all hail the service (online version)
TRANSCRIPT
All hail the serviceSERVICE ORIENTED STRATEGY EXECUTION
What I promised to coverService managers, operations managers, service desk
managers, architects, engineers, programme managers, project managers, business analysts. Unless we all orient around the service, as a team of peers, we are not going
to be able to deliver value to the digital enterprise.
In this session Paddy Baxter, a veteran in IT architecture and IT service management, will attempt to disrupt traditional thinking to show how the service construct can be used to bring us together as a service team, where accountability and responsibility for value delivery is much more closely aligned than is the case today in many organisations.
MY PROPOSITION FOR TODAY
• The service is the key concept/structure of the digital age.
• Teams and organisations must be service oriented.
• And OK … it’s not easy … but it is necessary!
IntroductionsWho am I? • Paddy Baxter• An IT architect – solution, messaging,
identity, infrastructure, service, enterprise, digital
• Very curious about complex adaptive systems
• Iasa & itSMF• My core model is Service Oriented
Architecture … for teams and organisations … it’s a fractal thing
• What or who is Digital Age Architects?
Agenda• Services vs. Products• Definition of a Service• Some Key Design Principles• The Service Team (or Team as a Service)• The Need for New Org Structures• Are you with me!!??• Charge!
Products vs. ServicesIndustrial vs. Digital
INDUSTRIAL AGE PRODUCT ORIENTED
http://www.ford.ie/AboutFord/CompanyInformation/Heritage/TheEvolutionOfMassProduction
• Mass produced• Standardised• Production Line• Waterfall• Transaction Oriented
Relationship
Products vs. ServicesIndustrial vs. Digital
DIGITAL AGE SERVICE ORIENTED
• Mass produced• Standard platform allowing
high levels of customisation• Deep integration of software• Agile delivery model • Incremental improvements• Service oriented relationship
Products vs. ServicesPRODUCTS
• No software or software added afterwards
• High capital outlay up front – didn’t have to be great
• Hard to change once made• So had to be built right first
time• Built by product oriented org
structures (see Conway’s Law)
SERVICES
• Deep software integration• Low capital outlay • Continuous change based on
feedback loop• Minimum viable product approach
– focus on quality and customer fit
• Built by service oriented orgs• Structural changes required
Digital Age TeamsConway's Law is an adage named after computer programmer Melvin Conway, who introduced the idea in 1968. It concerns the structure of organizations and the corresponding structure of systems (particularly computer software) designed by those organizations. In various versions, Conway's Law states:• Organizations which design systems are constrained to produce designs which
are copies of the communication structures of these organizations.• If you have four groups working on a compiler, you'll get a 4-pass compiler.Or more concisely:• Any piece of software reflects the organizational structure that produced it.
Conway's Law - Caltech Engineering Design Research Laboratorywww.design.caltech.edu/erik/Misc/Conway.html
We live in time of structural change to large human systems
Information
Age
Industrial AgeDigi
tal Ag
e?
An aside … What is Panarchy?Panarchy is a conceptual framework to account for the dual, and seemingly contradictory, characteristics of all complex systems – stability and change. It is the study of how economic growth and human development depend on ecosystems and institutions, and how they interact.
Panarchy - The Sustainable Scale Project
So services are important … So what is a service really?
• “The action of helping or doing work for someone” – Google• “A means of delivering value to customers by facilitating
outcomes customers want to achieve, but without the ownership of specific costs and risks.” – ITIL©
• “A Service presents a simple interface to the requester that abstracts away the underlying complexity acting as a black box.” - Wikipedia – definition of SOA• “Services in microservice architecture (MSA) are
processes that communicate with each other over a network in order to fulfill a goal” - Wikipedia - Definition of a Microservice
Service Models – The Business Model Canvas
“A global standard used by millions of people in companies of all sizes. You can use the canvas to describe, design, challenge, and pivot your business model. It works in conjunction with the Value Proposition Canvas and other strategic management and execution tools and processes.”https://strategyzer.com/canvas/business-model-canvas
Service Model – Service Canvas - Tom Graves
From Tom’s great blog (just a taster):
Services and Enterprise Canvas review – Introduction
Services and Enterprise Canvas review – 1: Core
Some of Tom’s key points• a service is a means via which someone’s or something’s needs are served• everything in the enterprise is or represents or implies a service• service-relationships and structures are often fractal and recursive, with services
clustered together to provide broader or more abstract services• to make sense of services, it’s all but essential to think fractal, not linear• affordances – ‘unexpected services’ – arise from the ways in which the capabilities that
underpin services may be re-used in or for other services• a platform is a cluster of related services used as a base for affordance of other services• what services act on, and deliver, may take many forms, including physical ‘things’,
virtual information, relational links between people, or an aspirational sense of meaning or purpose
• to make sense of a service, we also need to explore themes such as service-contract, service-policy, service-level, service-guarantee, service-status and service-completeness
• without adequate verification of service-completeness, a service may fail, or deliver a ‘disservice’ or ‘anti-service’, destroying value rather than creating value
Taken from :http://weblog.tetradian.com/2014/10/14/services-and-ecanvas-review-1-core/
Fractal Models
• A service can be made up of another service, recursively.• An complex adaptive system
can be modelled as a fractal, network structure
The Anatomy of a Digital Service
Deep dive
Digital Age Service
Process Mapping
Service Strategy
Service TransitionService
OperationsCSI
Service Design
Digital Age Service Team
Can we map traditional roles to service construct?
