When ITIL met Agile What can your ITIL implementation project learn from agile principles?

Transcription

1 When ITIL met Agile What can your ITIL implementation project learn from agile principles? Kelvin Prescott Director

2 Agenda Introductions Background to Agile in Software Development The Agile Manifesto Common Issues in ITIL Implementation Projects Reusable Agile Concepts Iterative Development Solution Backlog User Led Change Definitions of Done Conclusions

3 Introduction Specialising in IT Procurement, Outsourcing and Project Management Established in 2005, broad range of public and private sector clients Ministry of Justice Ministry of Defence Capital One Steria Telefonica O2 EADS (Cassidian) Working actively to promote adoption of agile principles for software development in the public sector

4 Background to Agile Traditional methodology for software development called Waterfall. Followed a strict sequence of Requirements Definition Design Build and Test Implement However, waterfall development methodologies have been heavily criticised for disconnecting the developers from the users of software. For example, it has been shown that 64% of software features are rarely or never used. Agile developed from a grassroots movement in the US in the 1990s as a backlash to the waterfall model, and its influences originate in Japan. Has received increasing levels of adoption and profile during the 2000 s, particularly in its use by new technology firms. For example, salesforce.com has delivered a 41% annual return to shareholders over a sustained period, and it credits this result in no small part to its adoption of Scrum in 2006.

5 The Agile Manifesto

6 Does your ITIL Implementation suffer from the following problems? Lack of Management Commitment Setting ITIL implementation as the project objective, rather than business improvement Not focussing on continual improvement Failing to manage the impact of changes on your people Not involving the users in prioritising and making the changes Lack of understanding of the needs of the business users of the service Not measuring the value of the project in business terms Treating ITIL Implementation as a One-Time Project

7 The Agile Service Manifesto? Is it better to value? The attitude of our people over their ITIL qualifications Measuring service outcomes over measuring service activity Customer feedback over SLA compliance Incentives to improve over Credits for failure

8 Agile - Key Concepts Iterative Development and Delivery Process The Solution Backlog Direct Involvement of Users in the Project The Definition of Done

9 Iterative Development and Delivery ITERATION 1 ITERATION 2 ITERATION 3 Analyse Design Review Analyse Design Review Analyse Design Review Test Code Test Code Test Code Implement Implement 4-6 weeks 4-6 weeks 4-6 weeks Implement

10 The Solution Backlog My Co ITIL ImplementaCon SoluCon Backlog - Provide self- service capability for users to reset passwords and update details - Reduce number of failed change implementacons - Improve CMDB asset accuracy level to >98%. A prioritised list of requirements for the project Described as stories descriptions of outcomes, or things that users will be able to do or experience Include the test how do we know that the solution works? Reviewed and updated at the end of every iteration during the project Grouped into packages of work that can be used to define the next increment

11 Direct User Involvement Project Manager Technical Lead Developer Developer Tester Product Owner User(s) Team size 7 +/- 2 Solution Backlog and requirements owned by the customer, not the project manager Direct involvement in the process of design, development and testing of the solution

12 The Definition of Done Can we stop now? Story 7 Enable self- service resolucon of incidents - Test 1 Top 3 applicacons enabled for password reset - Test 2 Reduce number of calls that could have been self- served to less than xx/month Test 3 - Accuracy of user details >85%

13 Conclusions ITIL implementation projects are tricky things to get right (but you knew that already) The business case for ITIL implementation must be founded on outcome measures Satisfaction Customer advocacy Service Improvement Sales/Revenue improvement Reduced cost to serve There could be something in this Agile stuff

14 QUESTIONS