© 2006 jupitermedia corporation webcast titleitsm: from theory to reality itsm: from theory to...

© 2006 Jupitermedia Corporation

Webcast TitleITSM: From Theory to Reality

ITSM: From Theory to RealityHow to better understand ITIL’s role in process improvement

May 23, 2006

2:00pm EDT, 11:00am PDT

George Spafford, President, Spafford Global Consulting


ITSM: From Theory to Reality

Housekeeping

• Submitting questions to speaker– Submit question at any time by clicking on “Ask a question”

button located on lower left-hand side of your console.– Questions about presentation content will be answered

during 10 minute Q&A session at end of webcast.

• Technical difficulties?– Click on “Help” link– Use “Ask a question” button



Main Presentation



Agenda

• Background• What ITIL Represents• Awareness, Training and Internalization• The Role of Change Agents and Mentors• Determining What to Do• Monitoring and Measurements• The Need For a Systemic Approach



Who Am I Talking About?

Perceptions of:• High costs• Missed delivery dates• Poor quality• Poor customer relations• Slow to react• Outsourcing can solve the problems



Quality

• Quality means conformance to requirements – Phil Cosby

• This means– We must understand the customer’s requirements– We must meet the customer’s requirements

• The constant quibbling of business-IT alignment is an indicator of quality issues



What ITIL Represents

• ITIL is de facto standard approach towards IT Service Management

• Yes, it is a collection of best practices but it is far more than that

• It is about IT delivering quality services that meet the needs of the organization

• IT services enable business processes that, in turn, enable the business to meet goals

• It is a fundamental shift from a focus on technology to a focus on customer service and quality

• The processes may take 1-2 years to implement but 2-3 years of consistent and unrelenting work for the culture to truly change



It Is Organizational Change

• The adoption of ITIL does require organizational change.

• Change follows a relatively predictable course of events.

• The duration of each phase are the wildcards.

• Want the curve to be as short as possible.

• Use ITIL and other best practices to compress the curve and increase the probability of success

• Tip: Use formal project management to implement processes

STATUS QUO

CHAOS

NEW STATUS QUO

LEARNING BEGINS

FINE TUNING

CHANGE EVENT



BUT WHERE DO WE START?



The ITIL Books

1. Introduction to ITIL

2. Service Support

3. Service Delivery

4. Planning to Implement Service Management

5. Security Management

6. The Business Perspective

7. ICT Infrastructure Management

8. Application Management

9. Small-Scale Implementation

10. Software Asset Management

• My stack of the first 9 books is five inches thick, weighs 15.6 pounds and cost over $1,000 USD



Service Support and Delivery are the Core Books

• Service Support– Change Management

– Configuration Management

– Service Desk

– Incident Management

– Problem Management

• Service Delivery– Service Level Management

– Capacity Management

– Availability Management

– IT Financial Management

– IT Service Continuity Management

IT Security



Awareness and Training

• Awareness is to foster understanding of the need and to serve as a reminder

• Training is a formal process meant to help people acquire skills– Foundation– Practitioner– Service Manager– Have a plan

• True organizational change requires profound understanding of the organization and the internalization of a culture of IT Service Management – You need more than books and training



Change Agents

• Consider pairing internal champions with seasoned ITIL practitioners (new hires or contractors/consultants)

• Need to enable your Change Agents• These internal Change Agents need access to the

mentors– There is far more to ITIL than just the books!

• Winning over key “nay sayers” can be very powerful



Continuous Improvement

Where do we want to be?

Where are we now?

How do we get to where we want to be?

How do we monitorProgress?

Vision and Objectives

Audits / Assessments

Process Improvement(Leverage Best Practices)

Metrics and Critical Success Factors

* Adapted from ITIL Service Support Graphic



So, What Is Your Goal?

Goal

How can you know where to go and what to do unless you have a clearly defined goal? What is keeping you from your goal?



What Are Your Constraints?

