Reinventing ITIL® and DevOps with Digital Transformation : Essential Guidance to Accelerate the Process

The second edition of this book has been fully updated to show how the DevOps way of working has continued to adapt to changing technologies. The ITIL processes which were an integral part of the DevOps world have been merged with the DevOps framework, reflecting the current emphasis on product models rather than viewing project and support models separately. This book starts with the basics of digital transformation before exploring how this works in practice: that is, people, processes and technology, and org structures. It delves into value streams that are the basis for ITIL and DevOps, highlighting the differences between the methods of the past and new methodologies needed to ensure products to meet contemporary expectations. This updated edition includes new chapters that discuss digital transformation for business success, introduce the battle tank framework, leading people in the digital world, managing work in a remote working model, and the product-led transformation model. These new chapters provide the guidance necessary to move beyond DevOps into a holistic digital transformation exercise. The ideas, recommendations, and solutions you'll learn over the course of this book can be applied to develop solutions or create proposals for clients, and to deliver seamless services for DevOps projects. What You Will Learn Understand digital transformation Leverage the battle tank framework for digital transformation Gain insight into the confluence of DevOps and ITIL Adapt ITIL processes in DevOps projects Move organizations from a project to a product-led model Lead teams in a digital world Manage the work of remote teams Who This Book Is For IT consultants and IT professionals who are looking for guidance to strategize, plan and implement digital transformation initiatives; design and redesign ITIL processes to adapt to the digital ways of working; moving organizations to product-led business; and leading people and managing work in the digital age. Table of Contents About the Author About the Technical Reviewer Introduction Chapter 1: Introduction to DevOps What Exactly Is DevOps? DevOps with an Example Why DevOps? Let’s Look at the Scope The Benefits of Transforming into DevOps Insight from the State of DevOps Report DevOps Principles Culture Automation Lean Measurement Sharing Elements of DevOps People DevOps Team The Basis for a DevOps Team An Example of a DevOps Team Processes Continuous Integration An Illustration Continuous Delivery Who Employs Continuous Delivery? Automation Testing vs. Continuous Testing Continuous Deployment Continuous Delivery vs. Continuous Deployment Technology Choosing the Right Tool Categories of Tools Source Code Repositories Hosting Services Orchestrators Deployment and Environment Provisioning Testing Is DevOps the End of Ops? Summary Chapter 2: ITIL Basics IT Service Management and ITIL The Conception of ITIL Competition to ITIL Understanding Services Service Types (Components) Core Services Enabling Services Enhancement Services Understanding Processes Understanding Functions Functions in ITIL Processes vs. Functions ITIL Service Lifecycle Service Strategy Service Strategy Processes Service Design Service Design Processes Service Transition Service Transition Processes Service Operations Service Operations Processes Continual Service Improvement Continual Service Improvement Process ITIL Roles Service Owner Process Owner Process Manager Process Practitioner RACI Matrix An Example of RACI Tips on RACI Creation ITIL V3 and ITIL 4 The Service Lifecycle Is Dead Introducing Practices Service Has a New Definition Governance Is a New Kid on the Block Automation Is In Summary Chapter 3: ITIL and DevOps: An Analysis Product vs. Services Big Ticket Conflicts Which Is It: Sequential vs. Concurrent? Let’s Discuss Batch Sizes It’s All About the Feedback The Silo Culture What Is Configuration Management? Continuous Deployment Makes Release Management Irrelevant Union of Mindsets The Case for ITIL Adaptation with DevOps To Conclude Summary Chapter 4: Integration: Alignment of Processes Analysis of ITIL Phases Analysis: Service Strategy Phase Strategy Management for IT Services Service Portfolio Management Financial Management for IT Services Demand Management Business Relationship Management Analysis: Service Design Phase Design Coordination Service Catalog Management Service Level Management Availability Management Capacity Management Business Capacity Management Service Capacity Management Component Capacity Management IT Service Continuity Management Information Security Management DevSecOps Rugged DevOps Supplier Management Analysis: Service Transition Phase Transition Planning and Support Change Management Service Asset and Configuration Management Release and Deployment Management Service Validation and Testing Change Evaluation Knowledge Management Analysis: Service Operation Phase Event Management Incident Management Request Fulfillment Problem Management Access Management Continual Service Improvement The Seven-Step Improvement Process Summary Chapter 5: Teams and Structures A Plunge Into ITIL Functions Service Desk Technical Management Application Management IT Operations Management IT Operations Control Facilities Management DevOps Team Structure Revisited Traditional Model The Agile Model Flat Hierarchy No Project Manager Single Team Product Owner Predictability The DevOps Model Composition of a DevOps Team ITIL Role Mapping in a DevOps World Strategy and Compliance Umbrella Teams