Witwam Consulting - Thoughts on Service Design and Operating Models

Enabling Digital Transformation with ITIL and DevOps

james@witwam.com (James Marchant) — Tue, 20 Dec 2022 18:56:57 GMT

Combine ITIL's structure with DevOps agility to fast-track your transformation......

Digital transformation is the process of using digital technologies to fundamentally change how an organization operates and delivers value to its customers. It involves adopting new technologies, processes, and business models to drive innovation, efficiency, and competitiveness.

ITIL (Information Technology Infrastructure Library) is a widely recognized framework for managing and delivering high-quality IT services. It provides a set of best practices and processes that help organizations to align their IT activities with their business goals and objectives.

DevOps is a set of practices and principles that aim to improve collaboration and communication between development and operations teams, with the goal of speeding up the delivery of software and services. It emphasizes automation, continuous integration and delivery, and continuous feedback.

ITIL and DevOps can be combined / integrated to enable digital transformation in the following ways:

ITIL provides a structured approach to IT service management, which can be enhanced by the agility and automation of DevOps. For example, ITIL processes such as incident management and problem management can be automated and integrated into the development and deployment pipeline, enabling faster resolution of issues and improved service quality.
DevOps practices such as continuous integration and delivery can be aligned with ITIL processes such as change management and release and deployment management, enabling faster and more controlled deployment of changes and releases.
ITIL can provide a common language and set of principles for aligning the goals and objectives of development and operations teams, while DevOps can provide the tools and practices for achieving those goals more effectively.
ITIL can help to ensure that the technical and operational aspects of digital transformation are aligned with the business goals and objectives, while DevOps can help to accelerate the delivery of new capabilities and innovations.

To integrate ITIL and DevOps in your organization, we recommend the following steps:

Assess the current state of your IT service management practices and us the guidance above to identify areas where ITIL and DevOps can be integrated to support digital transformation.
Establish a steering committee to oversee the integration of ITIL and DevOps and ensure that it aligns with your transformation goals and objectives.
Train key staff in both ITIL and DevOps best practices and processes.
Develop an implementation plan that outlines the specific ITIL processes and DevOps practices that we will be integrating, as well as the resources and timelines required.
Implement the ITIL processes and DevOps practices according to the plan, using a phased / agile approach as necessary.
Monitor and review the results of the implementation to ensure that it is meeting our expectations and delivering value to the business.

Integrating ITIL and DevOps can help your organization to enable digital transformation by aligning the technical and operational aspects of your IT service management with the business goals and objectives.

By adopting agile and automated practices, you can accelerate the delivery of new capabilities and innovations, while maintaining the quality and reliability of your IT services.

ITIL V3 - What it is and what are the steps to implement it

james@witwam.com (James Marchant) — Mon, 19 Dec 2022 21:18:02 GMT

Accelerate the flightpath of your ITIL implementation.....

ITIL (Information Technology Infrastructure Library) is a globally recognized framework for managing and delivering high-quality IT services. It provides a set of best practices and processes that help organizations to align their IT activities with their business goals and objectives.

ITIL v3 is the third major version of ITIL, which was released in 2007 and has since become the de facto standard for IT service management (ITSM). It consists of a series of books that cover the various aspects of ITSM, including service strategy, design, transition, operation, and continuous improvement.

ITIL Lifecycle:

ITIL v3 is based on a lifecycle approach, which consists of the following five stages:

Service Strategy: This stage involves defining the overall direction and objectives of the IT service organization, based on the needs and expectations of the business. It includes processes such as service portfolio management and financial management for IT services.
Service Design: This stage involves designing and documenting the IT services and processes that will be delivered to customers. It includes processes such as service level management, capacity management, and availability management.
Service Transition: This stage involves planning and coordinating the changes and releases required to implement and deploy the IT services and processes designed in the previous stage. It includes processes such as change management, release and deployment management, and service asset and configuration management.
Service Operation: This stage involves the day-to-day management and delivery of IT services to customers. It includes processes such as incident management, problem management, and request fulfilment.
Continual Service Improvement: This stage involves continuously reviewing and improving the IT services and processes to ensure that they continue to meet the needs and expectations of the business. It includes processes such as service reporting, service measurement, and service improvement.

ITIL Processes:

The ITIL v3 framework includes a set of core processes that cover the various aspects of ITSM. These process are encapsulated within the lifecycle stages as follows:

Service strategy: Service portfolio management, financial management for IT services, demand management, business relationship management
Service design: Service level management, capacity management, availability management, IT service continuity management, security management, supplier management
Service transition: Change management, release and deployment management, service asset and configuration management, transition planning and support
Service operation: Incident management, problem management, request fulfilment, access management, event management
Continual service improvement: Service reporting, service measurement, service improvement, service review

To implement ITIL v3 into your organization, Witwam broadly suggests the following steps:

Assess the current state of your IT service management practices and identify any gaps or areas for improvement.
Establish a steering committee to oversee the implementation of ITIL v3 and ensure that it aligns with your business goals and objectives.
Train and certify key staff in ITIL v3 best practices and processes.
Develop an implementation plan that outlines the specific ITIL processes and activities that you will be implementing, as well as the resources and timelines required.
Implement the ITIL processes and activities according to the plan, using a phased approach if necessary.
Monitor and review the results of the implementation to ensure that it is meeting our expectations and delivering value to the business.

