De#a tänkte vi ta upp idag

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2 De#a tänkte vi ta upp idag ITIL:s roll inom IT- organisa:oner idag Medvetet eller omedvetet användande Hur har utvecklingen inom ITIL se# ut Vik:ga utmaningar a# ha i beaktande Några jämförelser och samverkan (te.x. DevOps, Agile & Lean) Trender, hype och fakta Saker a# se upp med Och så avslutar vi gärna med a# besvara era frågor och funderingar.

3 Avega Group är e# konsulröretag med specialiserade do#erbolag inom IT och verksamhetsutveckling grundades år 2000, har idag ca 400 medarbetare och verksamhet i - Stockholm, Malmö, Göteborg och Oslo består :ll 100% av erfarna specialistkonsulter har uteslutande organisk :llväxt är noterat på NASDAQ OMX Stockholm sedan 2010

4 Några av våra erbjudanden ITSM Förvaltning och utveckling av IT- tjänster och stödjande processer som möter behoven i verksamheten. Förvaltning Samtliga ak:viteter som görs för a# administrera och hantera e# informa:onssystem i dri[, så a# det under dess hela livs:d effek:vt bidrar :ll a# uppnå verksamhetens mål. IT- ledningsstöd Stöd i styrning och ledning av IT

5 Thomas Lagerfeldt Michael Mirbaha Konsult med fokus på Konsult med fokus på etablering av förändringsledning, ledarskap, samverkansformer mellan affären/ införandeprojekt och utveckling av verksamheten och IT (outsourcad eller olika verksamheter samt dess intern) affärsprocesser, från såväl strategisk :ll Utbildat inom alla nivåer av ITIL samt opera:v nivå Cobit 4.1 Utbildat på alla nivåer inom ITIL samt Cer:fierad Service Manager, ITIL retorik & presenta:onsteknik Expert, Cobit, Prince2 Föreläsare på Sundsvall 42, SSI, itsmf, Styrelseordförande för itsmf Sweden, DFK, Servicedesk forum m.fl. Sveriges största professionella nätverk Cer:fierad Service Manager, ITIL inom ITSM och IT governance. Expert, Cobit, Business Development Manager

6 ITIL A set of best- prac:ce publica:ons for IT service management. ITIL gives guidance on the provision of quality IT services and the processes, func:ons and other capabili:es needed to support them. The ITIL framework is based on a service lifecycle and consists of five lifecycle stages (service strategy, service design, service transi:on, service opera:on and con:nual service improvement), each of which has its own suppor:ng publica:on. Source: h*p:// officialsite.com/

7 BSC Perspec:ve of ITIL Benefits How do customers see us? Customer perspec?ve Improved quality of business opera:ons Be#er working rela:onsip between the Customers & IT More reliable business support How do we look at our stakeholders? Financial perspec?ve Cost jus:fied IT infrastructure & IT services Reduced cost of implemen:ng change Savings on cost of errors Can we con0nue to improve & create value? Innova?on and learning perspec?ve Increased flexibility & adaptability of IT services Delivery of IT services that underpin business processes Be#er informa:on on current services What must we excel at? Internal perspec?ve IT staff have clear expecta:ons Improved communica:ons & inter- team working Increased produc:vity of IT staff Process maturity benefits Gacenga, F, Cater- Steel, A & Toleman, M 2010, An Interna:onal Analysis of IT Service Management Benefits and Performance Measurement, Journal of Global Informa:onTechnology Management, vol. 13, no.4, pp

8 8 Maturity Strategic partner Service provider 2011 Edi?on Service management Business rela:onship management Improved coordina:on through the lifecycle Service even more central Focus Rela:onship and business value ITIL v 3 Service management Service management for business and technology Automated and integrated opera:ons Strategy and porrolio governance Con:nuous improvement Focus Business IT alignment and integra:on Technology provider ITIL v 2 IT service management IT is a service provider IT is separable from business IT budget as expenses to control Focus Quality and efficiency of IT processes ITIL v 1 IT infrastructure management IT are technical experts IT concerned with minimizing business disrup:on IT budget are driven by external benchmark Focus Stability and control of the infrastructure Time

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10 Två utmaningar a# vara medveten om Best Prac:ce vs. Best Theory IT Service Management vs. IT Management

11 Två utmaningar a# vara medveten om Best Prac:ce vs. Best Theory IT Service Management vs. IT Management

12 Uppfa#as ITIL forrarande som relevant? THE IMPORTANCE OF ITIL - A Global View 2014 and Beyond Research by: Enterprise Management Associates (EMA) for Axelos

13 Foto: Artur Staszewski via Flickr

14 DevOps The DevOps movement was born of the need to improve IT service delivery agility and found ini:al trac:on within many large public cloud services providers. Underpinning DevOps is the philosophy found in the Agile Manifesto, which emphasizes people (and culture) and seeks to improve collabora?on between opera?ons and development teams. DevOps implementers also a#empt to be#er u:lize technology especially automa?on tools that can leverage an increasingly programmable and dynamic infrastructure from a life cycle perspec:ve. Source: h*p:// glossary/devops Men kolla gärna här för lite om historiken: h#p:// IuYS0iSE

15 Agile An umbrella term for itera:ve, incremental so[ware development methodologies. Agile methodologies arose in opposi?on to the tradi?onal, phase- driven Waterfall development method, which emphasizes top- down project management, big design up front, silos for architecture and design, coding, and tes:ng, and extensive documenta:on. Agile methodologies share an emphasis on small teams delivering small increments of working so[ware with great frequency while working in close collabora:on with the customer and adap?ng to changing requirements. Source: h*p://agiledic0onary.com/ Able to move quickly and easily Source: h*p://

16 Manifesto for Agile So[ware Development We are uncovering be*er ways of developing sofware by doing it and helping others do it. Through this work we have come to value: Individuals and interac:ons over processes and tools Working so[ware over comprehensive documenta:on Customer collabora:on over contract nego:a:on Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the le[ more. Source: h*p://agilemanifesto.org/

17 Lean The core idea is to maximize customer value while minimizing waste. Simply, lean means crea:ng more value for customers with fewer resources. A lean organiza:on understands customer value and focuses its key processes to con:nuously increase it. The ul:mate goal is to provide perfect value to the customer through a perfect value crea?on process that has zero waste. To accomplish this, lean thinking changes the focus of management from op:mizing separate technologies, assets, and ver:cal departments to op:mizing the flow of products and services through en:re value streams that flow horizontally across technologies, assets, and departments to customers. Source: h*p://

18 Jämförelse (DevOps, ITIL, Agile, Lean) Source:

19 Sökträffar på google, en annan jämförelse DevOps Ca resultat Söderstadion Ca resultat ITIL Ca resultat Bajen Ca resultat Agile Ca resultat Hammarby Ca resultat Lean Ca resultat Kennedy Ca resultat

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21 Antal ITIL Founda:on Cer:fieringar (Globalt) Axelos - Exam Performance Sta:s:cs - h#p:// officialsite.com/news/examstats.aspx Image by: Gregory Tucker

22 Tack för visat intresse!