The relationships between ITOM and DevOps

As explained in the earlier “What’s ITOM?” blog, there are various definitions of IT Operations Management (ITOM). This variation has a knock-on for everything related to ITOM, including the relationship between ITOM and DevOps. This issue is further complicated when people and organizations have different views of what DevOps is and isn’t. Hence, we must start with a single definition for ITOM and DevOps.

ITOM definition

Unlike IT service management (ITSM), there’s not an accepted industry-wide definition for ITOM. Additionally, while organizations wish to “do” ITOM, most of the ITOM definitions they’ll find will talk about what ITOM tools are, not what the practice of ITOM is. For example, that:

“ITOM software is the set of IT management capabilities organizations need to effectively manage the provision, capacity, availability, and performance of the IT infrastructure – which includes computing, network, and application resources.” 

DevOps definition

Again, there are many definitions of DevOps available. But it’s helpful for this blog to at least have a single definition as a platform for explaining the relationship between ITOM and DevOps. For example: 

“DevOps is a cultural change for IT that leverages agile and lean practices and a system-oriented approach to speed up IT delivery. It emphasizes people, better collaboration between the development and IT operations teams, automation, and an end-to-end perspective of technology delivery.” 

ITOM and DevOps is not all about automation

The use of automation might seem the most relevant element to begin the linkage of ITOM and DevOps. However, let’s consider the origin of the term “DevOps” – it’s a portmanteau of software development (Dev) and IT operations (Ops). So we can automatically see that ITOM practices and software have a role in enabling a DevOps approach.

But this relationship still misses the philosophy of DevOps that starts the earlier definition plus many other DevOps definitions. That DevOps is a change in IT culture first. So while the ever-improving technological capabilities of ITOM tools might be viewed as the obvious linkage between ITOM and DevOps, IT operations teams potentially have much to learn from DevOps.

How DevOps thinking helps ITOM

DevOps is commonly considered to focus on the app dev to deploy cycle; however, organizations can apply DevOps principles to different ITOM areas and capabilities. For example, provisioning, capacity management, availability management, and performance management.

If we consider these ITOM areas, it’s not only the automation employed by DevOps teams that’s relevant – the underlying principles of DevOps are too. However, different parties commonly express these principles differently, especially in the terminology used. Here’s my version:

  1. Customer-centricity – thankfully, we’re seeing this more in IT because of the increased focus on value, and this is deliberately at the top of this list to emphasize its importance. In ITOM terms, this is viewing the capabilities of ITOM software as a way of optimizing business operations and outcomes, not simply for “managing the IT infrastructure.”
  2. “Create with the end in mind” – this is very much product and outcome-based thinking rather than simply focusing “on the pieces.” In ITOM terms, it means understanding the business goals that need to be achieved through the effective use of ITOM software.
  3. Collaboration – not just within teams but also across groups, especially development and operations. In ITOM terms, this can mean alerting both dev and ITSM teams to issues that need either bug fixes or the service desk practice, respectively. Perhaps with the same people responsible for developing and delivering specific products, calling in expert problem management capabilities as needed.
  4. Automation – not just because it’s faster and cheaper but also because it leads to better outcomes. IT pros involved in ITOM likely need no introduction to the benefits of automation. 
  5. Continual improvement – this was already an ITSM staple, but agile and lean practices also brought this into DevOps (albeit named differently). ITOM capabilities should also be subject to this improvement focus.
  6. Data-based decision-making – is quite simply the better use of data to drive decisions, including improvements across operations, services, experiences, and outcomes. In many ways, this is the essence of ITOM, using data and associated insights to ensure that the business need for technology enablement is consistently met.
  7. End-to-end responsibility – where teams work together and are fully accountable for an application or service from the cradle to the grave. From an ITOM perspective, this means responsibility for the IT infrastructure and shared responsibility for delivering fit-for-purpose IT services.
  8. Treat failure as a learning opportunity – where people are safe and empowered to try new things. This one is a great principle for any part of the organization, including ITOM operations. It allows people to use their expertise and initiative to improve the status quo when the situation would be served better by doing something different.  

The opportunity for improvement works both ways

Of course, your organization’s ITOM capabilities will help DevOps too. In particular, the intelligent automation and analytics capabilities in ITOM tools. Plus, much of IT operations provide a foundation for DevOps and DevOps tools in particular. For example, the availability of a configuration management database (CMDB) constructed and maintained through ITOM discovery and service mapping tools. In part 3 of this blog series, I’ll discuss using artificial intelligence to enhance your IT operations. Stay tuned.

 

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