 Yeah, the question you should ask yourself are you ready to manage the digital enterprise? We've seen this morning a number of presentations that IT is going to change and we need to take appropriate actions What I want to do in this presentation is to take show you eight steps that you need to take To get ready and use IT5T as a guidance for this journey Now let me start with a warning And I think that warning is already clear for today that IT management is serious business You take IT management or you need to take IT management very seriously To manage this new digital ecosystem. We need to become more lean agile Automate activities across the entire end-to-end value chain and That needs to take you need to take appropriate measures right and a lot of CIOs and IT executives leave these decisions to IT people Normally that works out fine, but now we need to look at it from an end-to-end perspective Meaning we really need to change the way we implement and operate IT management itself So let's start with step one step one is basically define your IT management vision a lot of IT Organizations don't have a vision of how do we want the IT function to operate? Of course, they have the ingredients like agile DevOps We want self-service more automation customer experience Let the business be becoming control But we need to create it as a vision and draw that and co-create that with all people's people involved in the IT value chain And the business as well So that's one of the key challenges and part of that vision that you need to create you need to ask yourself Why do we need to transform because if people don't agree with that the journey after that will be very difficult So there needs to be a sort of case for change and people need to adopt that now that there is a reason for change I guess we already discussed that this morning There is a perfect storming storm coming right at us, right? And this is the only route we can take so the storm will come anyway, and we need to be prepared so what do we need to do to be prepared and What is changing the environment now this morning already showed you this slide With the four forces that are changing the way and Shaping the way we need to make in this new operating model work at one side IT Seen as the strategic asset for the business to automate becoming part of the business itself at the same time We need to do more we need to not just live a faster But also reduce the cost or at least improve efficiency become transparent traceable We got many more Requirements we need to adhere to like security compliance and regulatory like GDPR next year It's not going to be easier So we have more and more requirements and there's nothing Left behind because there's only things coming to it additionally and at the same time new technologies We saw that this morning as well cloud big data We need to be able to manage that and again What are the ingredients for this new operating model DevOps continuous delivery and so on? A lot of people believe that IT is managed today very well. Well in reality That's not really the case, right? This is we created a mess you could say almost in our IT management space and partially that is because we never did have a plan for it It just continuously evolved And with the introduction of fertilization we added new tools and now with cloud We had a new tools and processes So eventually we run up that we have different stakeholders in the IT function and in the business And they don't know where to go to get that single version of the truth. What service do I have? What does it cost? What is my next release coming? What are the priorities for the business? What are my risks and so on? So we got enough tools we got enough processes. That's not our issue We need to probably simplify reduce the number of processes and reduce the number of tools and make it work across the entire value chain We got a lot of data out there and I in our IT organization Growing number of logs, but we doesn't give us an insight at this moment We use spreadsheet still to get an understanding how IT is functioning So we don't have to transfer see traceability and again. We have a still a lot of manual activities So a lot of CIOs and executives say yeah, I realize that and I'm already preparing myself I'm going to do agile DevOps and after a few years of Experimenting with cloud agile continuous delivery. They realize. Oh, we should have done it differently We should have created a bigger picture first before we started to experiment and suddenly where we have cloud environments running We don't know even know which business is using it and again the same happened with virtualization a few years ago We didn't manage it and suddenly we had 20,000 virtual machines running out there. Nobody had a clue what what it was used for In the past We got away with it, right? IT is working fine, but that's not anymore now. We need to deliver faster better more secure below the risks So in the past, maybe this old wave working that we have shown today works But not in a new environment We need to manage many more components that we did in the past cloud services Microservice and so on we have many more vendors that we need to manage whether there are cloud vendors different sourcing vendors We need to work with many more interactions in our ecosystem As well, we got more changes to manage due to continuous delivery We got more changes more releases to manage and as a result of that more data more log files more incident more change more request and so on More events like security for mobility security events We need to act upon and at the same time the consumption of IT is only going to rise up So we got more request we need to turn things on and then turn off again if we don't need it So that means that we need more and more need to do more activities faster And at the same time we got more compliance in regulations like I mentioned GDPR for example or other security measures. So it only adds up We have to do more better