Shared Teams DevOps Teams Summary Chapter 6: Managing Configurations in a DevOps Project ITIL Service Asset and Configuration Management Process Objectives and Principles Service Assets and Configuration Items Scope of Service Asset and Configuration Management Introducing the CMDB, CMS, DML, and DS Configuration Management Database Configuration Management System Definitive Media Library and Definitive Spares Service Asset and Configuration Management Processes Step 1: Management and Planning Step 2: Configuration Identification Step 3: Configuration Control Step 4: Status Accounting and Reporting Step 5: Verification and Audit Why Configuration Management Is Relevant to DevOps Configuration Management in a DevOps Sense Decoding IaaS Decoding PaaS Application Deployment and Configuration Underlying Configuration Management Automation in Configuration Management Who Manages DevOps Configurations? Comprehensive Configuration Management Configuration Management Database CMDB for Change Management CMDB for Provisioning Environments CMDB for Incident Management Source Code Repository Basics of a Source Code Repository What Can Be Stored in a Source Code Repository? Good Practices for Achieving DevOps Objectives Choosing a Source Code Repository Tool Artifact Repository Managing Binaries Summary Chapter 7: Incident Management Adaptation What Is ITIL Incident Management? Incident Management Is Vital Incident Management Is the First Line of Defense Digging Deeper Into Incident Management Objectives and Principles What Constitutes an Incident? Who Can Register Incidents? A Typical Incident Management Process Step 1: Incident Identification Step 2: Incident Logging Step 3: Incident Categorization Step 4: Incident Prioritization Step 5: Diagnosis and Investigation Step 6: Resolution and Recovery Step 7: Incident Closure Major Incidents Incident Management in DevOps Agile Project Management User Stories Incidents Problems Sprints Sprint Planning Sprint Backlog Capacity and Velocity Determining Complexity Estimation Technique: Planning Poker DOR and DOD Sprint Planning for a DevOps Team Plan for What Is Currently on Your Plate Keep Some Contingency Aside During the Planning Session The Scope of the DevOps Team in Incident Management Levels of Support Incident Flow Knowledge Management at the Core ITIL’s Knowledge Management What Knowledge to Maintain Knowledge Storing and Retrieval The DevOps Incident Management Process Step 1: Incident Identification Step 2: Incident Analysis, Escalation, and Resolution Step 3: Incident with DevOps Team Step 4: Incident Manager Analyzes and Accepts Incidents Steps 5 and 6: The Incident Is Prioritized and Added to the Sprint Steps 7 and 8: The Scrum Team Makes Code Changes and Checks In Step 9: Continuous Integration and Continuous Testing Step 10: Auto Deployment Step 11: Post-Mortem Summary Chapter 8: Problem Management Adaptation Introduction to ITIL Problem Management Objectives and Principles Incidents vs. Problems Key Terminologies in Problem Management Root Cause Root-Cause Analysis Known Error Known Error Database Workarounds Permanent Solutions Problem Analysis Techniques Brainstorming The Five-Why Technique Applying the Five-Why Technique Limitations of the Five-Why Technique The Ishikawa Diagram The Kepner-Tregoe Method A Typical Problem Management Process Step 1: Problem Detection Event Management Major Incidents Partners/Suppliers Analysis/Trending Step 2: Problem Logging Event Management Partners/Suppliers Analysis/Trending Step 3: Problem Categorization Step 4: Problem Prioritization Step 5: Problem Investigation and Diagnosis Step 6: Problem Resolution Step 7: Problem Closure Problem Management in DevOps What Are the Possible Problems in a DevOps Project? Making the Case for a Problem Manager The DevOps Problem Management Process Step 1: Problem Detection Step 2: Scrum Master Logs the Problem into the Product Backlog Steps 3 and 4: Product Owner Prioritizes the Problem and Adds the User Story to the Sprint Backlog Step 5: Scrum Team Acts on the Problem Steps 6, 7, and 8: Continuous Integration, Testing, and Auto-Deployment Summary Chapter 9: Managing Changes in a DevOps Project What Constitutes a Change? Overview of Resources and Capabilities Change in Scope Why Is Change Management Critical? Objectives and Scope of ITIL Change Management Types of Changes Type 1: Normal Changes Type 2: Emergency Changes Type 3: Standard Changes ITIL Change Management Process Step 1: Create a Request for Change Step 2: Assess and Evaluate the Change Step 3: Authorize the Build and Test It Change Advisory Board Composition of the Change Advisory Board Emergency Change Advisory Board Standard Change Advisory Board Step 4: Build and Test Step 5: Authorize the Implementation Step 6: Implement and Verify Step 7: Review and Close the Change How Are DevOps Changes Different from ITIL Changes? The Perceived Problem with ITIL Change Management DevOps to the Rescue Project Change Management Risk Mitigation Strategies Auto-Deployment and Auto-Checks DevOps Change Management Process Change Management Adaption for Continuous Delivery Steps 1, 2, and 3: Change Initiation Step 4: Build and Test Step 5: Deployment Authorization Steps 6 and 7: Deployment and Verification Continuous Delivery for Maximum Change Governance Change Management Adaption for Continuous Deployment Steps 1, 2, 3, and 5: Change Initiation and Authorization to Deploy Step 4: Build and Test Step 6: Deployment to Production Step 7: Change Verification and Closure Maximum Agility with Standard Changes Championing Standard Changes Process for Identifying