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Governance and Integrated Service Management

Jean-Claude Beaudry
Governance and Integrated Service Management

Every IT department seeks to optimise the use of its resources, but above all to meet the expectations and requirements of its customers.
With this in mind, I recommend the approach developed by Qualiti7, known as the 5 O's: Organise, Orient, Operate, Observe, Optimise. This approach is largely based on the components of the ITIL® service management framework and also enables us to achieve and maintain our agility and velocity objectives.

Indeed, ITIL® provides in its latest evolution the key elements necessary to frame IT activities and resources in order to foster a balance that takes into account quality, performance, availability, resilience, security, and velocity. This applies to the design, execution, and operational activities alike.

The key elements drawn from ITIL® focus on modeling and implementing practices and services that ensure the delivery of value to clients. To achieve optimal performance, it is essential to analyze client needs, as well as both internal (our employees) and external (subcontractors) delivery capabilities. To accomplish this, the ITIL® framework requires the appointment of "practice owners" and "service owners." These "owners" must implement the 5 O approach.

The order of the O's may vary depending on the owner's starting point. Each step of the approach addresses specific elements while supporting the intent of related activities. It can apply to a practice, service, or product.

Organize

We model the architecture and integration of IT practices and services, identifying the types of resources necessary to achieve the desired results. We also model the governance mechanisms of practices, services, and products. "Organize" focuses on automation considerations, examining whether it will be possible, difficult, easy, costly, etc. It also addresses the identification of measures and indicators necessary for the activities "Orient," "Observe," and "Optimize."

Orient

Here, we determine the targets for quality, availability, performance, resilience, security, and velocity that will be sought by services, products, and practices. These will be shared with the organization to ensure better understanding, adoption, and organizational cohesion. Governance modes will also be established during this activity. "Guide" contributes to the "Optimize" activity and ensures that all other activities are consistent with the organization's goals.

Operationalize

A service or practice will only deliver the desired results if it is well utilized. Assigning the appropriate organizational resources (human and technological) to the activities to be performed is a key aspect of the approach. The manner in which these resources are utilized will support the achievement of performance, availability, resilience, security, and velocity characteristics. Operationalization applies to development, implementation, operation, and support activities for products and services.

Observe

If an organization genuinely wants to ensure its organizational effectiveness and efficiency, it must monitor and measure itself. The establishment of success indicators, confirming the achievement of desired results, occurs at this stage. Whether these indicators are based on logs, reports, or surveys, the purpose of observations should support the "Guide" and "Optimize" activities. The method of observation will also influence the "Operationalize" activity.

Optimize

At this point in the approach, necessary adjustments, adaptations, and improvements to meet constantly evolving needs will be identified, prioritized, and coordinated. This will ensure the achievement of desired results and the attainment of added value for both clients and the service delivery organization.

Systeme des valeurs - Itil

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The 5 O’s in ITIL

The 5 O approach is heavily rooted in the elements of the "Service Value System" defined by ITIL®. The responsible individuals, or "owners," must also consider the four dimensions mentioned within this framework: People and Organization, Information and Technology, Suppliers and Partners, as well as Processes and Value Streams. This system offers a solid foundation for establishing sustainable operations within the organization, not only to react to crises but also to intentionally, thoughtfully, and sustainably guide actions and decisions.

While technologies contribute to improved effectiveness and efficiency, they are not enough to address challenges related to other dimensions. It is therefore necessary to define roles for "owners" capable of guiding the organization in its pursuit of optimal value creation.

Delivering Value

You may have noticed that I have referred to both services and products in this approach. Service management, emphasized by ITIL®, and product management, highlighted by agile methodologies, are entirely consistent… as long as they share a common direction. This is why IT governance must include elements that guide and motivate both service and product owners. In small or medium-sized organizations, these two roles can be combined. In larger organizations, they will be held by different individuals who must coordinate their activities to achieve a common goal... They are partners in delivering results and value to clients.

Whether we are engaged in project management, delivery, maintenance, or support activities in traditional or agile mode (or using DevOps approaches), we all strive to achieve a common goal: to satisfy our clients effectively and efficiently. The 5 O approach helps guide such a quest for the IT organization.

Beyond the aforementioned owners, the 5 O approach also requires the involvement of two additional roles: the continuous service improvement manager and the ITSM architect (IT Service Management). Both support and guide each step to create integration, collaboration, and coordination dynamics among activities. This aims to achieve sustainable gains for the organization. The ITSM architect ensures a healthy integration of practices, services, and products. The continuous improvement manager supports the improvement efforts of the owners and helps them meet governance expectations, develop a culture of continual improvement, and maintain momentum in this ongoing process. The continuous improvement manager also intervenes when elements lack an active owner due to organizational changes… thereby ensuring the approach remains sustainable despite unforeseen circumstances.

While the 5 O approach provides a framework for reflection, analysis, and action for owners and their supporting governance mechanisms, it is not a rigid method. It adapts easily to various contexts. To quote one of ITIL's guiding principles: Start where you are… and plan your journey to optimal value delivery.

Modele d'amélioratin continue - Itil

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