- [Instructor] This graphic shows the 26 processes
ITIL specifies.
Let's explore each of these processes briefly
to understand what the intersection looks like
between each and DevOps.
Strategy management for IT services aims
to ensure we have a strategy defined that guides
and aligns our services,
that clarifies the customers and markets we serve,
that differentiates our position
and value proposition in the market overall
and for each service,
and guides the management of our current
and future services, capabilities, and resources.
One thing you should expect with DevOps is
that you will need tighter feedback loops
between strategy, business relationship management,
continual improvement,
and sprint planning and retrospectives.
In general, you should expect shorter cycles in smaller,
more frequent increments for all four.
So, at the intersection of ITIL-driven strategy and DevOps,
consider the DevOps principle
of amplifying feedback loops
between strategy, continual improvement,
and sprint planning.
Service portfolio management aims
to ensure investments in service management
across the enterprise are managed to deliver value
by maximizing portfolio returns at acceptable risk levels
and making appropriate changes to the portfolio
when conditions change.
With DevOps, the typical work increment here gets smaller
and happens faster,
according to the mantra smaller plus faster equals better.
So, what gets on the billet
for service portfolio management
is less frequently new services
and more frequently quickly released feature sets
and features.
And because services, feature sets
and features come much more frequently,
it becomes even more important
to understand the adoption of those features
and the resultant value that's realized.
At the intersection of service portfolio management
and DevOps, consider the DevOps value of measurement
to be able to make visible the uptake and real
and perceived value of services
and individual features.
As your environment moves from legacy to the cloud,
your focus will shift from capacity management,
since the cloud is elastic,
to demand management
and it will be important to ensure resources are utilized
and not sitting ITIL.
With the move to the cloud and elastic capacity
for scaling up and down,
you can automate capacity to meet demand
and your focus will shift from capacity
to demand management.
At the intersection of demand management and DevOps,
consider the DevOps practice of the cloud
and with that practice,
make sure you put in place instrumentation
where you can see what's getting acquired
and what's actually getting consumed
so you can turn down unused capacity,
for example, test beds that got stood up
but never stood down
or Office 365 seats that were acquired
but not used, and so on.
Be sure to increase the feedback loop
to financial management from demand
and look to shift from capacity
to demand-side estimation.
Know that forecasting will be harder with experimentation.
Financial management for IT services aims
to ensure we can accurately account for IT costs
and that cost data is mapped to categories
and services in a format useful for investment
and budgeting decisions,
and that when we choose to charge back for services,
it ensures we have a clear pricing algorithm,
charge-back goal,
and a charging system that meets that goal.
With the cloud and DevOps,
the focus shifts from budget allocation and usage
to forecasting and managing consumption,
harvesting unused resources,
and ensuring adoption and uptake for value realization.
Budget activity shifts from CapEx or larger
to OpEx and smaller in the shift
to subscription-based services.
In the case of financial management,
you'll want to apply the DevOps principle
of amplifying feed loops again.
Be sure to put usage and billing systems in place
to show the cost of services consumed
and to track usage, as costs are usage-based.
Make sure you feed usage and billing data
as inputs to metering and throttling controls on cost
and capacity to prevent over-consumption
and unforecasted costs.
To incentify desired behavior,
be sure to move usage and billing insights in budget
as close to possible to where the generated business value
is received and perceived,
in other words, for example,
to the product owner.
You'll also need a subscription management strategy.
So, as you can see,
there's a lot to do here in financial management
in this new way of working due to the nature
of the target to be managed.
Business relationship management aims
to maintain a positive relationship with customers
by identifying customer needs
and ensuring those needs are met
through an appropriate catalog of services.
BRM connects the provider
and the pay-the-bills customer.
The provider seeks to understand changes
in customer and user needs
and brings to the table whatever new technologies have
to offer with the aim in mind
of feeding all of this into strategy and action
to shape services, feature sets and features
so they deliver value to consumers
and to the provider.
At the intersection of ITIL-driven strategy and DevOps,
consider the DevOps principle
of amplifying feedback loops.
Instantiate tighter feedback loops between BRM,
strategy, continual improvement,
and sprint planning and retrospectives.
In general, you should expect shorter cycles in smaller,
more frequent increments for all four
and a shift in gravity from BRM
to the product owner at feature and team level.
Also importantly, the scope of what it takes
for BRM to bring to the strategy table
what new technologies have to offer greatly increases
with DevOps in the cloud,
as not just services,
but feature sets and features are fire hosed at you,
at what might seem, at an alarming rate.
Skills in keeping up with what's new and useful
and separating wheat from the chaff
will demand a premium here.