and Managing Standard Changes Step 1: Identify Standard Changes Step 2: Screen the Candidates Step 3: SCAB to Qualify Standard Changes Step 4: Develop Change Models for Standard Changes Step 5: Implement Standard Changes Step 6: Monitoring and Auditing Standard Changes Summary Chapter 10: Release Management in DevOps Change Management vs. Release Management Release Management vs. Release and Deployment Management The Basics of a Release Release Units Release Packages Types of Releases Major Releases Minor Releases Emergency Releases Early Life Support Deployment Options The Big Bang Option The Phased Approach The Four Phases of Release Management Release and Deployment Planning Release Build and Test Deployment Review and Close Releases in DevOps Sequential and Iterative Nature of the Process Release Management Process Adaption with Iterations Using Agile Release Trains Applying Release Management to Continuous Deployment Applying Release Management to Continuous Delivery Expectations from Release Management Blue-Green Deployment The Scope of Release Management Automation of Release Management The DevOps Release Management Team Release Management Team Structure Separate Release Management Team Release Management by the Delivery Team Release Management by the Operations Team Welcome Release Manager, the Role for All Seasons Product Owners Are the New Release Managers Summary Chapter 11: Digital Transformation: The Driver of Business Success DevOps and Beyond The World of Digital Transformation The Curious Case of Magic Link What About Google Glass? The Right Questions to Ask Digital Transformation and Business Disruption Business Disruption 101 Customer Value Proposition Profit Formula Key Resources and Processes Does the Disruption Have to Be Big Bang? Is Virtual the Assumed Goal? Finding Synergy with Partner Organizations Key Focus Areas Customers Value Innovation Data Balancing All Things Digital Roadmap vs. Agility Planning vs. Experimentation In-Housing vs. Collaboration Summary Chapter 12: The Digital Transformation Framework The Battle Tank Framework The Digital Transformation Strategy Step 1: Identify Opportunities/Pain Points Step 2: Prepare a Game Plan Funding Senior Management Support Goals and Metrics Step 3: Seek Out Partners Key Ingredient for Partnerships to Work Responsibilities and Contracts Step 4: Execute a Small Project Step 5: Observe, Refine, and Transform Measurements and Metrics Root Cause Analysis Recommendations Culture and Digital Culture Innovative Openness Collaborative Entrepreneurial Customer Centric People The Coca-Cola Case Study The Psychological Effect of Change Fear of Automation Technology The L’Oréal Case Study L’Oréal vs. Estée Lauder: A Digital Transformation Comparison Techniques and Architectures Golden Practices for Technology Implementation Manage the Change Timing Is Key Automation Is Normal Plan for Scaling Evaluate Technology Implementation Partners Iterate Implementation Data DIKW Cycle Summary Chapter 13: People and Leadership Digital Transformation Is People Centric The End of Work as We Know it The Pitfalls of Legacy Working The Talent Code The Productivity Equation The Flexible Model of Working No Fixed Hours or Location Constraints Asynchronous Work Productivity as a KPI Employee Engagement The Framework for the Flexi-Work Model Digital Envisioning Enablement for the Flexible Work Model Work Culture Fitment The MURAL Story Performance Management Leadership in the Digital Age Organization Structure Leadership Style Motivation Responsibility Leadership Levers to Stay Relevant The Customer Is Still King Agile and Nimble Experimentation and Innovation Build the Right Team and Foster People in the New Culture Hire the Right Team Understand the Team Agree on a Team Charter Communicate Clearly Cultivate Group Thinking and Decision Making Address Problems Head-On Facilitate Learning Measure Teamwork Performance Give Rapid Feedback Recognize Good Work Be Authentic Leading with Authenticity Be Self-Aware History Is Key Exert Self-Control Summary Chapter 14: Techniques and Tools for Managing Digital Teams How Do You Manage Remote Work? Trust the Teams to Deliver Google’s Team Effectiveness Study Respect the Team How Do You Hire the Right People? The Fundamental Challenges with Hiring Cheating on Interviews Identity Fraud The Automattic Case Study Self-Supervised and Self-Motivated Self-Supervised Self-Motivated Collaborators and Communicators Learning to Collaborate Communicating as a CSF Managing Virtual Meetings How to Run Virtual Meetings Effectively Meeting Platform Technical Setup Meeting Plan Meeting Props Ground Rules Meeting Etiquette Meeting Initiation Note Taking Summary Chapter 15: Adopting a Product-Led Approach What Exactly Is a Product-Led Approach? Why Should Companies Swivel Around Products? Why Should Products Exist? The DNA of a Product-Led Company Product Is King Obsess Over Data Deep Collaboration Customer Experience Benefits of the Product-Led Approach Enhanced Customer Experience Product Growth Rapid Development Understanding Value Streams and Value Stream Mapping An Introduction to Value Streams What Is Value Stream Mapping? Carrying Out Value Stream Mapping Step 1: Document the Current Process Step 2: Identify Value Adds and Non-Value Adds Step 3: Define a Future State Step 4: Find the Root Cause of Waste Step 5: Identify Improvement Initiatives Step 6: Plan and Implement Step 7: Measure the Value Adds and Non-Value Adds Again Looking at Data and Metrics The Problem of Perspective in the Digital Age Operational Metrics Usage Metrics Business Metrics Summary Index