ITIL 4: High Velocity IT

191 Pages·2020·7.436 MB·English

by  AXELOS

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ITIL® 4:
High-velocity IT
i
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Contents
List of figures iv
List of tables vi
Foreword vii
Preface viii
About the ITIL 4 publications ix
About the ITIL story x
ITIL Foundation recap xii
1 Introduction 1
1.1 Audience and scope 2
1.2 Background and context 2
2 Key concepts of high-velocity IT 5
2.1 High-velocity IT 6
2.2 Digital technology 7
2.3 Digital organizations 11
2.4 Digital transformation 12
2.5 High-velocity IT objectives and key characteristics 16
2.6 Adopting the ITIL service value system to enable high-velocity IT 23
2.7 Summary 41
3 High-velocity IT culture 43
3.1 Key behaviour patterns 44
3.2 Models and concepts of HVIT culture 46
3.3 ITIL guiding principles 73
3.4 Summary 76
4 High-velocity techniques 77
4.1 Techniques for valuable investments 78
4.2 Techniques for fast development 88
4.3 Techniques for resilient operations 108
4.4 Techniques for co-created value 127
4.5 Techniques for assured conformance 130
4.6 Summary 138
5 Conclusion 139
End note: The ITIL story 141
Further research 143
Glossary 147
Acknowledgements 159
Index 167
iii
List of figures
Figure 0.1 The service value system xii
Figure 0.2 The ITIL service value chain xiii
Figure 0.3 The continual improvement model xv
Figure 0.4 The four dimensions of service management xvi
Figure 2.1 Digital technology 8
Figure 2.2 Information system technology stack 8
Figure 2.3 The IT value stack 9
Figure 2.4 Digital transformation and IT transformation 13
Figure 2.5 Examples of sourcing options for an IT function 15
Figure 2.6 Objectives from an economic perspective 17
Figure 2.7 Key characteristics of HVIT 18
Figure 2.8 A value stream with three workstations 19
Figure 2.9 The ITIL service value system 24
Figure 2.10 Service interaction and the band of visibility 26
Figure 2.11 Digital product lifecycle from two perspectives: consumer and provider 27
Figure 2.12 Customer journey model 28
Figure 2.13 Digital product lifecycles from a consumer’s perspective 28
Figure 2.14 The ITIL service value chain 29
Figure 2.15 DevOps activities in a continuous loop 30
Figure 2.16 DevOps and the service value chain 30
Figure 2.17 The service consumer’s perspective 31
Figure 2.18 Interacting service value chains 32
Figure 2.19 Example value stream referring to service value chain activities 32
Figure 2.20 The value stream in context 33
Figure 2.21 Value stream positioned with respect to governance, execution, and improvement 34
Figure 2.22 Multiple management practices involved in a value stream, depicted in a variation of a
Porter value chain 35
Figure 2.23 The four dimensions of service management including the six PESTLE factors 37
Figure 3.1 Key behaviour patterns 44
Figure 3.2 Heat map of the importance of the key behaviour patterns to ethics 51
Figure 3.3 Heat map of the importance of the key behaviour patterns to design thinking 53
Figure 3.4 Heat map of the importance of the key behaviour patterns to reconstructing for
service agility 55
Figure 3.5 Heat map of the importance of the key behaviour patterns to safety culture 58
Figure 3.6 Heat map of the importance of the key behaviour patterns to stress prevention 61
Figure 3.7 The Cynefin framework 63
iv
Figure 3.8 Heat map of the importance of the key behaviour patterns to working in
complex environments 65
Figure 3.9 Heat map of the importance of the key behaviour patterns to Lean culture 68
Figure 3.10 The ITIL continual improvement model 69
Figure 3.11 Improvement domains 69
Figure 3.12 Toyota Kata 71
Figure 3.13 Heat map of the importance of the key behaviour patterns to continual improvement 72
Figure 4.1 Heat map of the contribution of prioritization to the service value chain 81
Figure 4.2 Heat map of the contribution of a minimum viable approach to the service value chain 83
Figure 4.3 Heat map of the contribution of product or service ownership to the service value chain 85
Figure 4.4 Time-limited experimentation with A/B testing 86
Figure 4.5 Heat map of the contribution of A/B testing to the service value chain 87
Figure 4.6 Effect of the size of change 90