that means our current way of working is not sustainable anymore We need to change the way we manage IT So the question is what needs to be transformed now actually first of all We need to focus on the end-to-end value chain as we discussed this morning as well What are the value streams and how do I deliver value to my business? It's also people transformation. We need to create new teams that work together It's not just teams by itself, but how do they collaborate together to get a business service and manage the business? It's a process transformation. Simplify the processes training lining them. Maybe even eliminate them I don't want to manage 20 30 different processes. I want to manage end-to-end value change So we need to rethink the way we manage our processes how they are supported by automated tools What data do we need and so on? We also need to basically Transform the way we support IT as we mentioned there's a lot of tools out there But now we need to think about how do we manage the end-to-end workflow and how do we support that with the right automation tools and simplify the landscape and Lastly, it's also about the data transformation. We need to define what data in your IT organization Do you really need to manage IT and not as we have today? That's not even a common data model We just have different data sources different data models tools from different vendor have their own repositories only Terminology and concepts. How do we bring that together to get inside? There's a lot of changes that we need to do there to realize that So just a picture of what is it what we'd like to achieve what we like to achieve isn't streamlined Automated transparent workflow that comes from a demand from the business getting into production and have the feedback loops So it's about making IT flow transparent more automated eliminate handoffs provide the feedback loops and It's basically working with the business development and operations together those three parties sitting together and it looks like a linear remodel But it's actually a continuous feedback loops and cycles there it's a kind of a Streamline factory, but then from an end-to-end perspective So focus on the value that you want to live to the business faster delivery reduce costs improve performance and and reduce your risks now Do we by the way agree that this kind of things that you're working on as well Is that what you want to achieve more streamlined and automated end-to-end workflows? Because that then it starts with well, how does my new operating model look like to achieve this and Most IT organizations, they don't have defined a real operating model They don't have a bigger picture in in their minds. This is how we run IT This is how we manage IT and this is how we collaborate with the business and the ecosystem behind that or even how we are Part of the business so most organizations don't have this operating model So that's what we need to draft together with the business business with the IT to create this overall picture Now what are the ingredients for the IT operating model? First of all as I mentioned is it's reinventing the way we work in IT or work with the business and IT It's about the agility, but also DevOps think about value streams shift left We need to prepare during development anything that will happen in production like instrumenting applications Trading transparency, so we really need to think about again how we manage the work in IT And the other one is how do we modernize our IT management platform? It's not just the tools, but also the supporting let's say data integrations and in the vendors part of that It's we need a modern IT management platform to be able to deliver faster more secure and lower costs So it's about automation of end-to-end workflows about integration service brokering and data driven and lastly Yeah, we need to rethink the way we support that with the right people There could be a new skills and computers needed in this model like automation skills But also how do we work with different teams together? So why would you start with an empty sheet in defining this new operating model because we know all the ingredients like agile DevOps continuous delivery ship left feedback loops value streams And probably it's a good start to use the IT for IT reference architecture as your initial start as the blueprint And that use that as a sort of quick start to build this new operating model These pictures you've seen before But IT for IT can be taken as this foundation for your operating model defining the value streams Defining the functional components or capabilities you need the data the data flow in the feedback loop So it's a very good tool to get started with your overall operating model And that's not a simple task because an operating model is not just IT for IT There could be other practices out there and one of the challenge you'll be facing today is that we got so many best practices Concepts in the market being an idle cobit, but there's emerging new topics as well a BRM box for example or USM box Siam So there's so many practices a question. Yeah, there's a lot of noise upstairs. Yeah So what is the challenge that we are facing is that there are practices out there? But we need to carefully select these practices You're not going to implement these all because a lot of these practices don't have the value if you cannot really combine them So the first thing that we typically see in large of our organizations is they can start with the IT for IT reference architecture Defining the building blocks that you need Basically that already covers the foundation because IT for IT covers those capabilities like DevOps Agile development and continuous delivery so that you use as your foundation for your operating model Then you're gonna ask yourself. Okay, if I have IT for IT as my operating model is the framework Potentially there are other practice. You still need to combine for example enterprise architecture maybe you still have