{"id":38761,"date":"2016-10-13T10:26:25","date_gmt":"2016-10-13T10:26:25","guid":{"rendered":"https:\/\/kepner-tregoe.com\/resources\/white-papers\/the-new-world-what-do-agile-and-devops-mean-for-itsm-and-itil\/"},"modified":"2025-07-16T09:48:23","modified_gmt":"2025-07-16T09:48:23","slug":"the-new-world-what-do-agile-and-devops-mean-for-itsm-and-itil","status":"publish","type":"white-paper","link":"https:\/\/kepner-tregoe.com\/zh-hans\/resources\/whitepapers\/the-new-world-what-do-agile-and-devops-mean-for-itsm-and-itil\/","title":{"rendered":"The New World: What do Agile and DevOps mean for ITSM and ITIL\u00ae"},"content":{"rendered":"<p>By <a href=\"https:\/\/www.linkedin.com\/in\/charlestbetz\" target=\"_blank\" rel=\"noopener\">Charles T. Betz<\/a> and <a href=\"https:\/\/www.linkedin.com\/in\/christophgoldenstern?authType=NAME_SEARCH&authToken=Vwi-&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A8539631%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1478707925400%2Ctas%3AChristoph%20Goldenstern\" target=\"_blank\" rel=\"noopener\">Christoph Goldenstern<\/a><\/p>\n<p>You\u2019d have to be living \u00a0under a rock to have missed the impact of Agile and DevOps on all things IT lately. From startups to the largest enterprises on the planet, Agile and related techniques are transforming how IT is planned, \u00a0built, delivered, \u00a0and operated.<\/p>\n<p>What does this transformation mean for IT service management professionals and their preferred framework\u2014ITIL? \u00a0Much. DevOps has changed the conversation in unexpected ways. For example, it was long assumed that change was the enemy of stability, \u00a0and so organizations opted for infrequent, \u201cwell-planned\u201d releases\u2014which \u00a0never seemed to work that well.<\/p>\n<p>Then along came DevOps. \u201c10 Deploys a Day at Flickr\u201d was the first rallying cry during \u00a02009. Surely, its systems must be crashing \u00a0constantly? No, they weren\u2019t. When Continuous Delivery is well understood and performed \u00a0correctly, systems stability \u00a0improves. \u00a0Only for Silicon Valley startups, right? During September 2016, Barclays Bank stated that the more frequently \u00a0its 800 Agile application teams deploy, the more stable its services. At all scales, it\u2019s clear that smaller, more incremental changes to complex systems are lower risk and promote stability. \u00a0In addition, the fast feedback of those small, incremental changes enables a new culture of learning based on testing hypotheses by bringing (in Lean Startup terms) Minimum Viable Products quickly to the customer.<\/p>\n<p>What\u2019s occurring and what might this mean for the established \u00a0enterprise versus a start-up organization? One way to understand the impact of Agile and DevOps is through \u00a0a scaling or \u201cemergence\u201d model. \u00a0The trouble with frameworks, such as ITIL and COBIT, is that they are presented at an enterprise scale. The framework may state that it should be adapted to the needs of the particular enterprise; but exactly how to do this is often left to consultants. What works for a large enterprise may not make sense for a start-up. Verne Harnish in the book, Scaling \u00a0Up, observes that there are natural \u00a0clusters of firms at certain sizes:<\/p>\n<ul>\n<li>1\u20133 employees<\/li>\n<li>8\u201312 employees<\/li>\n<li>40\u201370 employees<\/li>\n<li>350\u2013500 employees<\/li>\n<li>2,500\u20133,500 employees<\/li>\n<\/ul>\n<p>The scaling process can help us understand current debates in the industry, \u00a0such as \u201cDevOps versus ITIL.\u201d Think about IT processes in these terms. Would you recommend \u00a0a full-blown change management process for a 10-person firm? Could you run a 3,000-person company \u00a0without one? At what point would you introduce \u00a0one, and why? What other processes would you introduce \u00a0and when?<\/p>\n<p>Agile works well in smaller contexts. It is team- oriented, and companies \u00a0of all sizes increasingly are realizing that the collaborative team is where value is produced. Well-established research has shown that collaborative cultures outperform all other cultures (including competitive \u00a0cultures). A 10-person company is a team, but a 50-person company must think of itself as a \u201cteam of teams.\u201d The question is how do we provide \u201cthe glue\u201d for all those teams so we don\u2019t lose alignment. The more \u201cloosely coupled\u201d we are (in Spotify\u2019s engineering culture terms) the more we need to be \u201cclosely aligned\u201d \u00a0with common approaches that facilitate collaboration and problem \u00a0solving.<\/p>\n<p>This may seem obvious, but as companies scale up, the pattern has been to specialize according to functions:<\/p>\n<ul>\n<li>Marketing<\/li>\n<li>Research and development<\/li>\n<li>Sales<\/li>\n<li>Operations and service<\/li>\n<li>Back office (Finance, HR, IT)<\/li>\n<\/ul>\n<p>In addition, there are sub-specialties within each function (e.g., IT specializes further into applications and infrastructure teams; infrastructure teams specialize into server, storage, networking, \u00a024 x 7 NOC, and so forth.)