itsm process design workshop pittsburg june 2013
TRANSCRIPT
ITSM PROCESS DESIGN WORKSHOP
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Welcome to the Workshop! • CEO & Co-‐founder of Navvia
• 30 plus years of Service Management Experience
• TwiMer: @mainville
• [email protected] David Mainville
June 2013
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We are a Software and Service company dedicated to helping organizations Navigate IT and Business Process
Complexity Via our tools and services
Over 14 years of ITSM success!
June 2013
Navvia Software
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The Navvia Process Management Platform
5
Navvia Services
When you need the help we are here!
• Virtual Consul=ng -‐ access to ITSM and Process help when you need it
• Onsite Consul=ng -‐ From strategy through to process assessments, design and implementa=on
• ITSM Tool Implementa=on
• Onsite ITSM Educa=on -‐ a robust curriculum of ITSM courses delivered on-‐premise
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Welcome and introduc=ons
• Your name
• Your company
• What you hope to get from this session
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The workshop format…
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I’ve got a lot of slides… But interac=on is much beMer!
Let’s use the slides as a catalyst to foster an open discussion!
The workshop format…
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I’ll use slides to present the various aspects of
Process Design
We’ll wrap up each section with an open discussion… We will capture the discussion and share it with the attendees…
I’ll capture key discussion points and share those with the group post workshop
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Any Ques=ons or Comments?
Let’s begin!
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How do we sell the value of an ITSM Process Design project?
What are your thoughts?
The world’s most successful brands
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Achieve Business Outcomes through Consistent Processes
Many programs are stuck in the weeds!
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ITSM
Has your management said… Not another word abut
ITIL! I don’t want to hear about Process!
6 months to implement change?
Just slam it in!
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Good ideas sell themselves
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Selling starts with inspira=on
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hMp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_ac=on.html
“Start With Why – How Great Leaders Inspire Everyone to Take Ac=on” – Simon Sinek
Everyone has their own perspec=ve
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People need to know why…they need to know “what’s in
it for me”...
Everyone has their own perspec=ve
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Shouldn’t IT just work? I’ve got a business to run and services to deliver
How do I demonstrate that IT is aligned to the business?
I&O is consuming 60% of my budget, I can’t afford an ITSM project
I haven’t got =me for process, it just means more work!
The CEO The CIO
The IT Manager The Technical Staff
The Universal Translator
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ITSM Means
CEO: BeMer Services, Faster
CIO: Clear Proof of Alignment
Manager: Reduced I&O
Costs
Technician: Fewer 3AM
Calls
Selling the value of ITSM
Wrong Way Right Way
• Communicate your program in an email and expect people to jump onboard
• Create a rich communica=on program focusing on why ITSM – build targeted messages for each group of stakeholders
• Build your processes in isola=on then publish to a SharePoint site
• Collaborate across the organiza=on & foster buy-‐in by emphasizing why these processes are cri=cal to success
• Quote ITIL “chapter and verse” and let people know when their wrong
• ITIL is the what & how – communicate the why in the language of your company – ITIL is guidance not LAW
• Promise the moon and the stars then under deliver on your first project
• Explain why the program is essen=al, then lay out a plan that is realis=c and holds the line on scope creep
• Focus on the tool because the vendor says its “out of the box”
• Focus on why the business outcomes are cri=cal then translate to requirements that CAN be tailored in the tool
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Where should the focus be?
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Design -‐ Business Outcomes
Business Outcomes Requirements Processes Tools and
Technology
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Start Here
Not Here
Some other techniques to consider
Dr. Robert Cialdini, Scientific American Article, 2001
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There are 6 principles you can use in selling ITSM
� Reciprocity – People want to know the “WIIFM” � Scarcity - People want what they don’t have � Authority - People follow expert advice � Commitment – People do what they promise � Consensus - People follow the lead of others � Liking – People do things for those they like & respect
The Science of Persuasion
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What challenges have you had with process design and implementa6on?
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Can’t get people to agree on the process…
…there is nothing wrong with what we have
Processes are too bureaucra=c…
…Nobody ever follows the process anyway
…Resistance to change
…there is no need for process, we’ll just implement “out of the box”
The last project that focused on process failed…
…It’s SaaS, just turn it on
Four Steps to ITSM Success
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Market – sell the value of ITSM
Assess – as a catalyst for change
Design – to drive business value
Governance – with an eye on CSI
So how do we do it right?
