SOLEs)
10/3/2013 | Universal Agile Thinking 13

14. What is Agile?
Mindset
10/3/2013 | Universal Agile Thinking 14

15. What is Agile?
Mindset
10/3/2013 | Universal Agile Thinking 15
Attitudes, culture,
leadership styles, etc.

16. What is Agile?
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 16
Attitudes, culture,
leadership styles, etc.

17. What is Agile?
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 17
Attitudes, culture,
leadership styles, etc.
Agile Manifesto
“Individuals & interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan…”
http://agilemanifesto.org/

18. What is Agile?
Guided by
Principles
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 18
Attitudes, culture,
leadership styles, etc.
Agile Manifesto
“Individuals & interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan…”
http://agilemanifesto.org/

19. What is Agile?
Guided by
Principles
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 19
Attitudes, culture,
leadership styles, etc.
Agile Manifesto
“Individuals & interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan…”
http://agilemanifesto.org/
12 Principles
Satisfy the customer
Welcome changing requirements
Deliver frequently
Sustainable pace
Technical excellence
Self-organizing teams
Reflect & adjust, etc.
http://agilemanifesto.org/principles.html

20. What is Agile?
Manifested
through
Practices
Guided by
Principles
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 20
Attitudes, culture,
leadership styles, etc.
Agile Manifesto
“Individuals & interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan…”
http://agilemanifesto.org/
12 Principles
Satisfy the customer
Welcome changing requirements
Deliver frequently
Sustainable pace
Technical excellence
Self-organizing teams
Reflect & adjust, etc.
http://agilemanifesto.org/principles.html

21. What is Agile?
Manifested
through
Practices
Guided by
Principles
Defined by
Values
Mindset
10/3/2013 | Universal Agile Thinking 21
Attitudes, culture,
leadership styles, etc.
Agile Manifesto
“Individuals & interactions over processes & tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan…”
http://agilemanifesto.org/
12 Principles
Satisfy the customer
Welcome changing requirements
Deliver frequently
Sustainable pace
Technical excellence
Self-organizing teams
Reflect & adjust, etc.
http://agilemanifesto.org/principles.html
Scrum, XP, Lean, DSDM,
Crystal, etc.

22. History of Agile
10/3/2013 | Universal Agile Thinking 22

23. Goal of Agile
Accelerate speed to Value
by doing Less
~ Pat Reed
This is not “doing more with less” – it means to do only those things that create value!
10/3/2013 | Universal Agile Thinking 23

24. Practice of Agile
Self-organizing
Highest Value first
Time-boxed
iterations
Continuous delivery
Transparency & integrity
10/3/2013 | Universal Agile Thinking 24
Customers over bosses
Value Management
over requirements
Simplicity over
complexity
Leadership over
control
Roles over titles
Characterisedby
Emphasizes

25. Philosophy of Agile
Adults enter into contracts,
choose mates, raise children, and make
all sorts of important decisions.
Why do we expect that those very same
adults need close supervision
when they
come to work? ~ Esther Derby
10/3/2013 | Universal Agile Thinking 25

26. 10/3/2013 | Universal Agile Thinking 26

27. Universal Agile Thinking
Focus on outcomes –
outside-in thinking
Shift from
decision-
making to
discovery
Bring Lean &
Agile to entire
organization
Understand that
ideation &
innovation occur
at all levels
Adopt new
leadership
models
10/3/2013 | Universal Agile Thinking 27

28. SOLUTIONS FOR ITSM
ITSM leaders and professionals need to understand that IT isn’t separate from the
business; it’s an integral part of the whole
10/3/2013 | Universal Agile Thinking 28

29. ITSM Changes
IT services increasingly
automated
Ability to synthesize and
apply information
becoming more valued
over domain knowledge
Fewer traditional pure
technical roles in ITSM
Greater emphasis on
business skills over
technical skills
10/3/2013 | Universal Agile Thinking 29

30. A Shift in Thought Process
To managing
with an
outcomes
(benefits) focus
Shift the focus
from managing
inputs (costs)
10/3/2013 | Universal Agile Thinking 30
Competition for IT and Business resources
Business Cases not clearly comparable
Alignment between Business and IT strategy unclear
Financial worth open to interpretation
Sponsored by those who ‘do the work’
Unit Mangers and Project Mangers left to “sort it out”
Executive engagement ramps up when project is in trouble
 Clear path to understanding the logic and likelihood of
business case benefits
 Objective, business Value approach to selection
 Sponsored by those who ‘seek the benefits’
 Executive decision making “sorts it out”
 Executive engagement at beginning where it matters
most
From
ROI
To ROV
(Value)

31. ITSM Business Focus
70 % of IT resources are devoted to operating IT
infrastructure today - by 2020 just 35 % of
resources will be used.
• Know how ITSM supports the organization’s vision
• Understand how IT work will be measured in the context of
the desired outcomes
• Recognize what needs to change to be a successful part of
an organization adopting universal agile thinking
• Realize that Agile is a lot more than just a set of methods
and practices
• Develop interpersonal and team collaboration skills
10/3/2013 | Universal Agile Thinking 31

