university of alaska oit – pinkscan final presentation © pink elephant, 2012 unless otherwise...

University of Alaska OIT – PinkSCAN Final Presentation© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved. ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

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IT Service Management Maturity Assessment Results

University of AlaskaOffice of Information Technology

July 27, 2012

Kristin Colburn

Management Consultant


Provide an overview and summary of the process and cultural survey results

Highlight observations and recommendations for improvement

Some of the results may come across as ‘negative’ – focus is on highlighting improvement areas

This is not a ‘Service Improvement Program’ Recommendations need to be prioritized However – guidance on dependencies across improvement

activities is stated

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PinkSCAN Results Presentation Objectives


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Agenda

Executive Summary– Background & Context– Process Maturity Results– Overall Conclusions & Recommendations– Cultural Survey Results & Recommendations– Next Steps


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Agenda



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Continual Service Improvement Model

What is the Vision?What is the Vision?

Service & Process Improvement Projects

Service & Process Improvement Projects

RoadmapRoadmap

BaselineAssessments

BaselineAssessments

Where do we want to be?


How do we get there?How do we get there?

Did we get there?Did we get there? BaselineAssessments

BaselineAssessments

Program StrategyProgram Strategy

Where are we now?Where are we now?

How do we keep the momentum going?

How do we keep the momentum going?


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UAF Assessment Milestones

Opportunity Definition Scope Definition Organizational Context Selection of Assessment

Team, stakeholders and participants

Assessment scheduling Online Tool Administration

AssessmentAwareness

andKick-Off

AssessmentAwareness

andKick-Off

OnlineCulture Survey

OnlineCulture Survey

OnlineProcessSurveys

OnlineProcessSurveys

Data Analysis

andReport

Generation

Data Analysis

andReport

Generation

CommunicationOf

AssessmentResults

CommunicationOf

AssessmentResults

Scope Reason Explanation Context ITIL Refresh

Data Gathering and Validation Opportunity Definition

Answer Formulation

Findings Scores Quick Wins Road map

JUN 22 JUN 25: Survey BeginsJUL 12: Survey Ends

JUL 16-17 JUL 27

FacilitatedWorkshopsFacilitatedWorkshops

JUL 18-26JUN 8

Sur

vey

Da

ta A

naly

sis

JUL 13

Assessment Planning and Preparation

Assessment Planning and Preparation

Assessment Planning and Awareness


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Assessment Framework

Process Maturity Levels CMM based Compared to Importance

Integration Scores Degree of integration with other processes

Culture Survey Organization Culture Perspectives


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PinkSCAN Assessment Scope

6 ITIL processes: Change Management Incident Management Knowledge Management Problem Management Service Catalog Management Service Level Management


PinkSCAN Assessment Scope

87 candidates were selected to complete 401 online process surveys

67 people completed the surveys

7-9 candidates/process were selected to participate in the validation workshops

UA IT Departments Represented: OIT Business Office (ITBO) OIT User Services (US) OIT Application Services (AS) OIT Infrastructure Technology Services

(ITS) OIT Technology Oversight Services

(TOS)

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PinkSCAN™ Process Maturity

GenericProcess maturity

levels

“Levels of organizationaldevelopment”

Maturity Level Description

0. Non-Existent A total lack of process activities.

1. InitialEvidence that the enterprise recognizes issues exist that need to be addressed.

2. Repeatable

Processes designed so that similar procedures are followed by individuals.

There is a high reliance on individual knowledge and skill level.

3. DefinedA standardized and documented level of process. Communicated through training.

4. Managed

Processes which are good practice and under constant improvement.

Automation and tools are beginning to monitor compliance.

5. Optimized

Facility of the ITIL process to receive and provide quality data to external management and business processes.