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To share, and discuss, prac=cal techniques that can help improve the success of any process design & implementa=on project
This is the goal of today’s workshop
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So what is a process anyway?
What are your thoughts?
The anatomy of a process • Adds value by transforming
inputs to outputs
• A collec=on of related ac=vi=es and tasks (scope of the process)
• Focused on the What & Who as opposed to the How
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Anatomy of a Process
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Inputs The objects or data
required to complete the ac=vi=es
Ac=vi=es The specific steps
required to convert inputs to outputs
Outputs The desired work
products or data. May be input to another process.
Controls The policies and guiding principles defining how the process will operate
Measurements The ac=vi=es and metrics to ensure the process meets requirements
Process ≠ Procedure A process focuses on the what and the who:
• Technology independent • Cross-‐func=onal • Business focus
A procedure focuses on the how:
• Technology specific • Role specific • Provides work instruc=ons
Process says to “create Incident” and the procedure shows how to do it
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Anatomy of a Process • Overview
– Descrip=on, goal, objec=ves, roles, related documents and glossary of terms
• Workflow – Ac=vi=es and tasks – Task details
• Inputs, outputs, roles & du=es, tool & data specs and procedures
• Controls – Control objec=ves, metrics,
policies and governance tasks • Specifica=ons
– States & triggers, tool & data specifica=ons and no=fica=ons
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Process Design Ar=facts
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What are the key ac=vi=es of a Process Design project?
What are your thoughts?
Process Design & Implementa=on
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• Business requirements • Roles & responsibili=es • Ac=vi=es & tasks • Controls & metrics • And more…
• Tool and data Requirements
• Integra=on • User interface • Use cases • And more
• Training plan • Role based training • Tool training • Ongoing cer=fica=on • Work instruc=ons & procedures
Design Deploy Develop
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Process Design Project
1.0 IniLaLon
2.0 Discovery
3.0 Process Design
4.0 Technical Design
5.0 Build
6.0 Test
7.0 Rollout
Work Breakdown
Approach & Deliverables AcLvity Approach Deliverables
IniLaLon
Various mee=ngs and planning sessions. Kickoff mee=ng with senior management in aMendance held live, broadcast via WebEx
and recorded
• Approved Statement of Work / Project Charter • Resources iden=fied and scheduled • Project kickoff presenta=on created & delivered to
all stakeholders • Project repor=ng and signoff criteria documented • Status mee=ngs and post project review scheduled
Discovery
Combina=on of online ques=onnaires, interviews, workshops, along with a thorough review of background materials including current systems, documenta=on and other
exis=ng process
• A stakeholder analysis • An inventory of current prac=ces, documenta=on
and suppor=ng tools • An evalua=on of current process with specific
recommenda=ons for improvement (people, process and technology)
• Quick wins
Process Design
A combina=on of process design workshops (up to 10) and valida=on workshops (2) to design a process that meets the needs of
your organiza=on.
Process documenta=on that includes: • Descrip=on, goals and objec=ves • Inputs, outputs, controls, policies and metrics • Ac=vi=es and tasks • Detailed process flows, RACI diagrams and other
ar=facts to effec=vely communicate the process
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Approach & Deliverables AcLvity Approach Deliverables
Technical Design
A combina=on of technical design workshops (up to 16) and valida=on workshops (4) to
design and develop a set of technical specifica=ons in support of tool
implementa=on and process automa=on.
Technical design document that includes: • Tool and data specifica=ons down to field types • States, state transi=ons, triggers and state diagram • No=fica=ons, message content and no=fica=on rules • Screen design and layout recommenda=ons • Integra=ons iden=fied
Build
Design review sessions (4). We will also conduct separate workshops (4) to develop the use cases needed for tes=ng. We also capture ‘screen shots” of the customized applica=on in order to develop role-‐based
user training.
