IT Leadership

Topic 1
IT Service
Management

PRESENTER:
BRENTON BURCHMORE
1
Short Course Syllabus

Week 1 – IT Service • The modern perspectives of ITSM for

Management business leadership

Week 2 – IT Project • The myths and magic of Agile trying to

Management climb the Waterfall

Week 3 – Business • Where and why the detailed

Analysis for IT requirements are your best friend in IT

Week 4 – • Exploring the three pillars of

IT Governance governance that help us make sure
Contents Today

• A look at the modern face of IT Service

What is ITSM? Management and how it has changed

• An overview of the core concepts within

What is ITIL? ITIL 4 and how this affects modern IT

Strategic • How does Leadership cross the gaps

Perspective between departments?

• The relationship between ITSM and the

Synergies other topics we will cover
Who is – Brenton Burchmore

Born and raised in Australia, based in Singapore, global citizen

Many years/careers in the corporate IT world

Have run my own businesses four times

Have been teaching with ITM/CSU for a decade – over 75,000 students

Have created (and taught) 14 Masters subjects and 6 short courses

Creator of Perdoco – scenario learning app

Great believer in game-based and experiential learning

An avid gamer, father of one, and a fiction writer as a hobby

Subjects Authored
ITE518 – Agile (SCRUM, SAFe®)
MGI511 – Project Management Fundamentals (Waterfall, PMBOK®)
MGI512 – Project Life Cycle (PRINCE2®)
MGI514 – Project Leadership
MGI515 – IT Service Quality Management (ITIL 4® and ISO/IEC 20000)
MGI516 – IT Governance (COBIT 2019®)
MGI518 – Program and Portfolio Management (more PMI® frameworks)
MGI521 – Professional Communications
MGI522 – Developing Solutions
MGI530 – Business Analysis (the BABOK® by IIBA®)
MGI531 – Project Recovery
MGI534 – Digital Social Selling
Subjects Authored
ITE518 – Agile (SCRUM, SAFe®)
MGI511 – Project Management Fundamentals (Waterfall, PMBOK®)
MGI512 – Project Life Cycle (PRINCE2®)
MGI514 – Project Leadership
MGI515 – IT Service Quality Management (ITIL 4® and ISO/IEC 20000)
MGI516 – IT Governance (COBIT 2019®)
MGI518 – Program and Portfolio Management (more PMI® frameworks)
MGI521 – Professional Communications
MGI522 – Developing Solutions
MGI530 – Business Analysis (the BABOK® by IIBA®)
MGI531 – Project Recovery
MGI534 – Digital Social Selling
What is an IT Service?

The use and leverage of

information technology by
people and processes
ITIL 4
Value in ITSM

VALUE
• is the ultimate goal of IT service delivery
• is determined and measured by the customer
• is co-created by customer/provider collaboration
• exists only when all of the components synergise
• is temporary – it fades with the strategic needs
All about Value

Discreet • Separated value created by the DELIVER to

your customers
Value output of individual IT services

Synergistic • Coordinated value created by the LISTEN to

Value interactions of multiple IT services your customers

Co-Created • Leveraged value created by the WORK WITH

Value combined input of stakeholders your customers

Services not Products

Its not the tech, its

It’s how that service The customer then
not the product from
empowers the needs to combine
the tech, its not even
customer! THAT is many services to do
the service any
what they pay for their thing
more

Solutions are collections of services that yield strategic value

ITIL Background

What is ITIL? • A framework, best practice, guidelines, conceptual

• Created by UK Govt CCTA in the 1980’s

A brief history • Outsourcing program needed standardised
practices

Who uses ITIL? • The functions which provide IT Services

What is an IT • The use and leverage of information technology by

Service? people and processes

Why ITIL and not • Best practice derived from collective experience
something else?