Agenda


Appendix– Conclusions & Recommendations by Process*

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Process Model

© Crown copyright 2007 Reproduced under license from OGC. Figure 3.11 Service Design, page 43

Process Control

Processowner

Processdocumentation

Processfeedback

Processobjectives

Process Enablers

Processresources

Processcapabilities

TriggersProcess

Processinputs

Processoutputs

Work instructions

ProceduresImprovements

Roles

Includingprocess reports& reviews

Processpolicy

ActivitiesMetrics

CSFs/KPIs


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UA OIT PinkSCAN Maturity Results

Level 2 - Repeatable

Level 3 - Defined

Level 4 - Managed

Level 5 - Optimized

Level 1 - Initial

TargetTarget

Level 0 – Non-existent

IT Service Management Process Maturity Score

Change Management 0.95 (Non-Existent/Initial)

Incident Management 1.52 (Initial)

Knowledge Management 1.04 (Initial)

Problem Management 0.93 (Non-Existent/Initial)

Service Catalog Management 1.47 (Initial)

Service Level Management 1.02 (Initial)


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Process Maturity Rosette


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Process Maturity and Importance Score


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Process Benchmark Score


Executive Summary– Background & Context– Process Maturity Results– Overall Conclusions & Recommendations– Cultural Survey Results & Recommendations

Appendix– Conclusions & Recommendations by Process

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Agenda


Establish a formal ITSM program Define and communicate vision and scope Include short-term and long-term goals and objectives Establish process design and implementation teams

Define a phased approach Consolidate and leverage existing good practices as a foundation to build

more mature, universally accepted processes

Develop and implement communication strategy and plan Raise and maintain awareness of vision and scope across the University Include all in-scope processes, key stakeholders, communication methods,

content, ongoing review, delivery channel, feedback and rules of engagement

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Overall Recommendations - Program


Formalize ITSM Steering Team Clearly defined goal/objectives, scope, roles & responsibilities

Establish an organizational structure to support the ITSM initiative. Process ownership and coordinator roles should be given the accountability and authority to lead cross-functional teams and develop processes that span the technology organization.

Governance structure should include the following activities:

Oversight of ITSM process vision and mission Oversight of ITSM process governing principles Oversight of ITSM process governance activities including process

compliance Documentation and administration of global ITSM process policies Management and publication of global ITSM Balance Scorecard Management of global ITSM governance communication plan

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Overall Recommendations - Governance


Support ITSM program with a formal management of change program Strong, single management voice Individual functional/departmental mindset to cross-functional process

mindset System/technology orientation to end-to-end service orientation Planned behaviors and end-to-end service-oriented mindset to be

promoted Identify cultural risks and barriers for success Identify and communicate measurable “business value” to be achieved

from ITSM initiative. For example: Improvement in quality of services by defining roles and responsibilities based

on industry best practice for service management (ITIL) Improvement in speed of services delivered due to improved knowledge sharing

and repeatable, standard processes for managing changes, releases (implementation).

Reduce and/or avoid the impact of planned outages by formalizing change, incident and problem management and defining global procedures, roles, metrics and communication methods

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Overall Recommendations - Governance


Establish a standard process model The model should used in the design and development of all processes and provide

a foundation for consistent, repeatable process design; implementation and improvement practices

Develop a shared vocabulary Use ITIL as the foundation Include common terminology and common names for workgroups in each region Document, communicate, train, use

Develop standards to cross all process development Develop and communicate a process documentation standard Prepare for process integration by identifying key process touch points (e.g.

integrating Incident Management with Change Management to identify change-related incidents, using Incident Management data to trigger Problem analysis, etc)

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Overall Recommendations - Process


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Define and govern across the institution University-wide objectives/goals Global Process Owners – clear roles for each process with

empowerment Global policies and procedures Central process documentation; central process reporting Compliance activities Continuous process improvement Audit and review activities

Execute and manage locally Local roles and responsibilities responsible to global roles Local procedures and work instructions Reporting at each levels of execution


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Identify resource requirements and which staff will be engaged in process improvement activities

Ensure appropriate representation from all key customer-facing workgroups Establish time requirements (achievable milestones) Clearly define roles, responsibilities and expectations both for the program,

project and on-going Ensure management at all levels support staff in the ITSM improvement program

Establish global process ownership Identify, assign, enable and empower process owners Ensure appropriate functional/regional representation for process development

and operational management


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Overall Recommendations – Reporting

Develop a consistent approach for developing metrics and delivering reports

Align metrics with UA OIT strategies and requirements. The metrics methodology should begin with the identification of process specific Critical Success Factors (CSF) supported by Key Performance Indicators (KPI)

Establish a reporting schedule that includes the identification of a reporting audience, frequency and format, and begin regular internal reporting as soon as possible to develop a baseline appropriate to each level within the organization – operational, tactical, and strategic.