• Schedule / facilitate the design review sessions • Documented feedback to the developers • Oversight that the tool implementa=on is on-‐track
and is in adherence to the documented design • Documented use cases and tes=ng scripts
Test
Assemble tes=ng team and assign test cases. Review test results and provide feedback to design team. Con=nue with the development
of training materials
• Oversight and guidance throughout the tes=ng • Role-‐based user training including PowerPoint slides
& student guide • Documented training plan and schedule
Rollout
Conduct train-‐the-‐trainer sessions, schedule and conduct training. Collect user feedback and modify training accordingly. Record
training for offline delivery.
• Schedule training sessions • Training delivery • Recorded training content • Training feedback and CSI
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Approach & Deliverables AcLvity Approach Deliverables
Technical Design
A combina=on of technical design workshops (up to 16) and valida=on workshops (4) to
design and develop a set of technical specifica=ons in support of tool
implementa=on and process automa=on.
Technical design document that includes: • Tool and data specifica=ons down to field types • States, state transi=ons, triggers and state diagram • No=fica=ons, message content and no=fica=on rules • Screen design and layout recommenda=ons • Integra=ons iden=fied
Build
Design review sessions (4). We will also conduct separate workshops (4) to develop the use cases needed for tes=ng. We also capture ‘screen shots” of the customized applica=on in order to develop role-‐based
user training.
• Schedule / facilitate the design review sessions • Documented feedback to the developers • Oversight that the tool implementa=on is on-‐track
and is in adherence to the documented design • Documented use cases and tes=ng scripts
Test
Assemble tes=ng team and assign test cases. Review test results and provide feedback to design team. Con=nue with the development
of training materials
• Oversight and guidance throughout the tes=ng • Role-‐based user training including PowerPoint slides
& student guide • Documented training plan and schedule
Rollout
Conduct train-‐the-‐trainer sessions, schedule and conduct training. Collect user feedback and modify training accordingly. Record
training for offline delivery.
• Schedule training sessions • Training delivery • Recorded training content • Training feedback and CSI
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Project Plan
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Approximately 18 weeks from ini=a=on to an implemented process
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Who needs to be involved in a Process Design project?
What are your thoughts?
Don’t try this on your own • Processes built in a vacuum, in
isola=on, will not get adop=on
• People need to understand “why”
• Do you understand your stakeholders requirements?
• Are you actually making things beMer for people?
• Balance consensus with gewng things done
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Who Needs to be Involved?
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Core Team
S.M.E.’s
Stakeholders
Steering CommiMee
Key Roles • Process Owner
• Process Manager
• Process Prac==oners
• Subject MaMer Experts
• Process Champion (project manager)
• Process Design Team Lead
• Organiza=on Change Lead
• Other management stakeholders
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What techniques should be employed in process design?
What are your thoughts?
Design -‐ Don’t start from scratch
• What are you doing today from a process perspec=ve?
• Are there templates or standards you can leverage?
• What is being employed in other areas of your organiza=on?
• Can you leverage other programs (ISO, Six Sigma…)
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Where do I start?
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IT Service Capability Maturity Model
(ITSCMM)
Ra=onal Unified Process (RUP)
Capability Maturity Model (CMM) Capability Maturity Model Integra=on (CMMI)
Personal Soxware Process (PSP) Team Soxware Process (TSP)
6 Sigma
IT Infrastructure Library
(ITIL)
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Where do I start?
ITIL 6 Sigma6 Sigma
Best Prac=ces Con=nuous Improvement Measure and Audit
Elements of each can be used to build your ITSM program
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Best prac=ces, by their very nature, are absent of your company's organiza=on, business, cultural and technology requirements
To realize the full benefits, organiza=ons must re-‐introduce their own reality
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Remember This?
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23 Symbols
BPMN 2.0 OLD PLASTIC STENCIL
100+ Symbols
When designing a process flow…
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Can you tell the difference?
More importantly, can your business users tell the difference?
Keep the diagrams simple!
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Remember your audience…less is more!
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What is the rela=onship of process to technology?
What are your thoughts?
“It’s seldom the tool that’s the problem”
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Mapping Process to the Tool
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Don’t be a technophobe • “Out of the box” doesn’t work
for everyone
• Map business outcomes to tool and data requirements
• Iden=fy the mandatory fields, define pick lists, figure out the triggers
• Make sure you are capturing the right data to produce metrics
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Detailed requirements
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Don’t forget to validate • Itera=ve process design
• Use of “show & tell” sessions
• Watch out for scope creep
• Validate oxen and get sign off against requirements
• Be wary of “I didn’t agree to that…”
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What’s required to roll out your process?
