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Troy DuMoulin, VP, Research & Development

Troy is a leading ITIL® IT Governance and Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.

He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement.


The Guide

"This blog is dedicated to making sense out of the shifting landscape of IT Management. Just when we thought we had a good handle on managing technology, the job we thought we knew is being threatened by strange acronym’s like ITIL, CMMI, COBIT, ect.. Suddenly the rules have changed and we are not sure why. The goal of this blog is to offer an element of sanity and logic to what can appear to be chaos."

Hitch Hiker's Guide to the Galaxy

"In many of the more relaxed civilizations on the Outer Eastern Rim of the Galaxy, the Hitch Hiker’s Guide has already supplanted the great Encyclopedia Galactic as the standard repository of all knowledge and wisdom, for though it has many omissions and contains much that is apocryphal, or at least wildly inaccurate, it scores over the older more pedestrian work in two important respects.

First, it is slightly cheaper: and secondly it has the words DON’T PANIC inscribed in large friendly letters on its cover."
~Douglas Adams


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Saturday, March 09, 2013

Practitioner Radio 39 - Service Orchestration

All Good Orchestra’s Need A Common Score In Order To Play In Harmony Or Else They Delivery Cacophony

The power of a good analogy is that it allows someone to describe a complex and sometimes conceptual idea in a simple manner that most people can understand without interpretation or detailed explanation.

This is in essence the principle behind the term “Service Orchestration”. First: Consider the premise that today’s Enterprise IT functions are made up of a mixed group of diverse suppliers (internal and external) and becoming even more diversified and complex as we integrate cloud and online services. Second: Now ask yourself’s how in the world will an organization keep all these moving parts synchronized in order to play their designated part in the larger value service system or even get them moving in the same direction?

To achieve this desired result you need three key critical success factors:

  1. Strong IT Leadership that believes in the principle that all players in the IT value system need shared values, priorities and practices in order to deliver service in a harmonious fashion.
  2. A defined and shared IT Operating Model outlining they key elements of the Demand, Plan, Build, Run Value stream
  3. A set of Enterprise IT Governance Roles that will play the role of “Conductor” for all the various parties participating in the Service Orchestra
  4. Join Chris Dancy and I Live at Pink13 as we explore these key principles:

    Show Notes:
    • Recorded in front of a live audience at Pink13
    • PR - 19hours of audio!
    • ‘Outcome Leasing’ is happening
    • Need harmony between suppliers
    • Even Enterprise Architecture is struggling
    • Is information actually used?
    • Essentials for an orchestra: 1 conductor 2 a common score
    • Conductor must understand the full score
    • Not everyone has to be involved in writing score
    • Who is the conductor?
    • Don’t blame the supplier when you haven’t got a common score
    • Not likely to get this right first time
    • Orchestras within orchestras but no-one wants responsibility for the entire picture
    • Must be built for change
    • The Service Lifecycle Value Stream is a ‘score’
    • The IT Operating model is the score at a Management Practice level
    • The Service Management Office has to be broad thinking
    • Systems thinking essential – everything is related to everything
    • Organizational Design Challenges stemming from the Industrial Revolution / task specialization
    • CMDB is different now – it’s a system diagram of relationships
    • Number 1 issue is lack of systems thinking
    • Fixing the bigger problem creates the value
    • No-one is managing above the domain level
    • Without a common score and conductor you won’t make music anyone wants to hear
    • And the band played on…

    Troy’s Thunderbolt Tip of the Day: you have to understand and manage the larger system for generating value to delivery service orchestration

    Troy’s and Chris’s Thoughts What Are Yours?

    “Sometimes there is a 36-piece orchestra going off in my stomach.” ~Willie Nelson

    To subscribe to Pink’s Podcasts on iTunes

    (0) Comments
    Posted by Troy DuMoulin on 03/09 at 06:14 PM
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    Don't Panic

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