Auditor
EXEC
Manager
BRM/BA
SDMIT
FinanceArchite
ct
Dev/Test/PM
Buyer
Architect
SDM
IT Finance
CFOShareholder
s?
Digital Age Service Team
Can we map traditional roles to service construct?
Auditor EXEC Manager
BRM/BA
SDM
IT Finance
Architect
Dev/Test/PM
Buyer
Architect
SDM
IT Finance
CFO Shareholders?
Here’s my first attempt at this.
It’s not perfect but it’s an interesting exercise …
Service Beneficiaries?
Many stakeholders –
incentives must continuously managed!
Digital Age Service
Show me the money!
Customers? Obviously (you’d
think)
Delivery Team (definitely)
Management – indirectly usually as part of bigger
pictureSuppliers
Required in long term
Digital Age Service Team• All the pieces exist today (kind of)• Service Strategy• Management and management support functions (finance, architecture, HR etc.)
• Service Design• Architects, BRMs, BA’s, IT Procurement
• Service Transition• Developers, Engineers, Project Managers, Testers
• Service Operation• Service Delivery Managers, Service Desk Manager, Level 1/2/3 Support
• CSI• Audit, Compliance, Enterprise Architecture …
• So surely we have service oriented execution already? Yes and no.• The challenge is that they have to operate in org structures from the industrial
age.
Industrial Age Org Structures• Hierarchical• Function oriented• Stability oriented• Accountability and responsibility misaligned• Job descriptions not connected to real world
Digital Age Org Structures• Network• Service oriented• Dynamic • Agile• Accountability aligned with responsibility
Mgr Arch
BRM BA Dev SDM
Audit
FIN
What might this look like?
Exec
Service 1Service 2Service 3Service 4Service 5Service 6Service 7Service 8
Roles not people
New ways of working needed as well• MSF Team Model – June 2002“The MSF team model was developed over a period of several years to compensate for some of the disadvantages imposed by the top-down, hierarchical structure of traditional project teams. “• Key Team Model Values• Clear Accountability, Shared Responsibility • Empower Team Members (“Team of Peers”)• Focus on Business Value• Stay Agile, Expect Change • Foster Open Communications
• Worth checking it out for tips and tricks on building a digital age, service oriented team … some imagination required though!
Easy peasy then?• Org changes are the hardest thing to do in any organisation• Service oriented orgs redistribute power – that will be resisted• Distribution of value to beneficiaries may change (or at least
become more transparent) – that will be resisted
• So not easy … but it has to happen for most organisations if they want to survive in the Digital Age.
• We’re still working out new ways of doing this – there is no blueprint (yet), so try and drive change via small experiments (see Popcorn Flow for one way to do this).
But there is a way … (I think)• Organisations are made up of teams• Teams exist to do stuff for someone (don’t they)• What if you thought of your team as a service?• Who are your customers?• Do you treat them as customers?• Who are your suppliers?• Do you treat them as supplier?• Are you aligned to wider strategy?• Are you being a good citizen from a costs and benefits perspective?
• Small changes at the team level can have a ripple effect that could change the organisation.
MY PROPOSITION FOR TODAY – HAVE I CONVINCED YOU?
1. The service is the key concept/structure of the digital age.
2. Teams and organisations must be service oriented.
3. And OK … it’s not easy … but it is necessary
And just remember one last thing
All hail the service!
If you would like to hear more let me know.
Paddy BaxterPrincipal ConsultantDigital Age Architects