Figure 4.7 Heat map of the contribution of infrastructure as code to the service value chain 91
Figure 4.8 Heat map of the contribution of loosely coupled information system architecture to the
service value chain 94
Figure 4.9 Heat map of the contribution of retrospectives to the service value chain 95
Figure 4.10 Heat map of the contribution of blameless post-mortems to the service value chain 97
Figure 4.11 Faster value realization with an iterative approach 99
Figure 4.12 Heat map of the contribution of continual business analysis to the service value chain 100
Figure 4.13 Heat map of the contribution of CI/CD to the service value chain 102
Figure 4.14 Heat map of the contribution of continuous testing to the service value chain 105
Figure 4.15 An example of a Kanban board 107
Figure 4.16 Heat map of the contribution of Kanban to the service value chain 108
Figure 4.17 Heat map of the contribution of technical debt to the service value chain 111
Figure 4.18 Heat map of the contribution of chaos engineering to the service value chain 113
Figure 4.19 Heat map of the contribution of definition of done to the service value chain 116
Figure 4.20 Heat map of the contribution of version control to the service value chain 119
Figure 4.21 Heat map of the contribution of AIOps to the service value chain 121
Figure 4.22 Heat map of the contribution of ChatOps to the service value chain 123
Figure 4.23 Heat map of the contribution of SRE to the service value chain 125
Figure 4.24 Heat map of the contribution of service experience to the service value chain 129
Figure 4.25 Heat map of the contribution of DevOps Audit Defense Toolkit to the service value chain 131
Figure 4.26 Heat map of the contribution of DevSecOps to the service value chain 134
Figure 4.27 Peer review formality spectrum 136
Figure 4.28 Heat map of the contribution of peer review to the service value chain 137
v
List of tables
Table 0.1 The ITIL management practices xiv
Table 2.1 HVIT objectives 16
Table 2.2 Key characteristics of high-velocity IT 18
Table 2.3 Summary of the influence of HVIT characteristics on ITIL service value chain activities 19
Table 2.4 Stages of the digital product lifecycle 28
Table 2.5 Practices and their relevance to the five objectives 36
Table 3.1 Models and concepts and related key behaviour patterns 46
Table 3.2 Elements of Lean culture 67
Table 4.1 Practices for which prioritization is relevant 81
Table 4.2 Practices for which a minimum viable approach is relevant 83
Table 4.3 Practices for which product or service ownership is relevant 85
Table 4.4 Practices for which A/B testing is relevant 88
Table 4.5 Practices for which infrastructure as code is relevant 92
Table 4.6 Practices for which loosely coupled information system architecture is relevant 94
Table 4.7 Practices for which retrospectives are relevant 96
Table 4.8 Practices for which blameless post-mortems are relevant 98
Table 4.9 Practices for which continual business analysis is relevant 100
Table 4.10 Practices for which CI/CD are most relevant 103
Table 4.11 Types of software testing 104
Table 4.12 Practices for which continuous testing is most relevant 105
Table 4.13 Practices for which Kanban is relevant 108
Table 4.14 Practices for which technical debt is relevant 111
Table 4.15 Practices for which chaos engineering is relevant 114
Table 4.16 Practices for which the definition of done is relevant 116
Table 4.17 Practices for which version control is relevant 119
Table 4.18 Practices for which AIOps is relevant 121
Table 4.19 Practices for which ChatOps is relevant 123
Table 4.20 Practices for which SRE is relevant 126
Table 4.21 Practices for which service experience is relevant 129
Table 4.22 Practices for which the DevOps Audit Defense Toolkit is relevant 132
Table 4.23 Practices for which DevSecOps is relevant 134
Table 4.24 Activities in different peer review approaches 136
Table 4.25 Practices for which peer review is relevant 137
vi
Foreword
At this new stage in the development of the IT industry, AXELOS is delighted to present ITIL 4, the latest step in
the evolution of IT best practice. By building on our experience and bringing fresh and forward-looking thinking
to the marketplace, ITIL 4 equips your business to deal with the challenges currently faced by the industry.