This is of course a generic approach. To discuss the specifics of your business problem and how Witwam might help to solve it please contact us at info@witwam.com

Utilising the Viable System Model (VSM) for Organisation Design

james@witwam.com (James Marchant) — Tue, 27 Sep 2022 19:37:23 GMT

Vintage tools can still deliver contemporary results

The Viable System Model (VSM) is a framework for understanding and managing complex organizations. It was developed by economist and cybernetician Stafford Beer in the 1970s and has since been applied in a variety of settings, including businesses, governments, and non-profit organizations.

The VSM proposes that any complex organization can be understood as a system made up of five interconnected components, or subsystems:

The operational subsystem, which is responsible for carrying out the organization's core activities and delivering its products or services.
The managerial subsystem, which is responsible for coordinating the activities of the operational subsystem and ensuring that they align with the organization's goals and objectives.
The strategic subsystem, which is responsible for setting the organization's overall direction and defining its long-term goals and objectives.
The meta-management subsystem, which is responsible for overseeing the operation of the other three subsystems and ensuring that they are working together effectively.
The systemic subsystem, which is responsible for maintaining the organization's viability by monitoring its external environment and adapting to changes in that environment.

By understanding an organization as a system made up of these five interconnected components, the VSM provides a framework for designing and managing complex organizations in a way that is both effective and efficient.

As part of a project using the VSM, the following steps could be taken:

Identify the organization's core activities and define its products or services. This will help to clarify the role of the operational subsystem and ensure that it is focused on delivering value to the organization's stakeholders.
Develop a set of goals and objectives that align with the organization's mission and vision. This will provide a basis for defining the roles and responsibilities of the managerial, strategic, and meta-management subsystems.
Establish clear lines of communication and coordination between the various subsystems. This will help to ensure that the organization's activities are aligned and that its resources are used efficiently.
Monitor the organization's external environment and adapt to changes as needed. This will help to ensure that the organization remains viable and can continue to deliver value to its stakeholders.

Overall, the use of the Viable System Model can provide a structured and systematic approach to designing and managing complex organizations. By understanding the organization as a system made up of interconnected components, the VSM can help to ensure that the organization is aligned, efficient, and effective in achieving its goals.

Contact info@witwam.com to discuss your organisation design requirements.

Utilising Soft Systems Methodology (SSM) to solve complex business design problems

james@witwam.com (James Marchant) — Fri, 19 Aug 2022 19:50:56 GMT

Addressing Complexity with a Soft Systems Approach......

Checkland's Soft Systems Methodology (SSM) is a systems thinking approach for understanding and addressing complex business problems. It was developed by Peter Checkland in the 1960s and has since been widely used in a variety of industries and contexts.

The main concepts of SSM include:

Systems: A system is a set of interrelated elements that work together to achieve a common purpose. In SSM, the focus is on understanding the complex systems that underlie business problems, rather than on individual components.
Root definitions: Root definitions are statements that describe the purpose of a system in terms of the outcomes it is intended to achieve. Root definitions help to clarify the goals and objectives of a system, as well as the values and assumptions underlying them.
CATWOE: CATWOE is a mnemonic that stands for the six components of a root definition: Customers, Actors, Transformation process, Weltanschauung (worldview), Owner, and Environmental constraints.
Rich pictures: A rich picture is a visual representation of a complex system, highlighting the relationships and interactions among the various elements of the system. Rich pictures help to identify the key issues and stakeholders in a system, as well as the underlying structures and processes.

The sequence of SSM consists of the following steps:

Identify the problem: The first step in SSM is to identify the problem or challenge that needs to be addressed. This may involve gathering data and conducting stakeholder interviews to gain a deeper understanding of the problem and its context.
Develop a rich picture: A rich picture is then created to depict the complex system that underlies the problem. This can be done through visual mapping or diagramming techniques, such as mind mapping or causal loop diagrams.
Construct root definition(s): The next step is to construct root definitions for the problem, using the CATWOE framework. This helps to clarify the purpose and goals of the system, as well as the values and assumptions underlying them.
Analyze the system: The rich picture is then used to analyze the system and identify the key issues, stakeholders, and dynamics that are contributing to the problem.
Generate alternatives: Based on the analysis of the system, a range of alternative solutions or interventions is then generated.
Evaluate and select: The alternatives are then evaluated based on their feasibility, acceptability, and effectiveness, and the most promising solution is selected for implementation.
Implement and review: The selected solution is then implemented, and the results are monitored and reviewed to assess its impact and effectiveness.