traditional project management agile delivery service management and governance security and Competence framework for example to manage what kind of skills and competence do I need in my IT function? So then typically you use something like toga for example or PM book scrum or other agile methodologies I till in that area and Kobe it and for example ISO 27,000 for security and Svia or ECF for your competence framework So what you have to do is cleverly blend this together But using IT for IT as your bigger picture the framework the umbrella and then glue a number of these practices Because your use scrum you will use toga and you will use For example for skills and competence management as via for example, so that's a thing we need to do So once you figured out a high-level operating model using IT for IT as a framework We also need to work on some sort of standard terminology within the IT function You will be amazed in larger IT organizations that the terminology and concept used in the different line of businesses IT Development operations are very different people talk about user stories epic features or changes requirements Incidents they have different backlogs projects Immersive requests all those things we don't have a good common terminology It means it's communicating with each other is complicated But also how do we integrate the different tools with different terminology and not talking with the vendors? And it's not that complicated as it sound because IT for IT provides a common Data model, but also kind of common terminology so that we can share the same terminology and And it data is becoming key component in your IT organization Maybe more important than than the processes because data typically is how we manage the IT function It's about the work we managed like there could be user stories Sprint plans Incidents the changes configuration items and contracts and licenses But how do they all fit together and that's what it if I keep tea can help you with building this bigger model And that's what this diagram shows as well In IT for IT. There is a common data model as the backbone Defining also the integration points from for example in operations detect to correct back into the backlog for correction Because one of the challenges we face today is that we don't have good data insight Most organizations even don't have a good overview. What are the services? We have what are the applications? We have who's using them? What does it cost? How is the custom experience? And what are the risks for example associated with it? We don't have the single Fully service lifecycle approach and understand all this around the surface So if you are very it is nice to have a next hour Google home, but typically get answer Sorry, we cannot help you with that because you don't have this correct operating model in place Now the next step once you have a high-level picture some common terminology It's probably good to start with Have do we have even a good understanding how you operate IT today? If you ask a lot of people how you organize today, you get many different answers most IT Organizations don't have a clear picture how they're operating today How work from the business like a demand or a request or a change flows through the IT organization? Through different teams through the different tools. That's one of the challenges There is no good understanding of IT today So we need to start working on a sort of customer journeys How does it today work if it's coming from a demand from the business or a requirement or story comes in or for example? a request or an incident These are complex end-to-end workflows Because every team maybe per technology line of business is slightly different So we really need to get an understanding of how do we get a demand in and how does it today? Work walk through the IT organization to value realization or an enhancement and change an epic of story How does it get into the release and the same for a service request? How does it get actually fulfilled and we have a lot of things like an event could be a security vulnerability Or a data breach or a security breach. How does that fixed? today People have not a single picture of how that actually will work And if and we need to build that because then we can build the case of saying we need to change This is not how we're gonna continue operating and That's what we talked about is a kind of value stream analysis We need to look at the different value streams and how does that work flow? What are the lead time? What are the bottlenecks just to understand a bit how we are currently operating that and then we need to Plot the tools on it the data and some of the controls and the response and responsibilities and We don't It's not that you can do it yourself But you need to do with teams Maybe it's asking the different teams how they operating because you will realize that different technology teams will slightly operate differently So you need to get the collaboration with the different IT people and teams to understand how you organized today Because then you get a good understanding of how many work queues do you have in your IT organization? And having work queues is a key concept in IT for IT and in value streams We need to manage work or automate work, but today we got a lot of different queues out there managing work and Because there's so many with different tools different technologies different teams It's not always clear. What is happening in the IT organization? Who is working on what and the business is asking it It looks like you're always busy, but what are you actually doing for me? So we have like queues that the mounts come in or ideas. We got epics features There are test cases to be done. We have defects and perks out there change requests instant queues risk assessments that people do audit findings Service requests we have events coming in and not to forget a lot of other social media and collaboration system like email Probably a lot of work items are