11
 Term Question Description Example
Guidelines to help avoid failure, to
Framework What? cover the essentials, flexible but ITIL v4
complete

Step by step process and actions, a DevOps, Scrum,

Methodology How? way of getting certain things done BABOK, COBIT

Explicit proof of predictability, lowers

Standard How well? risk, thresholds of excellence
ISO/IEC 20000

A way of making better decisions, Agile, LEAN,

Approach How? influences on the general behaviour KANBAN

Corporate Goals,
The contextual reasons for something,
Strategy Why? how the piece fits the big picture
Mission Statement,
Governance

12
ITIL 4

Key Concepts

Four Dimensions

Service Value System

ITIL Management practices

• General mgt practices (14)
• Service mgt practices (17)
• Technical mgt practices (3)
 Key Concepts
• The purpose of an organisation is to create value for its
Value & Co-Creation stakeholders

Organisations & • Each stakeholder has their own responsibilities and

Stakeholders objectives, limitations and advantages

• Products are configuration of resources

Products & Services • Services are a means to leverage those products

• The core stakeholders and responsibilities that define

Service Relationships co-creation must have effective interactions

Value, outcomes costs • Output is a deliverable from an activity

& risks • Outcomes are a result for a stakeholder
Four Dimensions

• The staff and their structure, authority,

Organisations communications and culture
& People • Not just the people, but how they are
organised, empowered and communicate

• The hard/soft technology and the information

needed to make it function effectively
Information & • A symbiotic relationship between these two
Technology • Info for the tech, within the tech, from the
tech
Four Dimensions

• Any external organisations/people who have

Partners & a role in the delivery of services or their value
Suppliers • Suppliers are interchangeable, but those who
help us co-create value are actually partners

Value • The integration and holistic coordination to

convert resources into outcomes into value
Streams & • Streams can be defined by any alignment
Processes • A process turns inputs into outputs – reliably
Service Value System - Guiding Principles
Focus on value • The end results that only the customer can measure is the key goal

Start where you are • Leverage what you have – no need to start from stratch

Progress iteratively with • Agile method, each step needs the feedback of the prior ones
feedback
Collaborate & promote • All heads working together, let everyone see what they need to
visibility
Think & work • Avoid silo mentality – work collectively towards the bigger picture
holistically
Keep it simple & • Feasibility is a key element in the success of ITSM
practical
Optimise & Automate • When you get it working well, automate it (not before then)
Management Practices

Management • Set of organisational resources meant to

Practices achieve high-velocity service delivery

General Mgt • 14 practices that apply to any operation that

Practices come from broad management principles

Service Mgt • 17 practices focused on successful service

Practices value delivery from start to finish, end to end

Technical Mgt • 3 practices covering the technical elements

Practices that relate to technology hardware/software
Management makes decisions

Leadership ensures that the

right decisions get made by the
right people at the right time
IT Leadership brings context to
the delivery of IT services
 ITSM Leadership (ITL)

Delivers services, not IT • The services are what deliver outcomes, the tech is incidental

Breaks the ice between us • ITL is the first person to reach across and start the dialogue

Takes responsibility for • ITL knows that the delivery of IT value lies with them
value

Knows more about you • …than you know about them, or that you know about others

Thinks beyond today’s IT • Today’s IT services are half-redundant, what can we do next?
Synergies

ITSM and Project • ITPM is always ongoing because the tech is always evolving

Management • Everything ITSM has came from ITPM, and will be replaced

ITSM and • Everything ITSM has was built to meet the business requirements
• Those requirements were found, clarified, verified, validated,
Business Analysis recorded and approved by ITBA

ITSM and IT • ITSM exists as all other depts – to further the strategic goals

Governance • ITSM relies on governance to ensure that it is strategically aligned

In Closing
IT Service Management is about the delivery of co-created value to
the customer, in whatever way the customer defines that value

ITSM is a leveraging force to enhance an organisation’s potential

In a hospital we are focused on the quality of the medical outcomes

We are less focused on the equipment, the resources,

the processes and procedures, the technology or the training
Additional IT Masters Resources
Free Short Courses University Subjects
• Effective Workplace Communication (Digital Era) • IT Service Quality Management
• Managing in a VUCA world • IT Governance
• Recovering Troubled Projects • Program and Portfolio Management
• Business Analysis Career Start • Project Management Fundamentals
• PRINCE2, Scrum, Agile methodologies and more… • Project Management Leadership
• Strategic Management
Postgraduate Courses • Contemporary Management
• Graduate Certificate in Computing (Career Transition) • Management of Change
• Graduate Certificate in Business Administration • Agile Project Management
(Computing)
• The Project Lifecycle
• Master of Business Administration (Computing - with
Specialisations) • Project Recovery
And many more…
Attention Attendees:
Remember to type your messages to all panellists and attendees
EXAM!