merging processes and standards swindon bcs 15 may 2008 andrew watson chief information officer acpo...
TRANSCRIPT
Merging Processes and StandardsSwindon BCS 15 May 2008
Andrew Watson Chief Information OfficerACPO Lead - ITIL
BTP
• Britain’s only National Uniformed Force• Firsts
– to make an arrest using Technology – to have dogs– to have a women's section
• One of the oldest Forces in the world• Britain’s most bombed Force
ITIL
The Question
Why would I want to merge processes and standards?
Keep the information flowing
Data Fit for Purpose
Process Information into Knowledge
Products
Data Fit for Purpose
Process Information into Knowledge
Products
Process Data into Information
Products
Personal I/O Quality
Checks
Data Fit for Purpose
Process Information into Knowledge
Products
Not Fit for Purpose
Not Fit for Purpose
Supplier Me Customer
Process Data into Information
Products
Process Data into Information
Products
Personal I/O Quality
Checks
Personal I/O Quality
Checks
Keep the blood flowing
The Challenges of a CIO
• Keep the blood flowing (especially to those small extremities!)
• Fix everything immediately • Limited Resources• Unreasonable users
(that do things you weren’t expecting)• Unreasonable organisations
Do all of the above and be innovative and cut costs!
Journey
Journey
Journey
The Question
Why would I want to merge processes and standards?
The Challenges of a CIO
• Keep the blood flowing (especially to those small extremities!)
• Fix everything immediately • Limited Resources• Unreasonable users
(that do things you weren’t expecting)• Unreasonable organisations
Do all of the above and be innovative and cut costs!
The Challenges of Policing
• Prevent crime happening (especially the ones you didn’t know about!)
• Solve all crimes immediately • Limited Resources• Unreasonable criminals
(they don’t tell you before they commit crimes!)• Unreasonable customers
Do all of the above, do school visits and walk the beat!
…and then lock them up Chase and catch bad people that have done bad things ....
Traditional Policing
Modern Policing
Stop bad people doing bad things …..
…. before they happen
Modern Policing
• Intelligence Led • Target limited resources • Reduce reactive work• Be reactive ready
National Intelligence Model
• Uniformed Action• Surveillance• Refer• More Analysis
• What is someone actually going to do about this
• Results become intelligence
• 5x5x5• Source trust level • Sharing code• Location Level
• 1 – Local • 2 – Regional • 3 – National/ International
• Problem profiles
• Assessment Document
• Tactical Options
• Use all known sources of intelligence
Tasking Plan
Tactical assessment
Grade it
National Intelligence Model
National Intelligence Model
Take everything you know
• Use all known sources of possible future work Incident Management Problem Management Change Management
• Grade •Trusted•Probable •Hearsay / Rumour
• Level •1 – Local - LAN •2 – Multi Site – WAN •3 – External
• Business Meetings• Legislation • Business Strategies• Projects• Press/ Media
• Programme Management
• Results become intelligence
• Ignore• Note for the future• Task
• Change Request • R&D Project• Policy/ Procedure• Force/ Dept Issue
• Business Case
Commission Work
Develop a tasking plan
Do an assessment
Grade it
Technology Intelligence Model
Technology Intelligence Model
Take everything you know
•Plan what you are going to do
•Agree the product
•Write your vision
•Risk assess the plan
•Keep checking what you are doing
•Are you doing what you planned?
•Reassess risks
•Is doing the doing still going to deliver
the plan?
•Do what you have planned
Programme Management
Plan
Do
Check
•Plan what you do
•Do what you plan
•Keep Checking the doing Vs the plan
•If required Act by changing the plan
•Act by changing the plan
Programme Management
Plan
Act Do
Check•Benefits and Impacts (TIM)
•Easy Training
• Principals not process
•Scale
• Risks– Things that might happen
• Issues– Risks that have manifested themselves
• Effectiveness – Number of issues that were identified
Risks
• Define – risk and owner
• Granularity
• Probability/ Impact Assessment
• Action
• Residual Risk
• Review Regularly
• Embed it!
• People
• Process
• Technologies
• Facilitated Sessions
• Avoid Blind Risk Transfer
High 4 8 9
Med 3 6 7
Low 1 2 5
Low Med High
Key
8-9 - Red - High Risk
Imp
act
Probability
Risk Management
High 4 8 9
Med 3 6 7
Low 1 2 5
Low Med High
Key
8-9 - Red - High Risk
Imp
act
Probability
Governance
• Purpose– Comfort for the CIO– Keep focus
• Passive information gathering
Trust but Verify трест, но проверяет
Governance
• Focus on the basics to start with – Internal Targets– Firmly
• Expand scope over time – Formal SLAs– More and External targets
Governance
• Evolve but avoid frequent changes
• Maturity – Searching to sharing– Softer Touch– Learning Opportunity
Techstat
Processes and Standards
ITILNIM PDCA Risk Management
The Original Question
Why would I want to merge processes and standards?
Benefits
Soft Benefits
• CIO Comfort – No surprises
• Business Happiness
– Clarity of Services
– Consistent Delivery
• Challenging but achievable workload
– “Good Busy”
Fewer Surprises
Hard Benefits
• 500% increase in service desk calls• 200% increase in first time fix• Staff Utilisation - 92%• No IT Staff in top 10% of internet users• Change in approach
– 1/3 of all calls open for more than 3 months – 2005– Current average of 7% out of SLA across all calls - 2008
• ICT Support off the business problem list – staff survey 2005 - 1st of 7 on the issues list– 2007 - 9th of 11
Straplines
• This is not rocket science• All good models are just good sense• All models are wrong • None fit perfectly
in some sense
for your business
Models were not written for you, your experiences, your circumstances or your current organisation status
Advice
• Models can be made to work
• Get Leadership and Sponsorship
• Map your processes boundaries
• Be honest about your weaknesses
• Research Options, Pick carefully, Test and Implement
• Simple is probably best
• Never be satisfied
• Be wary of Snake Oil Salesmen …and that may be me!