still managed through email and spreadsheets And this is a challenge because we got so many work items that we work on with different teams This is not being transparent if they're all separated work queues And it if IT tries to Synchronize all the workers together because you can imagine today. How are these queues? Supported by your systems. Maybe you got a project management system out there a development system where the Features and epics are managed the test management system where test cases are managed You still have your traditional service management system your governance with compliancy system request management event, sorry and others typically Service management is seen as a source central system But in a new digital environment potentially service management system is just one of the many or hopefully it's one of a overall platform Where we met because backlog management is probably sitting in different places Once you get that picture organized you you get an understanding how you're managing IT today It's actually a big mess. It was a CIO that I talked to and he said to me Are you really saying that I make a mess of my IT organization? I say, yeah, well actually you did it is today typically a mess with tools integration I can imagine that you do need to do to change your processes You upgrade your tools with all the effort that you need to take so you need to think about it Can I really the way where I run IT today? Can I really manage this new digital enterprise with this mess of solutions? Another thing you need to do is in five you need to understand and you need to do that quickly What are all the initiatives? My IT organization is currently doing to prepare itself is because you will be surprised that The IT organization is already doing those things right what we talked about in IT for IT They have a lot of projects out there. We need to understand what everybody is doing for example, if you have the IT for IT reference architect, I simplified it a bit and You will be amazed how many projects there are in your IT organization Trying to fix tweak and tune the IT value chain. You've got people working on conditional delivery We have the amount of portfolio management security testing Automated release management infrastructure provisioning. There's a project for self service security management risks GDPR for example cyber defense, of course People complaining that the CMDB is not up to date. So let's do a discovery solution for this We got identity and access management issues there application performance monitoring also nice to understand the performance of an app of a service Intelligence and reportings of course IT data lake security and I can continue with that for a while Artificial intelligence chat ops and yeah, possibly the CMDB again All these projects all these initiatives you are doing right now at this moment The problem is there's no Vision of how that all works together. We can implement new tools We can change practices like continuous delivery, but it doesn't improve our end-to-end workflow if we don't have this bigger picture So that's why it's so important get a good understanding Everything you're doing in IT now to improve plot it to the IT for IT reference architecture and then decide are we doing the right steps? We cannot do this all at once We cannot do this if you don't have this structure in place because you probably will fail all these projects If they're only do it in siloed in their own waves of working Well, let me brief pause for a minute But that's what key challenge we're facing right we made a lot of mess of IT management We don't have good structure in place and again. We're making the same mistake We move to the cloud and again. We said are gonna do it differently. We'll explore how that will work Companies that move to the cloud after three four years. They figured out It's a mess again. We didn't manage the cloud. We don't know what's running bill what's cost We should have to take appropriate measures now. It's your time to do this take appropriate measures So what do you need to do step six? You need to think about your core platform that is essential for managing IT And it's not everything what you need in IT management or IT for IT But what is really core to get your IT organization ready? It's basically defining the building blocks now IT for IT has a lot of building blocks and it looks very overwhelming and complex initially So what you need to decide is where do I start because there's all these building blocks You already have today in your IT function. You would not agree in fields But now we need to think about what is the core that we need to do well and build that and then continuously evolve that So prioritization is very important. So what is the core? It's the backbone The service backbone or a platform Where you have an understanding of what are the services you have when releases are coming? What is deployed where and then you connect your core components? You've got service management. You've got your request management component application backlog management and potentially portfolio and project management and Then you have a number of those components like application for service portfolio the catalog and seem to be These are your core engines that you have to create transparency traceability and manage your core work items So that's important one. It's not sufficient to manage the entire IT function But at least gives you the transparency. What is going on? Who is doing what? What do I deliver and? Of course, then I need to combine that into the automation layer So I got that core backbone and then I need to add the automation automated build automated test automated deploy and Of course organize my processes across these value streams I'll skip a slide and then number seven there's a major change we need to do and It's changing the way we're basically met let people decide on these things we need to move from an ego system to an ecosystem where people work