ITIL and DEVOPS can be friends
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Transcript of ITIL and DEVOPS can be friends
ITIL and DevOps can be friends
Jan-Joost Bouwman, Ingrid Algra
Implementing Agile ITSM @ ING Netherlands
DOES2015 San Francisco• 19 October 2015
Jan-Joost Bouwman • Process Owner Change Management • DevOps Community manager @ ING • Background in Operations and Processes • >15 years of experience in IT • Birdwatcher, travelling the world for birds • @JanJoostBouwman
Ingrid Algra • IT Chapter Lead • Integration layer girl • >15 years of experience in IT • @ING since: 01-10-2000 • Aerobics, horseback riding • @ingridweij 2
Introducing us
Market leaders Benelux
Growth markets
Commercial Banking
Challengers
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Who is ING?
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At ING the role of IT has changed from service to strategy driver
Clear and easy Today straight through processing enables ING to deliver a 5 min instantaneous offering
Anytime & anywhere Today internet & mobile enable ING´s customers to do their banking 24x7 via Mobile or the internet
Empower Today CRM and predictive banking solutions enable ING to focus on helping customers to understand their future prosperity
Keep getting better Agile development methods have enabled ING to constantly deliver new value to our customers
Transition of the organisation
Transition of the organisation
2011
Transition of the organisation
2011 2013
Transition of the organisation
2011 2013 2015
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The great divide
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The great divide
DevOps teams: We don’t want to do ITIL anymore! It is so much administration and we don’t see the added value. We only want to use a backlog.
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The great divide
Risk Management: We still need ITIL to prove to our regulators we are in control! You have to use it!
DevOps teams: We don’t want to do ITIL anymore! It is so much administration and we don’t see the added value. We only want to use a backlog.
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There may be a way to restore the peace!
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There may be a way to restore the peace!
Eliminating duplicate administration, making the ITIL Processes as lean as possible. Introducing…
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There may be a way to restore the peace!
Eliminating duplicate administration, making the ITIL Processes as lean as possible. Introducing…
Solving incidents should not affect team predictability (Sprint goal) • Each Sprint has reserved capacity for
operational tasks • Recommended 30% - but base it on historical
data
• Priority 1 and 2 incidents must be solved immediately
• Lower priority within bandwidth • Outside bandwidth after approval of Product
Owner
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Incident management in ING Agile ITSM means utilising bandwidth
Strive for Today in – Today out (TiTo) Working with almost empty incident queues gives more satisfaction and a competitive mindset
Each team has a dashboard showing open incidents in real time
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Changes: • Workarounds in Knowledge systems • No more Known Error record Problem records still require minimal registration (status, short description): • Reassignment to other teams • Management reports & dashboards • Linking incident records for insight in
reoccurrence
Minimise build up of Technical Debt by aiming for This Sprint In Next Sprint Out (TSINSO)
Problem Management tasks managed as User Story in the Product Backlog
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In Change management we take the biggest steps
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In Change management we take the biggest steps
We still need to manually change our CI’s. Possible improvements: • Discovered data • Automated generation of CI’s in
the CD Pipeline
CFG is more in the ‘new’ world! • Also includes building actual
configurations of applications and the stack
• And keeping those in version control
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Configuration Management: more progress to be made
• Customer focus (reliability) • Feedback loop (mostly incident
management) • Uniform process • Discipline
What can Agile/Scrum learn from ITIL?
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• Need for speed • Customer focus (adding value) • Limiting WiP • Feedback loop (what customers really
want)
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What can ITIL learn from Agile/Scrum?
• no real conflict. • ITIL still has adds value ta a DevOps way
of work. • It does help to make the processes as
lean as possible • ITIL and Agile/Scrum/DevOps can work
together • This requires understanding and
acceptance of each other’s expertise
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Wrap up
Thank you @ingridweij
@JanJoostBouwman
visuals by Isabelle Hörl: www.isabellehorl.com | @IsabelleHorl
we are hiring!
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Disclaimer Important legal information This document has been produced by ING solely for use at presentations held externally, and may not be reproduced or redistributed, in whole or in part, to any other persons without the prior written consent of ING. The content of this document is not to be construed as legal, business, investment or tax advice. Each person should consult with its own professional advisors for any such matters and advice. ING comprises a broad spectrum of companies (the "ING companies"), many of them operating under their own brand names. Almost every ING company, business unit or product group, has its own website on the internet where it offers information about its products and services. Reference is made to those websites for further details and hyperlinks to the websites of those ING companies, business units and product groups, if available. However, ING is not responsible for the content of any other websites that are included in this document. A link to such website is meant for convenience only and does not imply that ING endorses the website or any products or services that it describes. Your access to and use of any other websites included in this document is at your own risk and ING assumes no obligation or liability in connection therewith. Certain of the statements contained in this release are statements of future expectations and other forward-looking statements. These expectations are based on management’s current views and assumptions and involve known and unknown risks and uncertainties. Actual results, performance or events may differ materially from those in such statements due to, among other things : (1) changes in general economic conditions, in particular economic conditions in ING’s core markets, (2) changes in performance of financial markets, including developing markets, (3) consequences of a potential (partial) break-up of the euro, (4) ING’s implementation of the restructuring plan as agreed with the European Commission, (5) changes in the availability of, and costs associated with, sources of liquidity such as interbank funding, as well as conditions in the credit markets generally, including changes in borrower and counterparty creditworthiness, (6) the frequency and severity of insured loss events, (7) changes affecting mortality and morbidity levels and trends, (8) changes affecting persistency levels, (9) changes affecting interest rate levels, (10) changes affecting currency exchange rates, (11) changes in investor, customer and policyholder behaviour, (12) changes in general competitive factors, (13) changes in laws and regulations, (14) changes in the policies of governments and/or regulatory authorities, (15) conclusions with regard to purchase accounting assumptions and methodologies, (16) changes in ownership that could affect the future availability to us of net operating loss, net capital and built-in loss carry forwards, (17) changes in credit-ratings, (18) ING’s ability to achieve projected operational synergies and (19) the other risks and uncertainties detailed in the risk factors section contained in the most recent annual report of ING Groep N.V. Any forward-looking statements made by or on behalf of ING speak only as of the date they are made, and, ING assumes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information or for any other reason. This document does not constitute an offer to sell, or a solicitation of an offer to purchase, any securities in the United States or any other jurisdiction. The securities of NN Group have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”), and may not be offered or sold within the United States absent registration or an applicable exemption from the registration requirements of the Securities Act. www.ing.com