Establish a process that facilitates action based on report results for performance and process improvement


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Overall Recommendations – ITSM Tool

Make use of the integrated service management toolset

The tool should provide overall Service Management functionality across all technology customer-facing groups.

Process automation requirements should be identified at least at the procedural level in order to support the day-to-day process activities including workflow, data entry, data quality assurance and reporting

Design for integration with other tools (e.g. discovery tools, alerting/monitoring tools, etc).


Establish a formal and realistic (role based) training program ITIL Foundation Training ITIL Intermediate Training Internal process/tool training

Review the existing training strategies and plans required to support a longer-term ITSM program

A comprehensive training program that is repeatable for all processes Resource allocation to sustain the process training program beyond the

initial implementation. The training program should target:

Overall process/tool awareness – intended for process implementation Role-based process/tool training targeted for implementation – focus on

transitioning individuals from the “current state” to the “target state” Ongoing process/training – awareness programs and training of individuals new

to a process role Coaching and mentoring during and after implementation

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Overall Recommendations - Training


High Level Implementation Guidance

Establish a phased approach for implementing the six (at least) in-scope processes

Implementation should demonstrate early “wins” to support and encourage acceptance of changes associated with any new or improved ITSM processes

Phase One: Ensure that Incident Management is adopted and adapted across

OIT Improve data quality within Incident Management so Problem

Management can be effective Continue development of the Service Catalog while developing the

process for its maintenance and upkeep Begin identifying service requests for the Service Catalog

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Overall Roadmap Recommendations


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Overall Roadmap Recommendations

High-Level Implementation Guidance (cont’d):

Phase Two: Develop a global Change Management process Ensure the CAB meetings are focused on value-add activities Develop Request Fulfillment process Begin to measure existing service level achievements

Phase Three: Establish a formal Problem Management process Begin to strategize and plan the approach for capturing and leveraging

service asset information and the design of the CMDB


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Agenda



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Overall Cultural Survey Results


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Management Cultural Survey Results


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Staff Cultural Survey Results


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Culture Survey Observations (1 of 4)

Supportive, team-based environment

This axis focuses on attributes and values such as fairness, teamwork, cooperation, and tolerance. It values employee nurturing and well-being.

This axis represents a “do what it takes at all costs” mentality. The overall results are below the benchmark indicating a risk to the process

initiative. This indicates that management may be facing leadership challenges and other organizational constraints. A supportive culture is an enabler to process change. It is recommended that the overall perspective be explored further to ascertain the origins of this view. Promote a supportive culture as a critical success factor for the initiative to ensure a collaborative culture is maintained


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Information Flow

The survey questions for this quadrant focus on information flow activities such as planning, clear communication of policy and information sharing between group members

The UA OIT results are below the frame of reference, which is in line with the findings documented within this report

There is a lack of shared policies and procedures as well as lack of shared management reporting across the groups

Risks associated with a score below the frame of reference in this area focus on the extended amount of time it will take for the current culture to adopt a more formal way of working

To mitigate these risks it is critical that OIT develop internal awareness and communication campaigns that promote the process initiatives and define information requirements and flows through processes


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Innovative culture

This quadrant focuses on attributes such as ability to change and adapt

Attributes include individual initiative, respect for diversity and healthy competition

The score indicates an innovative culture where staff works to find new and better ways of dealing with events on a daily basis

There is a potential risk that many will see the imposition of rules and policies as stifling individual creativity and/or the ability to serve the UA users as expected

The challenge for implementing process improvement initiatives will be to channel the creativity of staff into formalized and repeatable processes


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Respect for Rules

This axis focuses on attributes such as the existence of structure, process formalization, centralization of control and the development of standards

The results for OIT are significantly below the reference point A score below the reference point is not an unusual result since organizations

that are more focused on Innovation often have few formal documented policies or procedures

The conclusion is that both management and staff will have some difficulty accepting formal policies and procedures and may well view them as excessively bureaucratic and inhibiting their efforts to provide customer service at levels expected of them

