For a number of years, Information Technology Infrastructure Library (ITIL) was a golden hammer with which to forge a productive, stable IT environment, but changes in working practices have brought its shortcomings into sharp relief.
ITIL as a concept was introduced as a way to manage an IT environment but has grown to encompass managing processes and customers. As an ITSM best practice, ITIL has become a broad wheelhouse, and is typically interpreted by business as vast and monolithic both in the sense of its perceived importance and difficulty in absorption. ITIL has its own governing bodies, internal references and specific terms and concepts – one which allows a common language to be spoken by business, IT and auditors.
One of the most obvious disruptors to the lifecycle evangelised by departments who have come to interpret ITIL as a prescriptive solution, is the rapidity of feedback provided by modern deployment methods such as serverless functions and container-based deployments, and software suites designed specifically to encourage and facilitate continuous integration, testing, delivery and deployment.
The paradigm of planning biannual version updates does not gel with the speed demanded by clients and customers: truly, with the commoditisation of IT services in the cloud, time to market is one of the only remaining differentiators. Kubernetes is a primary example, and one I’d like to cover in a little more detail below.