time to
market
stability in
service
innovative
excellence
operational
excellence
be creative
be clever
be smarter than
your competitor

bend the
rules
be quick
go, steady go
the qualities
the terrain
chaotic
unknown
unstructured
volatile
rapidly
changing
must be
explored
fast paced
engineer's 
nightmare
known solutions
scrum
extreme
programming
agile methods
lean production
just in time
kaizen
team
stakeholders become 
team members
team must be able to
decide on a daily basis
team members 
are responsible
self driven
system
admins and coders
are loosely coupled
based on 
collaboration
decides!
at the center 
of attention
organizational
environment
cultural traits
processes
it strategy
TOM
ITIL2
ITIL3
CMMi
COBIT
QM
ISO9000
ISO20000
six sigma
stable
well-defined
well-known
changing slowly
modelled
follow the rules
reproduce quality
follow procedures
defined routine
live roles
are at the center of attention
little dialogue
what hasn't been defined
won't be getting done
communication via
the framework system
team is replaced
by tightly coupled roles
like stability
it's a
dialogue
new ideas yield
"yes, but ..."
incidents
problems
changes
synthesize!
needs
needs
agile procedures
ITIL process items
+
dialogue driven
light-weight processes
and get
cynefin quads
probe -
sense -
respond
act -
sense -
respond
strategy 1
strategy 2
cynefin quads
sense -
analyze - 
respond
sense -
categorize -
respond
strategy 3
strategy 4
simple
complicated
collaborative teams
sprints?
product owner
= service owner
retrospective?
daily scrum
incidents
change requests
problems
service requests
service desk
changes
stories?
tasks
Strategy
Session
negotiate services
trust gut feelings!
use aspects
not figures
use perspectives
define in terms
of work to do
quality is only a
result of actions
Tac
Session
Ops
Session
availability?
capacity?
new hardware?
new software?
limits?
reprioritize!
pending incidents?
what do I 
care for today?
what did I 
manage yesterday?
what's hindering us?
who eliminates it?
what does
everybody
need to know?
interfacing agile development
   with it service management
drive
keeping up the pace is most important
pace enables
experience
feed-back
retrospective
improvement (action)
agility and contemplation don't match
velocity means time to market
don't plan what you can't
limit your "scope"
blur your "vision"
rules are for followers
courage wins market share
conquering grey areas creates possibilities
the official path is slow
fighting the rules yields endless discussion
your competitor will, too
creativity needs atmosphere
applies to all, ITSM as well
a clean desk pays nothing
chaotic markets need unconventional action
requires mutual incitement
is about products, not procedures

engs are used to construct
universities teach structuring
todays markets don't have structure

learn from your customers
desires change rapidly
desire is irrational
cooperation beats marketing
structure needs stability
... if the environment is unstructured,
    no structure can meet it ...
flexibility can!
crystal clear
The Threshold
needs time to market
needs quality of service
is innovation
is commodity
optimise everything for speed of use!
boring!
for the creative only
99.9%
fixing things
roles
control
size?
service owner
it coach
India!
this was
not my job!
if i slam it
over the fence ...
(source: http://en.wikipedia.org/wiki/File:Cynefin.png)