Profitability

Order Entry Logistics

Marketing Human ResourcesCustomer Service

Service Desk can’t effectively support service X due to lack of training and

scripts

Poor Change Management on this Service is causing

huge amounts of unplanned work and availability issues.

This is resulting in a resource drain from planned work (projects) and is priority

one.

A capacity constraint is causing incidents during

peak seasons



Options to Start (1)

• Change and Configuration Management– If you have stability issues and/or high levels of unplanned

work– 80% of availability issues are tied to human error– Do simple Change Management first followed by

Configuration Management– These two processes are very important!– Review Visible Ops from the IT Process Institute at

http://www.itpi.org



Control and Release Processes

• Change Management Is the set of standardized processes and tools used to handle change requests in order to support the business while managing risks. (Risk Management)

• Release ManagementUses formal controls and processes to safeguard the production environment. Coordinates the rollout of changes. (Quality Control)

• Configuration ManagementFocuses on tracking and documenting configurations and then providing this information to other areas including Change and Release Management. Configuration tracks relationships to understand who is affected and assesses impact.

For more information about a central configuration, change and release function see the ITIL Service Support volume,

Annex 7A



Change Mgt & The Deming Cycle

PLAN(Change Mgt)

CHECK(Incident Mgt)

CONFIGURATION MANAGEMENT




• Service Desk and Incident Management– Handle requests– Collect data– Streamline communication with IT– Improved incident handling

• Problem Management– ITIL says you need Incident Management first to provide

data to work with, but you can start simple– What if you review the top 10 incidents each day or week?

20% of incidents create 80% of the work!– The idea is to identify root causes and improve




• Service Level Management– But can you if there are significant quality problems?– Define Customer’s Requirements– Negotiate Service Levels – Start Simple!– Review progress– Start the Service Improvement Programme

• Ultimately, you start ITIL where it makes the most sense to enable your organization to attain its goals



Do Start With

• Senior Management Support – “Tone from the top”• A process improvement mindset• OBJECTIVES• A duly empowered transition team with roles and

responsibilities• Use project management

– For process implementation

– In general

• Simplicity – evolve as you learn– If a process is to complex, people will resist / circumvent it

– It is better to start and learn than be locked in analysis paralysis



Do NOT Start

• Do not start by purchasing a tool – define processes and requirements first

• Do not start with Configuration Management without having effective Change Management

• Do not start with processes that are impossibly complex [repeated for emphasis]



Monitoring and Measurements

• The ITIL “Planning to Implement Service Management” volume has tons of metrics

• So does the new itSMF book “Metrics for IT Service Management”

• There isn’t a shortage of metrics to select from• The real question is why do you want to measure

something? What is your objective?



Tell me how you will measure me and I will tell you how I will behave.

-- Eliyahu Goldratt



LaggardsLate

MajorityEarly

MajorityEarly AdoptersInnovators

"The Chasm"

Metrics: ComplianceEffectivenessEconomyEfficiencyEquality

What Behavior Do You Need?

During each stage of the process adoption lifecycle you may need to emphasize certain behaviors over others and that will affect the metrics you select.



Diminishing Returns

• The power of ITIL lies in its systemic integration of processes areas – not simply piecemeal adoption

• Any single process in isolation will reach a level of diminishing returns

• As Goldratt has taught us, to optimize the throughput of a system requires optimization of the system – not just one area

• Continuous improvement requires a systemic mentality of adoption and continuous refinement of ITIL’s core processes in Service Support and Service Delivery along with other process areas such as Project Management, Application Development and Security for which other excellent standards exist

PLAN

CHECK

Process Improvement



To truly achieve the goals of ITIL and IT Service Management requires not just the implementation of processes but a catalytic cultural change – there can be no going back



Thank you!

George Spafford

[email protected]

http://www.spaffordconsulting.com

Daily News Archive http://www.spaffordconsulting.com/dailynews.html



Questions?



Thank you for attendingIf you have any further questions, e-mail

[email protected]

© 2006 jupitermedia corporation webcast titleitsm: from theory to reality itsm: from theory to...

Documents