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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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Sunday, September 07, 2014

PR 60 - The 3 Architectures of A Service Based Organization

Its Hard To Win When Playing With A Partial Deck

In episode 60 of Practitioner Radio George and I explore the reality that most technical focused IT organizations proactively govern and manage only 1 of 3 core architectures required to deliver, sustain and improve customer value.  The predictable result of this scenario is that as an industry we struggle to deliver on our goals, suffer from poor customer satisfaction and are rapidly losing customer trust and market share.

The answer to this challenge is in part found in the realization that a Services / Outcome based Organization has to manage 3 Core Architectures to ensure that the services it provides are fit for use and fit for purpose now and in the future. Join George and I as we discuss what it really means to move from a Technology to a Service Based Organization mindset and competency.

Show Notes

  • PinkFORUM14 Scottsdale Arizona
  • Montelucia Resort
  • PinkFORUM Leadership Focus - What does it mean to be a leader in a Service Based Organization?
  • Topic: The 3 Architectures of a Service Based Organization
  • Larger Principle of Architecture Governing, Managing Resources to achieve future state results
  • Moving from a Technology based organization to a Service Based Organization
  • What is a Service Based Organization?
  • What is a Technology focused Organization? (Optimizing and Maximizing Technology Resources)
  • A Services Based Organization is an organization that manages Services and their outcomes
  • A Service Based Organization: An organization that defines themselves by the services they provide not the technologies they oversee
  • Restaurant Analogy - Outcome Variations which define the consumer experience
  • 3 - Architectures, (Technology, Service and Process)
  • Process Architecture: Engagement, Strategy, Design/build, Run
  • All 3 Architectures are already in place but a Technology Organization will not focus, govern, manage 2 out of the 3 architectures.
  • Most organizations which adopt an Process framework never get much further than basic operations and move to production processes.
  • What does “Were Doing ITIL Really Mean?”
  • ITIL is simply a reference model against which we can assess and establish the potential for improvement
  • ITIL typically comes in through the Operations side of the IT Function and It rarely moves further back into the lifecycle of Plan / Build due to limitations on Enterprise Governance
  • The real constraint is politics and perception not that the process exists or not
  • All organizations do all the processes in ITIL and beyond however the question is about their maturity and capability
  • Process Architecture - Generic set of practices that any IT organization needs to gain and retain customers / marketshare
  • Process Architecture is the set of generic practices which either differentiate me or preclude me from gaining future customers
  • Restaurants which look great but have terrible service. No one wants to eat there!




  • Tragedy: In design we plan / build with context and relationship. However, when we put it into production we let go of the knowledge of service architecture
  • Any service organization has a process architecture (Engage, Requirements Generation, Plan, Build, Run)
  • To not manage 2 out of 3 core architectures is trying to guess what my customers want on the menu
  • Who owns this? (Super Chef vs Sou Chefs) - Accountabilities for each area
  • Leadership - defining and driving accountabilities
  • Gartner ISCO Services Organization
  • B4B - Supplier Maturity Model
  • All 3 architectures of potential for externalization
  • The Big Switch - Nicholas Carr
  • IT Service Outsourcing
  • Just because I externalize a practice does not mean I relegate accountability
  • We all have to have the same 3 sheet of music.
    • What is not defined cannot be controlled
    • What is not controlled cannot be measured
    • What is not measured cannot be improved
  • If we are blindly governing 2 out of 3 architectures we probably cannot expect to be in business much longer.


George and Troy’s Thoughts What Are Yours?


“Environment sets the context for everything else in terms of where you are playing.” ~Forbes

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Posted by Troy DuMoulin on 09/07 at 05:35 AM
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