Overall, SSM is a flexible and iterative approach that helps organizations to understand and address complex business problems in a holistic and systems-oriented way.

It is particularly useful for tackling problems that are vague, ambiguous, or difficult to define, and that involve multiple stakeholders and competing interests.

Contact info@witwam.com to discuss your business problem and how we might help solve it.

Using Frameworks like ITIL, COBIT & SFIA to inform Technology Organisation Design

Mon, 10 Jan 2022 18:49:38 GMT

Accelerate your Design by utilising structured frameworks

Structured frameworks like ITIL (Information Technology Infrastructure Library) and COBIT (Control Objectives for Information Technology) provide a number of benefits when used as the basis for technology organization design.

Straight out of the box, these frameworks provide a common language and a set of best practices that can be used to guide the design of technology organizations. This can help to ensure consistency of meaning within the design team, customers and suppliers and that the design is consistent and aligned with industry standards and best practices, as well as with the specific needs and goals of the organization.

Further advantage is derived from the fact that both ITIL and COBIT provide structured approach for identifying and addressing the key challenges and risks associated with technology organization design. By following the processes and guidelines outlined in these frameworks, organizations can implement effective risk management strategies and ensure that their technology organizations are designed and operated in a reliable and secure manner.

In addition, these frameworks can also help organizations to optimize their technology resources and improve efficiency. By following structured guidance contained within these frameworks, organizations can identify and implement best practices for managing, utilizing and improving their technology capabilities, which can help to reduce costs and improve productivity.

Both COBIT and ITIL also align to SFIA (Skills Framework for the Information Age) a framework for describing and categorizing the skills and competencies required for successful performance in IT roles.

Aligning COBIT, ITIL and SFIA can provide a number of benefits for organizations. Top of the benefits list is helping to ensure that the skills and competencies of the IT workforce are aligned with the needs and goals of the organization.

By matching the skills and competencies defined in SFIA with the best practices outlined in COBIT and ITIL, organizations can identify the specific skills and competencies that are needed to effectively deliver and support IT services.

In addition alignment can also help organizations to better understand and manage the risks and challenges associated with IT. By matching the skills and competencies of the IT workforce with the best practices outlined in COBIT, organizations can identify and address any potential vulnerabilities or weaknesses in their IT infrastructure, and implement more robust and secure approaches for managing and protecting their IT assets.

Overall, the benefit of using structured frameworks like ITIL , COBIT and SFIA as the basis for technology organization design lies in their ability to provide a common language, a set of best practices, and a structured approach for guiding the design and operation of technology organizations. By following these frameworks, organizations can gain the guidance and resources needed to effectively design and operate technology organizations that meet their specific needs and goals.

What's the value of service design?

james@witwam.com (James Marchant) — Mon, 07 Dec 2020 06:57:56 GMT

The value of intentional design vs retrospective design .....

In an earlier post I posed the question what is service design?

During my attempt to answer this question, I realised that it's a tricky one to answer meaningfully in summarised format, so I promised to use subsequent posts to explain the subject in more detail.

This post focuses on the value of up front service design vs the risk of doing it later or not at all!

In summary service design is the process of designing and organizing a service in a way that is efficient, effective, and appealing to customers. It involves understanding the needs and expectations of customers, as well as the business goals and constraints of the organization.

There are several key benefits to incorporating service design into an organization:

Improved customer experience: By designing services with the customer in mind, organizations can create a more seamless, intuitive, and enjoyable experience for their customers. This can lead to increased customer satisfaction, loyalty, and retention.
Increased efficiency and effectiveness: Service design can help organizations streamline their processes and eliminate waste, resulting in cost savings and increased productivity.
Increased competitiveness: By offering a high-quality service experience, organizations can differentiate themselves from their competitors and gain a competitive advantage in the market.
Improved employee satisfaction: Service design can also improve the experience of employees, making their work more enjoyable and rewarding. This can lead to increased motivation and retention of top talent.

For each of the benefits list above the flip side is also true. Lack of up front service design can inevitably lead to the following:

Decreased customer satisfaction: Without proper service design, organizations may fail to meet the needs and expectations of their customers, leading to dissatisfaction and potentially lost business.
Decreased efficiency and effectiveness: Without a well-designed service, organizations may struggle with inefficient processes and waste, leading to increased costs and decreased productivity.
Decreased competitiveness: By failing to prioritize service design, organizations may fall behind their competitors and lose market share.
Decreased employee satisfaction: Poorly designed services can also lead to frustration and burnout among employees, which can result in low morale and high turnover.

