Service oriented change and collaboration
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Service oriented change and collaboration
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Service oriented change and collaboration
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- 10. CEO Supply Chain Manufacturing Marketing Sales Support
- 11. CIO Projects Analysis Dev Test Deployment Project Management Ops 1st Line 2nd Line 3rd Line
- 12. Design TransitionOperation Strategy Applications Analyst Availability Manager Capacity Manager Compliance Manager Enterprise Architect Information Security Manager IT Service Continuity Manager Risk Manager Service Catalogue Manager Service Design Manager Service Level Manager Service Owner Supplier Manager Technical Analyst Business Relationship Mgr Demand Manager Financial Manager IT Steering Group (ISG) Service Portfolio Manager Service Strategy Manager Application Developer Change Advisory Board (CAB) Change Manager Configuration Manager Emergency Change Advisory Board (ECAB) Knowledge Manager Project Manager Release Manager Test Manager 1st Level Support 2nd Level Support 3rd Level Support Access Manager Facilities Manager Incident Manager IT Operations Manager IT Operator Major Incident Team Problem Manager Service Request Fulfilment Group
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- 17. • • • HTTP://WWW.SLIDESHARE.NET/MOBILE DELIVERYDAYS/STATE-OF-MOBILE- CONTINUOUS-DELIVERY-AT-SPOTIFY
- 22. • • • • “Hierarchical organizations are designed to impose correlations in human behavior primarily through the influence of the hierarchical control structure. In an ideal hierarchy all influences/communications between two "workers" must travel through a common manager. As the complexity of collective behavior increases, the number of independent influences increases, and a manager becomes unable to process/communicate all of them. Increasing the number of managers and decreasing the branching ratio (the number of individuals supervised by one manager) helps. However, this strategy is defeated when the complexity of collective behavior increases beyond the complexity of an individual. Networks allowing more direct lateral interactions do not suffer from this limitation.” Y. Bar-Yam, Complexity rising: From human beings to human civilization, a complexity profile,Encyclopedia of Life Support Systems (EOLSSUNESCO Publishers, Oxford, UK, 2002); also NECSI Report 1997-12-01 (1997).
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- 27. “ ”GOOGLE
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- 29. “ ”– DEFINITION OF SOA
- 30. “ ”DEFINITION OF A MICROSERVICE
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- 34. Fast World – ITSMF Style Roles? Tools? Processes?
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- 40. Role (D or S) SO CSI SS SD ST Product Manager A A A Architect A A UX Lead A A Project Manager A Developer A A Tester A Release/Ops Manager A Ops/Admin A
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- 44. Thank You
Notes de l'éditeur
- Paddy Baxter – quick bio. Traditional enough career path up to about 2007. Started in help desk, did some development, moved to technology consulting where I spent many years working for the likes of Digital Equipment, SureSkills, HP and Microsoft as well as a few stints as an independent contractor. In 2007 I decided it was time to disrupt my own career path and moving from consulting into service delivery management in Microsoft. What I learned then changed my views of IT and complex system development and management completely. I became a service lifecycle nut if truth be told! For me it is and always will be about people processes and tools combined to delivery value. Since then I have somewhat obsessively followed a more disruptive path – Realex, Intel, EY and now independent disruption consulting. My goal is to disrupt in the creative way and I will be practicing what I preach today. Prepare to be disrupted.
- This is my proposition. Let’s see if I can convince you that I am right … if you don’t already believe it. We are in the midst of a structural change to how we manage complexity. At the heart of this ew complexity is how we collaborate to manage change. We don’t have a standard name for it yet so just let me use “Digital Age” as the label for the next phase of human evolution. My belief is that the service construct is the key to successfully managing digital age complexity. I will explain in this talk why I think this is the case.
- Slow vs. Fast Digital technology – software - is allowing us to build ever more complex systems. One of the most complex of these systems is the organisation. This is really clear to those who work in IT. Over the past 30 years we have seen the way that organisational change is managed transform before our eyes. We have Slow Change (waterfall) and Fast Change (?). Lots of labels in use. Monolithic and agile. Old tech and new tech. Enterprise and start-ups. Gartner says we need to go Bi-Modal. Combine Slow and Fast. They are wrong!
- Slow Change World A stitch in time saves nine. It’s still true I guess in one sense but the cost of software errors have dropped massively … as long as they are small errors in a highly resilient system.
- Slow Change World This led to the Waterfall Methodology – is this is still by far the most prevalent IT methodology in use in the IT industry? Are you still using it? (Can I see a show of hands …)
- Compared to their consumer experience, corporate IT is SLOW. SLOW. SLOW.
- Slow Change World While not an exact analogy, we’ve ended up with something like the old assembly line in IT. Each change (new or updated service), passes through many hands before it ends up with the end user.
- Slow Collaboration The hierarchical org structure remains by far the most common approach to organising people within an organisation during the industrial age. And it worked find for a long time. In many corporations the assembly line is mirrored in the org structure …
- Traditional org structures lead to silos that result in break downs in the value chain due largely to delegation of authority and communications related issues.
- When trying to deliver complex products and services slow collaboration leads to confusion, finger pointing, high costs and low quality products and services.
- Slow Fish World So what are the symptoms of this slow fish world …
- In the old change world we would package tens if not hundreds of features into a release often taking several months to get it out the door. In companies like Spotify they release new code every 2 weeks! Possibly multiple changes included.
- Fast collaboration means a fundamental change in org structures. “Hierarchical organizations are designed to impose correlations in human behavior primarily through the influence of the hierarchical control structure. In an ideal hierarchy all influences/communications between two "workers" must travel through a common manager. As the complexity of collective behavior increases, the number of independent influences increases, and a manager becomes unable to process/communicate all of them. Increasing the number of managers and decreasing the branching ratio (the number of individuals supervised by one manager) helps. However, this strategy is defeated when the complexity of collective behavior increases beyond the complexity of an individual. Networks allowing more direct lateral interactions do not suffer from this limitation.” Y. Bar-Yam, Complexity rising: From human beings to human civilization, a complexity profile,Encyclopedia of Life Support Systems (EOLSSUNESCO Publishers, Oxford, UK, 2002); also NECSI Report 1997-12-01 (1997). http://www.necsi.edu/projects/yaneer/Civilization.html
- By Davidmountain at en.wikipedia - AuthorTransferred from en.wikipedia by SreeBot, Public Domain, https://commons.wikimedia.org/w/index.php?curid=18107024
- Image taken from:: http://www.slideshare.net/leebryant/organisations-in-the-age-of-algorithms
- Image taken from:: http://www.slideshare.net/leebryant/organisations-in-the-age-of-algorithms
- This is my proposition. Let’s see if I can convince you that I am right … if you don’t already believe it. We are in the midst of a structural change to how we manage complexity. At the heart of this ew complexity is how we collaborate to manage change. We don’t have a standard name for it yet so just let me use “Digital Age” as the label for the next phase of human evolution. My belief is that the service construct is the key to successfully managing digital age complexity. I will explain in this talk why I think this is the case.