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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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ITIL & Beyond

Tuesday, January 16, 2018

Integrated Service Management – Putting The Puzzle Together

Three Part Webinar Series

Accelerate to the new era of IT Service Management (ITSM) – with a special three-part free webinar series on Integrated Service Management – an innovative approach offered by Pink Elephant.

Get ready to learn how to employ all your organizational capabilities to deliver real business value to your internal service partners and your organization’s customers. Acquire clear direction on how to improve the end-to-end IT value system by combining established best practices from Lean, Agile, DevOps and ITIL® together with organizational change management principles to enable successful business outcomes. You have many of the tools and practices in place – you just need the right approach: Integrated Service Management.

In this 3-part series, I will share how you can get started on your Integrated Service Management journey and better understand how to leverage innovative practices that will bring higher value to your organization.

Part I: Putting the Puzzle Together, Thursday, January 11, 2018, 12:00 PM ET.

This 30-minute session will shed light on why it takes more than one individual framework to ensure ITSM works efficiently. I will provide an easy-to-understand blueprint, like the picture on a puzzle box, about how the different pieces fit together within the larger IT value system – and how to integrate them effectively to speed up your value-creating processes.

Part II: Combining Frameworks To Enable Real Business Value, Thursday, January 18, 2018, 12:00 PM ET.

This session will provide information on how to use Lean and Agile practices in the most effective way possible to drive process improvement, project management and, in fact, any planned work.

Part III: Optimizing Service Delivery Through Cross-Functional Teams, Thursday, January 25, 2018, 12:00 PM ET.

Get new perspectives on the use of cross-functional teams to increase velocity while reducing errors and downtime, even in an environment with immature processes. Gain key insights on leadership and teaming models that create a culture of accountability and explore how ITIL© processes change when using Lean, Agile and DevOps teams.

Come away from this series with the big picture about how ITIL, Lean, Agile and DevOps work together, don’t miss out on this free must-attend webinar series

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Posted by Troy DuMoulin on 01/16 at 06:35 PM
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Don't Panic

Tuesday, January 02, 2018

Troy’s IT Service Management Resolutions 2018

“IT was the Best Of Times, it was the Worst Of Times, a season of wisdom, an age of foolishness, an epoch of belief and incredulity…” - Charles Dickens


I believe these words aptly describe the incredible tension and paradox we all feel as our industry adapts to emerging technology trends that both excite and terrify us at the same time. We face a period of un-paralleled change and demand, creating a tangible need to increase speed and agility. The drivers behind this change are a combination of several market forces, including:

  • Consumer attitudes and expectations for mobile & self-service options
  • The ubiquitous availability of cloud-based business automation platforms enabling the rapid go-to market for new disruptive business models and brands
  • An increased integration of third-party suppliers
  • The growing use of Artificial Intelligence & Workforce Automation technologies

These, as well as many other factors have created an irresistible tension to finally address longstanding issues impacting efficiency and effectiveness such as a lack of governance, leadership-alignment, standardization, longstanding technical debt and a culture focused on silos vs. value systems. The banner that has been raised to describe this movement is the hyped label of ‘Digital Transformation’. However, the issues that organizations have to face to address this goal are very real and firmly entrenched in organizational culture, current management systems and structure. The answers to these challenges are equally complex and can only be solved by addressing the Full Stack of IT Capabilities including People and Culture, IT Practices and Automation. To support these objectives, the following list represents my 2018 IT Service Management resolutions:

  1. Address Cultural, Alignment & Collaboration Challenges Through Leadership & Teaming A key constraint facing our industry is the lack of shared values, beliefs and practices across multiple service groups. Lean Leadership, Cross Functional Teams and Organizational Change capabilities are key to solving these challenges.

  2. Stop Arguing About Who Has The Best Framework &/Or What Model Solves All IT Problems Many organizations have adopted various IT improvement models such as ITIL, Agile, Lean and DevOps. However, rather than combine these various approaches for increased value they are often competing and in conflict with each other. It’s time to “Integrate” the various frameworks to gain the best value from their combined effect.

  3. It’s Time To Start Re-Investing In Professional Development It has been many years since the global financial crisis of 2008 and most industries have long since recovered and are investing in the new technology trends. However, we have not seen the same focus on talent and professional development. Our industry needs to upskill its workforce to face emerging trends – companies have not focused enough attention on skills and knowledge development. It’s time to re-invest in your most important asset through learning, development and community-building opportunities.