Overall, the value of service design lies in its ability to create a positive and efficient experience for both customers and employees, which can lead to increased satisfaction, loyalty, and competitiveness for the organization. By neglecting service design, organizations risk losing these benefits and may struggle to meet the needs and expectations of their customers and employees.

Please contact info@witwam.com to discuss your service design requirements.

What is Service Design......?

james@witwam.com (James Marchant) — Thu, 05 Dec 2019 13:47:27 GMT

.......and why should you be interested in the answer?

If you Google(apparently now a verb) the very question posed above, you'll get a pretty clear answer from the service design network (yes there's a network!)which goes like this;

A working definition
"Service design is the activity of planning and organizing people,infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers."

What’s a Service? When we say 'service', what are we actually talking about? My preferred definition of a service is ‘a defined outcome of value, received from a service provider, where the service receiver does not own the resources required to produce the service’.

So decoded - a service can be thought of as a journey to a destination without the passenger owning the means of transport or an agreement to do something of value for someone where the recipient does not own the resources to do it themself.

A note on Products . Products differ from services in that products can be purchased by customer and ownership transferred, this applies to physical products and digital products (subject to licencing conditions). Products themselves deliver the outcomes mentioned above but the key difference is that the purchaser takes on the ownership of the resource that delivers the outcome.

Services design also applies to products because many products have services associated with them, such as warranty or future discounts and these facets need to be designed to ensure success. How many times do we hear of products that have had their value impaired by poor service!

So far so good(hopefully)... some pretty reasonable definitions.....but how do you go about designing services why should you go about it at all?

You may be already doing Service Design! The inception of Service Design is often attributed to Lynn Shostack , who realised that she had become an accidental service designer and subsequently decided to become a deliberates ervice designer.

If you have created or managed a product or a service then it is likely that you have already done some service design without even being aware that it has a name(and that some people even specialise in it).

If you recognise any of the activities from the working definition above and you realise that you've already done service design, you'll likely also realise that it's not massively difficult to do.

If on the other hand, you've introduced new products or services (or had them introduced upon you to manage) without much consideration to their wider usage context e.g. can we cope with how many users will use our service, or what do we do when things go wrong with the service? then it's likely that you've already realised that even though service design is not that difficult, the lack of it can cause considerable downstream cost and pain.

A Suggested (40,000 feet) Approach to Service Design . Essentially, service design is about predicting scenarios related to the use of your product or service once in the wild, and then based on your predictions put a 'service wrapper' around it to ensure (at least a minimum) viability of use and continuous improvement. All very well, but what does that mean in practical terms (and what's a service wrapper anyway)?

In terms of practicalities, I'm minded of a general management proposition; the Demming Cycle, a process cycle of steps - Plan, Do, Check, Act. Proposed by the great management thinker W. Edwards Demming.

Service Design when done well, typically follows the Demming cycle (as do mostthings where stuff needs to get done IMHO).

We plan, in that we pre-consider (design) how our service will be used and what the service scenarios and risks are;
We Do, in that we implement our service along with processes and risk mitigations to support the service ( service wrapper );
We Check, in that we monitor how our service is performing (usually against service targets that we have designed-in up-front) and finally;
We Act, in that we implement continuous improvement to our design as part of an evolutionary cycle i.e. "no plan (or design) stands first contact with the enemy", there will always be things to fix or improve.

In practical terms this means considering the users' journey through our service from awareness,to on-boarding, to use to exit, and depending on a few factors;

the size of the service (how many users),
how much money you've got to spend, and what else needs money spent on it,
how much competition you face, especially in industries where service can be a critical differentiator,

we determine what organisational elements (people,infrastructure, communication and material components) we are going to wraparound ( service wrapper ) each point in the user journey.

The service design will consider touch-points where users knowingly interact with the service e.g. a support desk, online help, or a local service support person and also discreet elements of the service that users are not aware of,such as automated IT provisioning to accommodate increased service demand.

The service design must also consider how to change the service without breaking it, and while we're on the subject, we of course must consider what happens when the service breaks and design-in the processes, people and tooling to mitigate that risk.

How much Service Design? All of the above is often considered in context of service criticality, which may reasonably be judged on the cost to be without the service, and from there we can typically budget for how much we need to spend on our service wrapper and still remain in the black. Not only that, if we have more than one service we also need to prioritise how we optimally distribute our efforts and finances across a service portfolio.

As is often the case the cost vs. benefit continuum applies and service design can be a quite extensive and sophisticated endeavour or it can be almost completely ignored (at least until something goes badly wrong).

As a minimum I'd say that just doing some service design based on a several basic (journey focused) scenarios and documenting and rehearsing what to do,will put you and your users or customers in a massively better position that doing nothing at all.

What’s Next? In my following posts, I will expand on the value of service design and the risk of not doing it.