A significant cultural shift will be necessary; a shared organizational perception that there is inherent value in developing and following defined processes must be fostered and supported by strong leadership of any improvement program that is initiated


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Cultural Climate & ITIL

Potential sources of cultural resistance to ITIL

The perception of staff is that there is generally a supportive and innovative environment but lack of information flow and definitely a lack of respect for rules

However, the tendency to not adhere to rules, is an indication that there may be a spirit of embracing standards and processes but a challenge in maintaining them

Processes will be ‘by-passed’ if employees do not buy-in to them Cultural survey is not a stand-alone indicator of overall organizational health but

in this context, are factors for consideration as UA OIT undertakes process improvement initiatives


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Cultural Climate & ITIL

Culture Climate – Recommendations

Senior IT leadership must be seen as vocal advocates of ITIL/ITSM program Foster an IT organizational change culture that will support and enable the

introduction and governance of a proactive, service-focused organization Consider adopting an organizational change framework to provide guidance and

leadership Along with an organizational change framework it will be crucial to communicate

the strategy and vision to ensure understanding and support of the initiative of both staff and managers

Process governance and measurable compliance will be key to sustaining ITIL processes

Ensure that your ITIL program includes a strong awareness campaign and brand image reflecting what this program represents at UA combined with a phased program / project plan that is communicated to all stakeholders.


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Agenda



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Process Implementation / Improvement Cycle

What is the Vision?

Service & Process Improvement

Measurable Targets

BaselineAssessments


How do we get there?

Did we get there?Measurements &

Metrics

Business Vision, mission, goals and

objectives

Where are we now?

How do we keep the momentum

going?

© Crown copyright 2007. Reproduced under license from OGC Figure 2.3 Continual Service Improvement, Page 15


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Value OfIT Processes to

the Business Model

Maturity of IT Processes

High

High

Low

Low

Risk!!Risk!!

“Largely Overdoing It" In Relation To The Low Value Of IT To

The Business

Area Where The Business Runs

High Risks

Value Of a Process vs. Maturity of a Process

0 1 2 3 4 5

Additional Considerations

Added Business Value

Ability to Implement

Quick Gains

Costs

Resources

Competing Projects

Culture

Etc


Adopt which recommendations?Scope Decisions about implementation of ITSM

Infrastructure (includes software) Applications Development Enterprise vs. Business unit

Approach to implementation Phased Approach - How are phases to be scoped? Big Bang

Can organization handle massive change? Do you have the resources to do it all at once?

Design/Implementation Strategy Single Process implementation Multiple Process implementation Design for Integration

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UA OIT Decisions


Determine Program and Project structure

Process Scope (for each process)

Allocation of resources for the project work

Defining a sustainable structure to support Service Management

• Organizational changes?• Functional alignment with service lifecycle?

Embedding goals into individual contributors’ annual goals and objectives (changing behavior to change culture)

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UA OIT Decisions


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Process Implementation Roadmap

AssessmentProject Plans

Tools

Governance

Detailed Procedures & Work Instructions

RACI - assign roles

and responsibilities

Process Implementation/

Coaching

Deploy and Scale

Process Workshops

Sign-Off

Sign-Off

Sign-Off

Sign-Off

Sign-Off

Sign-Off

• Where are we now?• Where do we want to be?

• How do we get there?• Are we there yet?

Review

Review

Sign Off

High-Level Process Model & Global

Policies

Gather Process Automation

Requirements

Project Teams - Identify resources, assign roles and

responsibilities

Awareness Campaign, ITIL Training, Organizational and Behavioral Change

People

Sign-Off Sign-OffReview

Name & Establish Service & Process

Owners

Develop Controls & Improvement

Processes

Solidify Production Processes

Buy, Choose, Install, Configure & Test Tools

Process


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Example - ITSM Governance Structure


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Sample Implementation Order - 1