  4. Refocus on Value, Lean-out Processes & Reduce Technology Debt Over time, all capabilities (Services, Processes, Technologies) acquire unnecessary complexity, bureaucracy and waste. It’s time to break our Lean skills and focus on Voice Of The Customer, standardization, simplification and automation to gain the increased speed and flow necessary to meet business demand.

  5. Get Your Agile On To Enable Innovation & Adaption As our industry enters uncharted waters and needs to adjust to dynamically changing business environments, it is critical that we acquire the ability to shift and innovate faster with improved collaboration and feedback cycles. We can do this through the use of adaptive vs. predictive project management approaches described by Agile.

Best Wishes and Happy New Year To You & Your Teams!

Troy DuMoulin
VP Research & Development

“The beginning is the most important part of the work.” ~Plato

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Don't Panic

Tuesday, December 12, 2017

PNN: 1 - The Case For Integrated Service Management

Disruptive Competition & The Need For Integrated Service Management

While continual change is a constant in the universe, there are some periods in history where radical change is the only solution – or we face an extinction event. The IT industry is now looking at one of these major transformational periods square in the eye. It could even be said that this moment in history is the third major industrial revolution –“The Age Of Digital Transformation.”
While technology does have a part to play in this time of radical change it is not the driver, only the enabler. The true drivers for business change are as they have always been external market and competitive forces which are ironically leveraging the same technical enablers to digitally disrupt traditional supply models. Examples include:

  1. The commoditization of traditional on premise IT technology services by cloud based options.
  2. The enablement of global IT resourcing and off shore delivery models by telecommunication and collaboration technology putting pressure on local rates, skills and specialization.
  3. The inevitable trend to fully automate repetitive work through artificial intelligence and machine learning.
  4. The collective impact of the first three drivers on the speed at which an existing or new competitor is able to come to market and put pressure on traditional brick and mortar business models.

Unquestionably, “Digitally Disruptive Competition” is one of the key drivers behind the industry focus on achieving the mantra of “Better, Faster, Cheaper”

With growing external pressure, organizations have reached the tipping point for change. They are forced to finally address long-standing cultural issues, political barriers and leadership gaps that have traditionally brought most improvement programs to their knees. Now is the time to change. And to change rapidly in order to survive. The banner many organizations are flying, to give a name to that change is “DevOps”. However, DevOps is not one thing but a word that represents a movement and collection of practices and automation techniques focused on software development and Agile project management practices. These practices, while important, represent a narrow band of IT capabilities often nicknamed “The Software Factory.” Yet, the larger value system and set of capabilities critical to enable the IT organization to operate as a strategic partner and service provider are much broader than the Software Factory. This requires us to focus on a broader understanding of the IT value system, and the full set of capabilities that we are calling ”Integrated Service Management that are required to deliver, sustain and innovate in order to deliver value.

Join George Spalding and I in this first episode of Pink News Network (PNN) as we launch a new approach for the popular Practitioner Radio podcast now in video format.

 

Show Notes:

Full Whitepaper:
The-Case-For-Integrated-Service-Management-Pink-Elephant.pdf

  • Introducing PNN Episode -1 “Integrated Service Management”
  • Do emerging models and frameworks replace the need for ITIL?
  • Lean’s 3 Dimensions of value (Quality, Speed, Cost)
  • With integrated Service Management you can have all 3 dimensions
  • The term Service Management is now larger than the context of ITIL
  • The evolution of ITSM / ITIL over the previous improvement interactions
  • David Ratcliffe’s perspective on the Industry’s & Voice of Customer need for “Integrated Service Management”
  • The most frequently asked question in 1999 was “What tools support ITSM?”
  • The next question that the industry raised was “what are the roles to support these practices?”
  • Every time we introduce something new, culture is a major enabler or constraint
  • There are currently no references you can leverage to share how an organization can integrate the various models
  • This has driven a need for a clear direction on how to achieve this
  • When Columbus discovered the new world what changed? The world of the map?
  • Integrated Service Management Whiteboard Model
  • Planned Work vs Un-Planned Work
  • Percentage of Un-Planned work typically around 80%
  • Shift Left - Lean Quality at the Source
  • Integrated Service Management is larger than the software factory
  • Theory of constraints teaches us that localized optimization without understanding the full systems and the constraints is a myth
  • The ITIL Update coming in 2018

Integrated Service Management Classes
Pink18 - February in Orlando


George’s, David’s and Troy’s Thoughts what are yours?

“We’re all pilgrims on the same journey - but some pilgrims have better road maps.” ~Nelson DeMille

To subscribe to Pink’s Podcasts on iTunes


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Posted by Troy DuMoulin on 12/12 at 04:40 PM
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