<\/p>\n<p>IT organizes \u00a0itself as an \u201corder taker,\u201d both in its relationship to the business and internally. Application teams submit \u201ctickets\u201d to the infrastructure team for needed resources, for example. This model can produce IT systems and services that are reasonably stable, but they are often slow to deliver and slow to change. Functional silos versus end-to-end-process thinking \u00a0is the norm, which is a bit ironic because that\u2019s not what frameworks like ITIL advocate.<\/p>\n<p>Today digital \u00a0transformation is challenging and disrupting silos. As market-facing products contain increasing amounts of information technology, \u201cback office\u201d IT converges with research and development and general operations and service. Now that IT is critical to a company\u2019s \u00a0survival, it is required \u00a0to be more responsive \u00a0to market needs. Stability is still required, \u00a0but stable systems that don\u2019t satisfy fast- changing market needs are worthless.<\/p>\n<p>Functional silos require handoffs. Handoffs cause delay and slow responsiveness. Functional silos tend to develop an \u201cus-versus-them\u201d attitude towards the teams they are servicing, \u00a0and from which they are requesting \u00a0services. That is why Agile methods promote multi-skilled teams: as Marty Cagan says in his influential book, <em>Inspired: How to Create Products Customers Love,<\/em> the team minimally needs to be able to drive a product towards three necessary qualities:<\/p>\n<ul>\n<li>Is it valuable?<\/li>\n<li>Is it usable?<\/li>\n<li>Is it feasible?<\/li>\n<\/ul>\n<p>A team that can drive outcomes in alignment with these three dimensions can be called a \u201cfull- stack\u201d. Scrum and other Agile methods repeatedly emphasize that the team must be able to operate in general, on its own, with minimal external dependencies \u00a0and blockages.<\/p>\n<p>Another current practice is \u201cyou build it, you run it.\u201d This is a good practice and a big change from the old days of \u201cthrow it over the wall and run,\u201d when developers \u00a0took little responsibility for writing software that could actually \u00a0be run in production. Essentially, \u00a0the emphasis moves from a vertical IT \u201cfactory model\u201d to a more \u201chorizontal management\u201d approach. This is where the team has end-to-end responsibility, including some of the more traditional ITIL disciplines of Incident and Problem Management.<\/p>\n<p>As Amazon CTO Werner Vogels famously said, \u201cGiving \u00a0developers \u00a0operational responsibilities has greatly enhanced the quality of the services, both from a customer and a technology point of view.\u201d Now, developers \u00a0increasingly \u201cwear the pager,\u201d and are incentivized to write software that is stable, scalable, and operates well, in addition to meeting the user\u2019s expectations for functionality.<\/p>\n<h4>Whither ITIL?<\/h4>\n<p>These team-based \u00a0approaches have been shown to work remarkably well, which is why organizations, large and small, around \u00a0the world are hurrying to adopt Agile and DevOps.<\/p>\n<p>However, at the \u201cteam of teams,\u201d large organizational levels, communication and collaboration must cross teams. We can try to minimize \u00a0the need for such communication, but at some point, how do you know two changes won\u2019t collide? Cross-team processes to coordinate and synchronize activity, need to quickly focus on the critical pieces of information that are vital to operations and that provide \u00a0a minimal, but essential quality \u00a0check (e.g., the incident or problem statement).<\/p>\n<p>A common approach for issue resolution across the teams, removes some of the barriers \u00a0between incident, problem \u00a0and change management. When everyone \u201cspeaks the same problem \u00a0solving \u00a0and execution language\u201d it minimizes \u00a0the \u201cdead time\u201d of ineffective or repetitive activity and improves \u00a0the way data is used and shared.<\/p>\n<h4>Change managemen<strong>t<\/strong><\/h4>\n<p>Because ITIL has long advocated \u00a0a rigorous change process, it has become an obstacle for many Agile and DevOps advocates. Yet slowing the throughput of changes (which ITIL Change Management \u00a0tends to do) has not correlated with systems stability.<\/p>\n<p>Now, in fairness to ITIL, continuous updates to an application or service whose platform is stable in general, are seen as \u201cstandard\u201d changes not requiring discussion \u00a0or approval. There is nothing \u00a0in ITIL preventing this. The reality in too many organizations, however, is to \u201cmake the developers \u00a0wait\u201d by using a one- or two-week change-control cadence.<\/p>\n<p>When operations engineers are responsible for making the required \u00a0change to production, a change delay may stem from too much work in process not from any lack of cross-team synchronization (such as the use of a bi-weekly Change Approval Board meeting for assessing risk). However, as more teams operate on a \u201cyou-build-it, you-run-it\u201d basis, having \u00a0operations implement production changes is seen as non-value-add. Even the frequently-cited \u201csegregation-of-duties\u201d concern has faded. (See the DevOps Audit Defense Toolkit, co-written by DevOps evangelist \u00a0Gene Kim and IT auditor \u00a0James DeLuccia.)<\/p>\n<h4>Beyond change management<\/h4>\n<p>Beyond Change Management, \u00a0how have Agile and DevOps teams experienced \u00a0ITIL? Teams that manage operations, including the help desk function and 24 x 7 centers (which are two different services), tend to adopt ITIL training and terminology and have service teams operating as functional silos.