10 Years of

IT Service Management

Cornelis A. Winkler Prinssenior consultant & partnerService Management Partners, Inc.

Contents How IT Service Management started. What did we learn? What are the major risks? How to avoid these risks. How this saves customers money. Case studies. Why ITIL is not enough. What not to do when hiring consultants.

Contents How IT Service Management started. What did we learn? What are the major risks? How to avoid these risks. How this saves customers money. Case studies. Why ITIL is not enough. What not to do when hiring consultants.

The Start of Service Management The 1st products that supported more than just the help

desk were release in the 1980s. The IT Infrastructure Library (ITIL) modules were

published in the late 1980s and early 1990s. By the middle of the 1990s the first group of

organizations had already tried to implement ITSM processes based on ITIL.

Let’s see what we have learned in the 10 years that followed.

The Start of Service Management The 1st products that supported more than just the help

desk were release in the 1980s. The IT Infrastructure Library (ITIL) modules were

published in the late 1980s and early 1990s. By the middle of the 1990s the first group of

organizations had already tried to implement ITSM processes based on ITIL.

Let’s see what we have learned in the 10 years that followed.

What did these Organizations Learn? Service Management is essential; without it, it is very

difficult to control the level of service and IT spending. Unfortunately, many Service Management

implementations have failed, or had limited success.

What did these Organizations Learn? Service Management is essential; without it, it is very

difficult to control the level of service and IT spending. Unfortunately, many Service Management

implementations have failed, or had limited success.

So why was the success rate so low? Lack of senior management commitment. Unable to agree on process definitions. Processes cannot be supported by a tool. Tool customization takes too long. Resistance from IT specialists. Inadequate training of IT specialists.

So why was the success rate so low? Lack of senior management commitment. Unable to agree on process definitions. Processes cannot be supported by a tool. Tool customization takes too long. Resistance from IT specialists. Inadequate training of IT specialists.

Risk Avoidance Ask senior management to send an e-mail to all

specialists stating its commitment to ITSM. Obtain a set of processes to eliminate the process

definition phase. Ensure that the processes:

are field-proven, are common sense, provide practical instructions that are readily accessible

for reference, and use easy to understand terminology.

Obtain a preconfigured database with tool settings for complete and efficient support of the processes.

Risk Avoidance Ask senior management to send an e-mail to all

specialists stating its commitment to ITSM. Obtain a set of processes to eliminate the process

definition phase. Ensure that the processes:

are field-proven, are common sense, provide practical instructions that are readily accessible

for reference, and use easy to understand terminology.

Obtain a preconfigured database with tool settings for complete and efficient support of the processes.

The Standard Implementation Plan

Covers the implementation of the Service Support processes. Allows for the customization of the processes and the tool

settings. Takes approximately 12 weeks to complete.

The Standard Implementation Plan

Covers the implementation of the Service Support processes. Allows for the customization of the processes and the tool

settings. Takes approximately 12 weeks to complete.

Benefits of this Approach Save 4 to 6 months during the process definition phase. Save 2 to 4 weeks of tool configuration effort. Risk of failure is essentially eliminated. IT support staff has received sufficient training.

Benefits of this Approach Save 4 to 6 months during the process definition phase. Save 2 to 4 weeks of tool configuration effort. Risk of failure is essentially eliminated. IT support staff has received sufficient training.

Result of this Approach Result of this Approach

3Months

3Months

4Months

4Months

5Months

5Months

6Months

6Months

30 days30 days1999 2000 2001 2002 2003

Case Study 1 - Accenture for the Medicines and Healthcare products Regulatory Agency Accenture won outsourcing contract January 01, 2003. Required integrated help desk by April 01, 2003. Implementation started on January 15, 2003. Implementation was completed on March 31, 2003.

It took 50 days to agree on the customization of the Alignability™ Process Model.

After that, the implementation took 30 days.

Learning Experience:The Alignability™ processes do not need to be modified.

Case Study 1 - Accenture for the Medicines and Healthcare products Regulatory Agency Accenture won outsourcing contract January 01, 2003. Required integrated help desk by April 01, 2003. Implementation started on January 15, 2003. Implementation was completed on March 31, 2003.

It took 50 days to agree on the customization of the Alignability™ Process Model.

After that, the implementation took 30 days.

Learning Experience:The Alignability™ processes do not need to be modified.

Case Study 2 - ChoicePoint Already implemented HP OpenView Service Desk for Help

Desk and Change Management processes in 2003. Desired: HP OpenView Service Desk used to support the

Incident, Problem, Configuration, Change and Service Level Management processes.

Implementation started June 01, 2004. Implementation end date August 06, 2004. Official project deadline September 30, 2004. Number of concurrent users in scope: 100. Total Consulting Days: 43.