What are your thoughts?
Remember to educate • Training fosters adop=on of
the processes
• Build an educa=on curriculum and plan that addresses all your stakeholders
• Consider various training formats from CBT to instructor led
• Consider using people involved in the process to do the training
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Typical training and courses • Awareness and introductory
training • Founda=onal training • Advanced process training
for SME’s • Roles based training on the
processes and tools • Advanced tool training for
administrators and developers
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How do you ensure the ongoing health of your process?
What are your thoughts?
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We have plenty of metrics – nobody looks at them…
…That is the auditors job, they’ll tell us what's wrong
…Not our culture to hold people accountable
People never respond to requests, keep having to chase them…
…Not sure what the value is
…We don’t have =me for that, overly bureaucra=c
Governance Remains Weak
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Only 28% of respondents have implemented / enforce governance, compared to 28.4% in 2011
!Source: 2012 ITSM Industry Survey
Why ITSM Governance?
• Maximize value from the organiza=ons significant investment in IT
• Support complex regulatory requirements – Sarbanes-‐Oxley, Basel-‐II
• Third party cer=fica=ons – ISO20000, SAS70…
• Con=nual Service Improvement
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ITSM Governance Frameworks • ITIL version 3
– Provides guidance on the processes
• COBIT version 4.1
– Widely accepted by the IT audit community
– Defines controls, processes and audit tests (evidence)
• ISO20000
– Defines a standard for a Service Management System
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Our experience shows that the best approach is to use a combina6on of frameworks for ITSM governance
ITSM Governance Roles • Prescrip6ve role assigns
authority and accountability • Audit role reports on
compliance to process owners, execu=ves and directors
• Coordina6on role assigns and coordinates the governance tasks
• Monitor role tracks governance repor=ng for the audit role
• User/Provider roles execute the governance tasks
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An ITSM “Program Office” or “Governance Board” is the ideal place to center your
governance ac6vi6es
An ITSM Governance Approach
EVIDENCE
TASKS
CONTROLS
PROCESS CHANGE MANAGEMENT
AI6.1 STANDARDS & PROCEDURES
AI6.2 ASSESSMENT & AUTHORIZATION
AI6.3 EMERGENCY CHANGES
Task 1 Provide Evidence of Change Mgmt. System
Emergency Change Categories
Emergency Change Reports
Task 2 Provide Evidence of Emergency Change
Handling
Documented Emergency Procedures
Review of Emergency Changes
AI6.4 TRACKING AND REPORTING
AI6.5 CHANGE CLOSURE
& DOC
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ITSM Governance & Service Delivery
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Actual Service Levels
Desired Service Levels
� Ungoverned processes “wear down” over =me
� The result is service variability versus consistency
� More effort to manage / less customer sa=sfac=on
Governance and CSI
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Assess Design & Govern
ITSM Governance & Service Delivery
Ask yourself…are we gewng value from our ITSM ini=a=ve?
• Resolving incidents quicker?
• Gewng to the root cause of problems?
• Puwng reliable businesses services into produc=on faster?
• Mi=ga=ng the risk of changes?
• Are our customers gewng the service they require?
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Achieving ITSM Governance
• Define your processes • Iden=fy the Control Objec=ves
• Assign Accountability for Control Objec=ves
• Require evidence of compliance
• Measure and report on process compliance
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Related Reading
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Defines the standard for a Service Management System
(part 1&2)
Guidance for Service Managers on the Use of COBIT to support ITIL &
ISO/IEC 20000
How to use COBIT Controls to support ISO/
IEC 20000
How to use COBIT Controls to support ITIL
V3
hMp://www.itgovernance.co.uk/ hMp://www.isaca.org/ hMp://www.isaca.org/ hMp://www.isaca.org/
ISO/IEC 20000 COBIT to ISO/IEC 20000 COBIT User Guide COBIT to ITIL V3
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Session Wrap-‐up
Summary
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ITSM�Success�
Market � Assess�
Design � Govern �
Thank You!!David Mainville
TwiMer: @mainville
navvia.com/resources
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