32. IT’s Contribution to Value
For strategic and innovative efforts,
all parts of the business need to
participate in defining and
delivering the desired outcomes in
the context of their contribution to
the value management chain
10/3/2013 | Universal Agile Thinking 32

33. Implications of Change
Systems and
Tools
Process/Roles
Information
Sources
Skills and
Knowledge
Motivation
Talent
Acquisition
10/3/2013 | Universal Agile Thinking 33

34. DEVOPS
DevOps is the point at which development and operations integrate
10/3/2013 | Universal Agile Thinking 34

35. DevOps Challenges
Ease of access has
to be balanced
against security
Flexibility is
weighed against
maintainable
production
environments
All with high up-
time requirements
10/3/2013 | Universal Agile Thinking 35
IT infrastructure inherently contains what seem to be competing goals

36. DevOps – Internal Solutions
Create consistent, repeatable processes
Automate wherever possible
Practice intrinsic documentation
10/3/2013 | Universal Agile Thinking 36

37. Continuous Integration
10/3/2013 | Universal Agile Thinking 37
http://builtbyadam.files.wordpress.com/2010/06/ci-diagram.png

38. DevOps – Customer Solutions
Know who your customers are
Make it easier for your customers to do their work
Engage customers in decision-making
• Who will create & deprecate environments?
• How will those environments be managed?
• How closely will your development, testing and production environments
parallel each other?
• Who has access to which layer?
• What is the process from moving through development & testing to
production?
• How are handoffs managed?
• Who is responsible when deployments don’t go as planned?
10/3/2013 | Universal Agile Thinking 38

39. SUPPLIER MANAGEMENT
Procurement is often the bane of projects and managers in many organizations
10/3/2013 | Universal Agile Thinking 39

40. Supplier Management
10/3/2013 | Universal Agile Thinking 40
Monitor
Contract
Business
Outcomes/Constraints
Program
Development
Performance
Improvement
Performance
Management
Supplier
Selection
Performance
Monitoring
Collaboration
Relationship
Management
Business Unit,
Contracting
How are they
doing?
Business Unit,
Contracting
What can they do
better?
Business Unit,
Contracting
Current and
potential suppliers?
Business Unit,
Procurement,
Contracting
Do they meet your
business needs?
Evaluation &
Selection
Performance
Management
Continuous
Improvement

41. Types of ITSM Procurement
Professional Services for Agile Projects
Agile Software Tools
Business Solutions
IT Infrastructure Hardware
10/3/2013 | Universal Agile Thinking 41

42. Hardware Procurement
Procuring hardware in traditional
organizations can be challenging
Not uncommon to face crippling lead
times following byzantine processes
• 6-8 months to place an order
• 2-6 months to receive the equipment
• Days or weeks to provision it
10/3/2013 | Universal Agile Thinking 42

43. Professional Services Procurement
Whether the vendor can work in an agile project environment and, if so, how
much experience the vendor has
• Ensuring only vendors with prior successful experience working with clients on Agile projects
are considered
• Ensuring internal and vendor processes and methods are compatible
Terms and conditions and performance criteria
• Updated T&Cs and performance criteria from traditional contracts (need to reflect Agile
metrics)
• Need to accommodate iterative, adaptive, and discovery-based practices
• Fixed-price, Fixed-price with specific deadline, Time-and-materials
Contract close-out
• Formal acknowledgement of what was delivered
10/3/2013 | Universal Agile Thinking 43

44. Business Solutions Procurement
Ability/in-ability to focus on the “vital few” capabilities
that matter (business value)
• How to avoid procuring 60%+ of capabilities that are rarely or never used
• Tools/techniques that enable collaborative and incremental definition of
what is needed
• Ability to balance technical, security and business considerations
Ability to establish evaluation criteria that are clear,
transparent and relatively easy to asses
• Evaluators and vendors should have same understanding
10/3/2013 | Universal Agile Thinking 44

45. Agile Software Tools
DevOps and Continuous Integration require sufficient
tooling and Environments
• Automated testing is required to ensure smooth and error-free
migration to production
• Dev, Test and Prod need sufficient resources and Test and Prod need
to be closely mirrored
Agile Tools need to support Agile practices
• Not all things Agile need software tools – white boards and stickies
are can be very effective for the team to manage its work and for
communicating progress to stakeholder
10/3/2013 | Universal Agile Thinking 45

46. Procurement Implications
Procurement needs to be simpler, faster
& driven by value delivery goals
• Collaborative approach among stakeholders to develop Agile
procurement processes Agile contract provisions
• Collaborative model with vendors after the contract is signed
• Construct procurement processes with outcomes (the vital
few) in mind
10/3/2013 | Universal Agile Thinking 46

47. RESOURCES
Business solutions are detailed, contextual and require a lot more than an
introductory webinar to resolve – contact us today
10/3/2013 | Universal Agile Thinking 47

48. Additional Resources
• White papers
– Available in 2-3 weeks
• Infographics
– Agile history
– What is Agile?
– Agile ITSM procurement
– DevOps
• Blog posts
10/3/2013 | Universal Agile Thinking 48

49. Contact Us
Larry Cooper
President, AthenaNexus
larry.cooper@athenanexus.com
Jen Stone
CEO, AthenaNexus
jen.stone@athenanexus.com
10/3/2013 | Universal Agile Thinking 49