introducing the open group it4it™ standard
TRANSCRIPT
I T 4 I T 1
INTRODUCING THE OPEN GROUP IT4IT™ STANDARDS T U A RT A L E X A N D E R
I T 4 I T 3
ABOUT ME
Principal at FromHereOn – Enterprise Architects International Consulting brandBusiness Architect who enjoys dabbling with Information ArchitecturePreviously Head of Solutions with hands on experience delivering IT solutions to businessS T U A RT
A L E X A N D E R
I T 4 I T 4
WHAT WE’LL COVER Some real life observations and
implementation considerations Positioning IT4IT People & Mindset
I T 4 I T 5
CONTEXT
I T 4 I T 6
WHAT HAVE WE BEEN DOING WITH IT4IT?Building Strategies, Operating Models and Roadmaps for IT organisations.
MOTIVAT ION MODEL
BUS INESS MODEL
SERV ICE MODEL
CAPABIL ITY MODEL
Peop le
ROADMAP
GOVERNANCE
* Closed feedback loop to Motivation Model
Vision
Strategy
Blueprinting
Roadmapping
Governance
In format ion
Techno logy
Process
Design Thinking: Empathise, Define, Ideate, Prototype, Test
MARKET MODEL
MEANS ASSESSMENT
INFLUENCERS
ASSESSMENT
MEANS ENDS
MACRO ENVIRONMEN
TINDUSTRY
SCAN
SWOT PERFORMANCE• Financial• Customer• Internal (current)• Internal (long-
term)
I T 4 I T 7
THE WORLD IS CHANGING - RAPIDLY
Source: ThoughtWorks
If business models are changing then how does IT respond?
When everyone’s expectations are higher?
All whilst supporting existing estates.
I T 4 I T 8
WHAT HAVE WE BEEN DOING WITH IT4IT?
Characterised by key drivers:
• Enabling great customer experiences • Greater Agility – time to value• Unlocking insight and value propositions
from data • Optimising TCO• Develop new value networks
Building Strategies, Operating Models and Roadmaps for IT organisations.
And common objectives / challenges
• Moving to DevOps ways of working• Transitioning new roles, skills and
mindsets• Shift to service broker model• Strong architectural governance• Secure by Design• Internal investment and budgeting
models
I T 4 I T 9
LET’S DIVE IN
I T 4 I T 10
ENTERPRISE IT SHOULD BE BI-MODAL*
Observation 1: Loss of control is an eventuality in an Internal provider role. IT must embrace fragmentation and take on a leadership role during disruption
“The S2P Value Stream places emphasis on the service and aims to provide a more holistic view of the IT portfolio
to shape business investment decisions and connect IT costs with business value.” IT 4 IT
Strategy to Portfolio
Value Stream
PLAN
IT fully embedded into the fabric of business
Orde
r tak
er
Business
IT as Partner
Business as Consumer
IT as Provider
FROM TO
Orde
r tak
er
IT Strategy is business strategy
xTech
xTech
xTech
IT as a supporting enterprise capability
Governance
*Gartner
I T 4 I T 11
POSITIVE ENGAGEMENT WITH BUSINESS IS ESSENTIAL
IT4IT has the concept of a “unique experience condition in the Request to Fulfill value stream”.
Gartner
And it needs to be re-enforced throughout all engagements, not just service consumption
Request services
Delivered through
Enable
USER EXPERIENCE & ENGAGEMENT
CONSUMABLE SERVICES
CAPABILITIES (BUSINESS & TECHNOLOGY)
Interact with capabilities
USERS
BUSI
NESS
PAR
TNER
S
Observation 2: Experience and communication transcends all interactions with business and partners and is an essential ingredient in the success of 21st Century IT organisations.
I T 4 I T 12
Observation 3: Be clear about the entire scope of IT4IT as an overall integrated operating model, not just tooling for IT teams
*not their real names
WHAT’S IN A NAME?Meet Laura and Joseph*, they’re “IT4IT” engineers and they just got free t-shirts
AREA OF INFLUENCE
“Our job is to implement tools to enable our DevOps teams to be even leaner”
P O S I T I O N I N G
I T 4 I T 13
Observation 4: Use IT 4 IT as a catalyst for an integrated IT operating model in conjunction with Cloud Programmes
*not his real name
WHAT’S IN A NAME?Meet Jean*, an infrastructure engineer
“As software is eating infrastructure we’re busy implementing our cloud strategy to simplify our technology estate and offer improved DR, cost and availability.”
P O S I T I O N I N G
INTERNAL CLOUD MARKETPLACE
I T 4 I T 14
AGILITY AS A KEY SYSTEM GOAL
Observation 5: Do not model your org structure based on the IT 4 IT value streams as it will discourage agility and lean ways of working.
“The IT4IT Reference Architecture is process-agnostic” Value streams are recursive and progressively demonstrate value. The lifecycle status of a service is an orthogonal concern.
Day 1Day 0 Day 2 Day 3
Day 1Day 0 Day 1 Day 1
SERVICE LIFECYCLE
M I N D S E T
I T 4 I T 15
SPEAKING OF WHICH, WHERE’S MY MVP?
Observation 6: Model custom flows and data models driven off of the characteristics of a service.
Build Component
I T 4 I T 16
NEW SKILLS ARE NEEDED
Examples of experience design manifesting:• Rapid Prototyping • End to end experience
design• User Experience testing• Interactive tutorials
“It doesn’t matter how amazing the steak is, if it’s served on a cold plate it’s !*@!. If it’s served with a dull knife it’s !*@!. If the gravy isn’t piping hot, it’s !*@!. If you’re eating it on an uncomfortable chair, it’s !*@!. If it’s served by an ugly waiter who just came in from a cigarette break, it’s !*@!. Because I care about the steak, I have to care about everything around it.”
Gordon Ramsey, Humble Pie
FEASIBILITY
TECHNICAL VIABILITY
TYPICAL IT
ORGANISATIONS
FEASIBILITY
TECHNICAL VIABILITY
EXPERIENCEDESIGN
TARGET IT
ORGANISATIONS
Observation 7: New skills and mindsets are needed to deliver a holistic service design that will engage, excite and enable services to deliver greater value
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WHAT WE COVERED
Experience & value orientation is everything Be clear about the entire scope of IT4IT Use as a catalyst to build an integrated IT
operation Be clear about mandate Align your organisation around end to end
delivery Model custom flows based on service type IT needs new roles and new mindsets
Some concluding observations:
I T 4 I T 18enterprisearchitects.com