Case Study 2 - ChoicePoint Already implemented HP OpenView Service Desk for Help

Desk and Change Management processes in 2003. Desired: HP OpenView Service Desk used to support the

Incident, Problem, Configuration, Change and Service Level Management processes.

Implementation started June 01, 2004. Implementation end date August 06, 2004. Official project deadline September 30, 2004. Number of concurrent users in scope: 100. Total Consulting Days: 43.

Case Study 2 - ChoicePoint

“Having had the experience of implementing some of the service management processes the conventional way, we immediately recognized the benefits of the Alignability™ Process Model when we saw it.

Rather than continuing with the definition of the remaining processes, we managed to save a lot of time by starting over again with the Alignability™ Process Model.”

Case Study 2 - ChoicePoint

“Having had the experience of implementing some of the service management processes the conventional way, we immediately recognized the benefits of the Alignability™ Process Model when we saw it.

Rather than continuing with the definition of the remaining processes, we managed to save a lot of time by starting over again with the Alignability™ Process Model.”

Name: Ms. Krissi RouquiePosition: Director, Enterprise ApplicationsCompany: ChoicePoint

Case Study 3 - Daikin Europe

“We have successfully introduced 5 core ITSM processes (Incident, Problem, Configuration, Change and Service Level Management) in only 10 weeks. The solution from Siemens Business Services, based on HP OpenView Service Desk and the Alignability™ Process Model, provided us with the fastest possibleimplementation time and best ITIL / ITSM process experience.”

Case Study 3 - Daikin Europe

“We have successfully introduced 5 core ITSM processes (Incident, Problem, Configuration, Change and Service Level Management) in only 10 weeks. The solution from Siemens Business Services, based on HP OpenView Service Desk and the Alignability™ Process Model, provided us with the fastest possibleimplementation time and best ITIL / ITSM process experience.”

Name: Mr. Geert MonserezPosition: Co-Department Manager, Information Systems Department

Name: Mr. Jan WildemauwePosition: Co-Department Manager, Information Systems Department

Company: Daikin Europe N.V.

Why can’t we just use ITIL? The IT Infrastructure Library (ITIL)

provides the guidelines fororganizations that want to definetheir service managementprocesses. It does not provide theprocesses themselves.

Even the processes are not enough,however. They will need to havedetailed work instructions behindthem to provide a practical benefitto the people who are expected tofollow the processes.

Naturally, ITIL also does not providetool settings.

Hence, ITIL is not enough.Organizations are still expected to do a lot of work.

Why can’t we just use ITIL? The IT Infrastructure Library (ITIL)

provides the guidelines fororganizations that want to definetheir service managementprocesses. It does not provide theprocesses themselves.

Even the processes are not enough,however. They will need to havedetailed work instructions behindthem to provide a practical benefitto the people who are expected tofollow the processes.

Naturally, ITIL also does not providetool settings.

Hence, ITIL is not enough.Organizations are still expected to do a lot of work.

®

Before Hiring Consultants Review their processes

Ensure that the processes come with detailed work instructions (steer clearof high-level models).Ensure that the work instructions specify how the tool should be used.

Ask them which tool they recommendDo not pay for a tool selection. They are the experts; they should know from experience which tool is best for you.Ask to see their tool settings that support their processes.

Make sure that they do not change your organizational structureThis is hardly ever necessary. It will only cost a lot of money, and will result ina lot of organizational unrest.

Ask for a detailed project plan as part of their proposalDo not pay for the development of a project plan. If they have done this before,they should be able to provide this to you.

Ask for a fixed priceIf they do not want to implement for a fixed price, the risk is probably too high.

Before Hiring Consultants Review their processes

Ensure that the processes come with detailed work instructions (steer clearof high-level models).Ensure that the work instructions specify how the tool should be used.

Ask them which tool they recommendDo not pay for a tool selection. They are the experts; they should know from experience which tool is best for you.Ask to see their tool settings that support their processes.

Make sure that they do not change your organizational structureThis is hardly ever necessary. It will only cost a lot of money, and will result ina lot of organizational unrest.

Ask for a detailed project plan as part of their proposalDo not pay for the development of a project plan. If they have done this before,they should be able to provide this to you.

Ask for a fixed priceIf they do not want to implement for a fixed price, the risk is probably too high.

References Already more than 100 organizations in over

30 countries have followed this approach. All of these ITSM implementations have been

successful. Please visit the “Testimonials” section of the

www.alignability.com web site to read throughmore responses from organizations that have already used these principles to implement their ITSM processes.

References Already more than 100 organizations in over

30 countries have followed this approach. All of these ITSM implementations have been

successful. Please visit the “Testimonials” section of the

www.alignability.com web site to read throughmore responses from organizations that have already used these principles to implement their ITSM processes.