ITIL Roadmap - Development Phase 1

Page 1

Incident Management

Change Management

Service Desk

Transition ProcessesRelease & Deploy

Plan, Evaluate Validate, Test

N

S

EW

1

1 4

Service Asset & Configuration Management

Customer FacingProcesses

SingleChange

Schedule

Service LevelManagement

3 54

4

Catalog Management

ServiceDefinition

2

3

RequestFullfillment

Problem Management

2

RCA

Knowledge Management

3

Continual Service Improvement


ITIL Roadmap – Development Phase 2

Access Mgmt.Monitoring & Control

N

S

EW


3

Computer OperationsEvent ManagementBatch Processing

Bridge To Existing

IT OperationsDisciplines

YIELD

N

S

EW

From DevelopmentPhase 1

Availability Management

Security Management

Capacity Management2

2

4

Service DesignRequirements Engineering

Transition Processes

1

Service Continuity Management

3


3

Application Management

3


47


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ITIL Roadmap – Development Phase 3

N

S

EW


Data & Information Mgmt.N

S

EW

From DevelopmentPhase 2

Supplier Mgmt. & IT Procurement

Service Portfolio Management &Demand Management

Transition Processes

1


3

Financial & ROI Mgmt.

2

Bridge To Existing

Disciplines

YIELD

TBD...

3

InputsAvailability, Capacity, Asset,

Security, Incident, Etc..Mgmt. Dashboards


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Typical Time Requirements

Role Responsibilities Time requirements

Steering Committee Program/project Oversight 1-2 hours bi-weekly

Program/Project Manager: Status, Steering, Scheduling 2 days per week

Process Owner Status, Design meetings < 2 days per week

Core Team 3-5 members Process design 2-3 days per week

Documentation Specialist Documentation & document management

3-5 days per week depending on # processes

Extended Team and Stakeholders

Review and feedback 2-3 hours per week

External Program/Process Advisor(s)

Strategic, Program and Process support

4-10 days per month


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Typical Core Team Weekly Schedule

Monday Tuesday Wednesday Thursday Friday

Project Status Mtg.

Design Meeting

Deliverable Creation

Noon Noon Noon Noon NoonDeliverable

CreationDeliverable

Creation




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Distributed Process Ownership

CIO

ServiceCenter

LAN &Desktop

Applications Telecomm DBA

Incident Release ConfigurationProblem

Change


Process Path

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Centralized Process Ownership

Process Owners?Process Owners?

SLM ManagerChange ManagerProblem Manager

Service Mgmt..

Service Desk2nd Level3rd LevelDesk Top Sup.

IS Support

OperatorsI/O Mgmt.DBAs

IS Operations

SW Dev

Development

EngineersIT Planning

Infrastructure

CIO

Process Mgmt.

Functional Mgmt.


The following roles are typical of a process based organization, taking into account scale and are in keeping with the development of single point of process accountability

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Key Process Roles

Example Key Roles: ITIL Executive Management Team ITIL Process Governance Process Owner Process Manager Process Coordinator


The Steering Committee Oversee transition to production May shift to process governance role

The Process Owner Ideally stays on to be process owner in production

The Process Design Team SME’s support communication and training efforts in transition Take on production roles such as process manager, coordinator

Stakeholders May form Process CAB as part of governance

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Project Roles into Production


RACI Model

R Responsible Correct execution of process and activities. The person or people

responsible for getting the job done

A Accountable Ownership of quality, and end result of process. The one person

who has the authority for the decision, activity or process results

C Consulted Involvement through input of knowledge and information

I Informed Receiving information about process execution and quality

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Mapping The Process To The Organization


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5 ITSM Roadmap Tips


Critical Elements: Change Readiness and Culture Strong Project Teams Communication Strategy Training Process Models and Workflows Defined Roles and Responsibilities Policy Documents Management Information Tool Requirements Approvals Continuous Improvement

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Service Improvement Strategy


Service Improvement Plan Phases Plan Phase

Project Charter Sign-off Project Team Set-up Communications Strategy Training Strategy Documentation Strategy Automation Strategy Process Governance Strategy (are we improving)? Process Approvals & Review process.

Design Phase Process Design, Integration & Testing Design for Integration Multiple processes

Build Phase Automation Requirements, Management Information, Training Packs

Implement Phase Coaching, Training Workshops, Phased process roll-out.

Review Phase (Handover to ‘Live’ Process Organization)

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Service Improvement Strategy


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