together because today I could be a developer could be a service security specialist or a portfolio manager or an enterprise Architect they always know better how to do their process. What tools do they need and they like tools it's IT people, right? They like a lot of tools and The problem is initially we select tool a and after a few years people say when I got ensembles much nicer than puppet Let's do that and they continuously changing the way they want to run IT and they don't have that integral picture So every team does their own thing and I can assure you IT management there are enough vendors enough tools to choose from if you let everybody select their own tools It's gonna fail because every tool nowadays comes with a way of working comes with their own data model The tool is not a tool just anymore. It's a way of working So you select one to you get a way of working with it if you have hundred tools You cannot collaborate you need a way to standardize the way of working and then say okay What are the solution that I need to fit my way of working? Because eventually it's not about the tools. It's about how can those solutions integrate? How do we collaborate with different people in the value chain and work together to get this seamless way of working and automate activities? That's what we want to achieve Now then you should ask yourself and that's always a key question who takes the decisions of how IT management should be organized What practices do I use also of course what tools do we use? Everybody decides that today. There is no clear ownership today. You would argue the CIO is the owner, but it's not in reality But that's what the thing we need to fix who is defining the way we work I'm not saying that this should be top-down, but we need to work together to get this defined So it's somehow you need to define on the portfolio level somebody that says I'm responsible for IT management for the processor The value streams and the capabilities and we have people that are responsible for sub areas For example, somebody's responsible strategy to portfolio Understands the practice that we need there the tools we need there and so each value stream you need to find an ownership We cannot define and change that it's like product ownership in an agile way There must be product owners service owners for each of these areas Otherwise we start again with this mess and then of course you always have practitioners below for example people that know all about Test management and test automation or automated deployment or financial management or security risk management So you need to understand in your own environment Who are the stakeholders that influence the decisions here and we need to formalize that it's not additional bureaucracy It's just same as agile creating structure. Who is the product owner? Are we working on it on the right things? The last step number eight Once you have done that you need to create as kind of a roadmap Kind of a steps to take to show value and that must be in iterations and agile You want to show benefits to the business quickly and not have a multi-year program and without having the benefits So again the roadmap Is not as simple as saying I understand my gaps and I'm gonna fix the gaps That is gonna to fail and a lot of people fail with this because they're gonna look at their own process I would say how the testing takes too long. Let's put test automation in that's not the solution We need to rethink how we develop maybe testing should be part of the design already So you cannot just try to eliminate these pain points. You need to think about the end-to-end picture first and Then you define and we saw the pictures today as well sort of priorities and start working on it I really need to stop a close down, but Let me look at the signs and hopefully you can recognize those signs What are the signs in your IT organization that must realize make you realize that you need IT for IT? And these are the signs. You don't have really transparency You've got a lot of fragmented tools out there. You've got bureaucratic processes slowing down For example, it could be change processes or risk process that not been adopted for the agile way of working You've got a lot of people drowning in manual activities You don't get inside we've got a lot of managed a lot of IT initiatives to improve if you've got all these initiatives To improve the IT function. You need to understand something is wrong here and also no target operating model and no Ownership for this capabilities now Let me start skip moving to the lunch. That is about food We want to achieve a kind of a Jamie Oliver vision is the naked IT organization lean transparent Not too many process not many tools only the bare essentials to manage IT That's the kind of modern cooking for IT. I would say so Finalizing before lunch. This is a hamburger just to visualize. What is IT for IT? So IT for IT is basically The umbrella. It's the bread. It's the foundation It covers agile in DevOps, right? So that's what you need to have a good IT meal DevOps and agile and then you potentially need to add other Ingredients like togath, prince, scrim, ITL, COVID and ISO 27,000 and then you have your IT management sandwich okay, thank you very much and Hopefully there are some questions I can still answer for before the lunch We asked Rob to Describe IT for IT in 30 minutes or less something that took six plus years to build fine job He left us with 50 shades of IT management the naked lunch and eight steps to success And who would ever forget the man in the bright orange jacket? We know you Dutch love the orange, but wow Thank you for making IT for IT so visible Rob, we have a couple of questions, but they I think Some of them are quite general to IT for IT So I'm wondering if what we might want to do is We have this wonderful lean coffee talk opportunity that goes from the coffee break on where your topics Can get voted up to the top and be addressed in a really lean and agile manner