The adoption of ITIL as the most widely used guidance in the world on IT and service management will continue
with ITIL 4. It ensures continuity with existing ways of working (where service management is already successful)
by integrating modern and emerging practices with established and proven know-how. ITIL 4 also provides
guidance on these new methods to help individuals and organizations to see their benefits and move towards
using them with confidence, focus, and minimal disruption.
ITIL 4’s holistic approach raises the profile of service management in organizations and industries, setting it
within a more strategic context. Its focus tends to be on end-to-end product and service management, from
demand to value.
ITIL 4 is the result of a great deal of global research and development work across the IT and service
management industries; this work has involved active practitioners, trainers, consultants, vendors, technicians,
and business customers. The architect team has collaborated with the wider stakeholders and users of ITIL to
ensure that the content meets the modern requirements of continuity, innovation, flexibility, and value.
ITIL training provides individuals with a structured approach for developing their competencies in the current
and future workplace. The accompanying guidance also helps organizations to take advantage of the new and
upcoming technologies, succeed in making their digital transformations, and create value as needed for
themselves and their customers.
As demand for digital technology grows, practitioners are under increasing pressure to design, develop, run, and
support digital systems and services. ITIL® 4: High-velocity IT aims to help readers understand digital
transformation and to guide them and their organizations towards a more integrated state between business
and technology. By discussing organizational best practice and useful mental models from a practitioner’s
perspective, it provides invaluable guidance in the practical application of high-velocity IT.
Welcome to the new generation of IT best practice!
Mark Basham
CEO, AXELOS Global Best Practice
vii
Preface
People depend on digital technology. The societal and economic impact of digitally enabled organizations is
unprecedented, and these organizations demand a significantly different way of working. We need to strike a
new balance between managerial control and professional judgement. IT service management often leans
towards control, but digitally enabled organizations are based on complex and intrinsically unpredictable
systems. These systems are uncontrollable at lower levels of granularity, so traditional management instruments
such as specialization, prescriptive processes, and performance targets do not work. Action at the sharp end
has to be based on professional judgement and an understanding of the nature of the systems in which the
practitioner works. Practitioners therefore need appropriate ‘high-velocity IT’ ways of thinking and of working.
As the reader, you care about this not only because you want to remain valuable and relevant in a changing
workplace, but also because you have the privilege of contributing to the prosperity and wellbeing of people by
providing them with better digital experiences. You have taken the trouble to look at industry guidance such as
ITIL, so you are presumably committed to your professional development. You are aware of the considerable
challenges and responsibilities involved in managing digital technology. You are up for the challenge and are
prepared to review and unlearn old approaches and integrate new concepts in your way of working. You take
your work and yourself seriously.
We, the authors, reviewers, and other contributors, each in our own way, are committed to making our industry
a better place to work. We believe that people come first. We work in complex human systems in which
professionals often have to take gambles. This is defensible: there is limited data available so their actions are
based on well-reasoned hypotheses that they calibrate when they observe the results of their actions. In toxic
workplaces they could easily be blamed (with the luxury of hindsight) for taking the wrong decisions. This is
unacceptable. When your people have to bet, you had better bet on your people. In parallel with the more
‘technical’ guidance that this publication offers, we draw your attention to the importance of psychological
safety, wellbeing, and ethics in the workplace. Many organizations not only have accrued technical debt in their
software as a result of taking conscious or unconscious shortcuts, they also have a considerable social debt that
needs repayment. This is why we care. This is a pivotal moment. The time is right to share our thoughts and to
hopefully be of service.
I have witnessed the concern, engagement, and generosity of those who have contributed to this publication.
We believe in its potential. It is now up to you.
Mark Smalley
Lead editor, ITIL® 4: High-velocity IT
viii