<\/p>\n<p>These silos are defended with comments like, \u201cwe don\u2019t have enough people to give every development team their own operations personnel or infrastructure engineers!\u201d But this misses the point of modern cloud-based DevOps practices and overlooks \u00a0important aspects of IT service management. ITIL advocates the establishment of Service Catalogs, which are often used to \u201cfront- end\u201d infrastructure services. Historically, a Service Request Management \u00a0process supports these services, often with manual work (e.g., an engineer analyzing a request for some new servers).<\/p>\n<p>Cloud and micro services approaches are changing the face of Service Request Management with a consistent, catalog-based front-end and fully automated service. What is the Amazon or Azure Cloud portal but a service catalog with a high-degree of automation? Self-service and automation empower functional teams and free the infrastructure teams from most on-demand consulting and engineering services so they can focus on building and sustaining a shared, self-service infrastructure.<\/p>\n<h4>Moving to enterprise scale<\/h4>\n<p>What happens when an Agile mindset is brought to true enterprise scale? Beyond the need for \u201cteam of teams\u201d coordination, there are problems with risk management, governance and more. Business continuity, problem \u00a0management and major incident response become critical concerns. It\u2019s Kepner- Tregoe\u2019s view that major incident management, in particular, requires specialized \u00a0skills that help ensure the enterprise against catastrophic damage and loss. This \u201cstop-gap \u00a0ability\u201d \u00a0to stop the bleeding when major outages occur requires specialists with a combination of both outstanding problem \u00a0solving as well as facilitation and communication skills, due to the naturally high-pressure environment and the plethora of stakeholders \u00a0to satisfy.<\/p>\n<p>Furthermore, organizations can\u2019t afford\u2014in \u00a0this fast- moving \u00a0environment\u2014to continue to solve the same old issues. Introducing Agile and DevOps principles into an organization with an insurmountable backlog of open problems \u00a0(and, therefore, rising incident volumes) is a risky endeavor. For Agile and DevOps to succeed, organizations need to start taking Problem Management \u00a0seriously and dedicate resources to finding the root cause of issues. Feeding Problem Management \u00a0back into the team backlog, on the same footing as new user \u201cstories,\u201dis an emerging best practice.<\/p>\n<p>On the flip side, one risk of scaling up is when the organization implements so many processes that the all-important team experience is disrupted. Multiple processes more driven by the need for administration\/documentation versus the value of their outputs can block team delivery \u00a0and their cohesion and ability \u00a0to deliver customer-value deteriorates. kind of performance degradation is also an enterprise risk; possibly the biggest one of scaling up.<\/p>\n<h4>In conclusion<\/h4>\n<p>There is much that ITSM practices have to offer the new Agile\/DevOps \u00a0world. They provide \u00a0an alignment around \u00a0language and proven practices. Service catalogs, Change, Incident, and Problem Management \u00a0all are relevant. Organizations should guard, however, against using ITSM as a rationale to emphasize structure and process over service outcomes, losing some of the original intent of frameworks like ITIL. A service-centric approach to user outcomes has long been a part of the ITSM philosophy, and service managers \u00a0who keep that focus and have the ability \u00a0to apply \u201cquality \u00a0thinking at speed\u201d will continue to do well. At the end of the day, it\u2019s all about that customer experience, and their daily moment of truth when encountering your digital \u00a0systems both in terms of quality \u00a0and stability.<\/p>\n<h4>About Kepner-Tregoe<\/h4>\n<p>Kepner-Tregoe is the leader in problem-solving. For over six decades, Kepner-Tregoe has helped thousands of organizations worldwide solve millions of problems through more effective root cause analysis and decision-making skills. Kepner-Tregoe partners with organizations to significantly reduce cost and improve operational performance through<br \/>\nproblem-solving training, technology and consulting services.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>By Charles T. Betz and Christoph Goldenstern You\u2019d have to be living \u00a0under a rock to have missed the impact of Agile and DevOps on all things IT lately. From startups to the largest enterprises on the planet, Agile and related techniques are transforming how IT is planned, \u00a0built, delivered, \u00a0and operated. What does this [&hellip;]<\/p>\n","protected":false},"author":8,"featured_media":38762,"template":"","white-paper-type":[],"class_list":["post-38761","white-paper","type-white-paper","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>The New World: What do Agile and DevOps mean for ITSM and ITIL\u00ae - Kepner-Tregoe<\/title>\n<meta name=\"description\" content=\"Agile and DevOps related are transforming how IT is planned, built, delivered, \u00a0and operated. 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