Entries by Troy DuMoulin, VP Research & Development

About the Author

Troy DuMoulin, VP Research & Development

Troy DuMoulin, VP Research & Development

VP, Research & Development, Pink Elephant

Troy is a leading ITIL® IT Governance and Lean IT authority with a solid and rich background in Executive IT Management consulting. Troy holds the ITIL Expert certifications and has extensive experience in leading IT Service Management (ITSM) programs with a regional and global scope.

He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement.

Rapid Response: How to Identify and Agree on Improvement Ideas

Being able to quickly react and effectively solve IT problems is crucial to achieving business value in today’s rapidly changing global marketplace.

Savvy competitors have embraced Lean problem-solving and improvement methods – which are established and proven – to help organizations enhance the quality, speed, and cost of their products and services by focusing on value while removing waste.

Five IT Service Management Trends for 2019

Well, another year is fast coming to a close, and 2018 seems to have flown by on a rocket-propelled hoverboard because so many things are changing!

As has been my habit over the past few years, I like to sit down and write my reflections about the past year as well as project what I believe will be the focus in 2019.

I predict the following five trends will impact our industry in a major but positive way in the coming year:

The Evolution of Process Governance

(From Process Owner –> Service Management Office -> To SIAM)

Every Community Needs Good Governance Otherwise We Get Lord of The Flies & Piggy Dies
Ref: Lord of the Flies is a 1954 novel by Nobel Prize–winning British author William Golding

As organizations look for ways to accelerate value delivery and improve collaboration, people and teams have traditionally turned to published IT frameworks and models for ideas and answers. Many of these models make the point that defining and documenting your processes is simply not enough. For any organizational process, product or capability to be sustained and improved over the long term, it is critical to establish and gain acceptance of ownership and personal accountability. Effective ownership means that those who accept this responsibility have each of the following characteristics; interest,  time, skills, knowledge, passion and authority. (All of these elements are critical and need to be present for this concept to work!)

The Human Side Of Organizational Velocity

Is Your Technology or Framework  A Solution Looking For A Problem?

It seems that every other webinar, tweet or conference presentation you see posted over the last few months all focus on increasing the speed of value delivery. My own writings have admittedly been focused on this challenge for over the past 24 months as our industry responds to the market demand for better faster cheaper!

As usual the IT solution to this challenge is typically presented in two categories. 

  • Enter Stage Left: We need efficient & integrated processes {Agile, Lean & DevOps}
  • Enter Stage Right: We need better tools {Cloud Foundries, Digital Pipelines & Artificial Intelligence}

However, from where I stand the primary challenge and barrier to building the necessary velocity continues to be a people and organizational change management issue and not a process or technology problem. To point out the obvious (Elephant in the room) if you would forgive the gratuitous reference to my employer the main barriers have always been and continue to be organizational and cultural challenges related to:

  • Center Stage:  Leadership, Lack of Shared Goals and Silo versus Systems Thinking

PR 73 - Service Integration & Management (SIAM) & Multi Supplier Environment3

Multi Vendor IT Supply Chains Are A Fact of Life, You Either Manage Them Or They Manage You

In our evolving digital economy, organizations are facing intense pressure to increase speed to market, address accumulated technical debit and move their focus from run to innovation. The result of these drivers creates a trend to leverage cloud technologies and increased use of third party suppliers. However, the growing complexity of our supply chain creates new challenges around alignment, shared priorities and service delivery. To address this challenge organizations are adopting an emerging management model called Service Integration and Management (SIAM) based on frameworks such as ITIL, COBIT and Project Management to improve service delivery alignment across different suppliers.

Join George, Shane and I In this episode of Practitioner Radio where we discuss how organizations use a designated and dedicated service integrator function to establish common practice across diverse internal and external supplier environments.

PNN: 1 - The Case For Integrated Service Management

While continual change is a constant in the universe, there are some periods in history where radical change is the only solution – or we face an extinction event. The IT industry is now looking at one of these major transformational periods square in the eye. It could even be said that this moment in history is the third major industrial revolution –“The Age Of Digital Transformation.”