people: a bigger perspective of itsm ivor macfarlane, ibm itsm people.pdf · 2014-03-18 · ivor...

© 2009 IBM Corporation

People: a bigger perspective of ITSM

Ivor Macfarlane, IBM

© 2011 IBM Corporation2

Service Management: People, Process & Technology

• Or is your organisation more like:

Technology Process people

© 2011 IBM Corporation3

Do you work in IT?

• Is that now too imprecise?

• Should beg follow on question

• Maybe like ‘work in medicine’ Brian surgeon?

Drug researcher?

Hospice nurse?

Very different skills sets needed

Even if you have them all, needs mindset change to practice them at their best

ServiceManagement

IT

© 2011 IBM Corporation4

What is the IT range?

Nano-technology research

Terabytes on a pin-head

Making the technology doyour bidding

Programming

Hardware architecture

Understanding what thecustomers want/need

Keeping/making themhappy

Dealing with issues

When they happen

Before they have happened (prevention and diversion)

CUSTOMER

HOW QUICKLY YOU CAN DAMANGE THE BUSINESS

Service Management is in the front line

© 2011 IBM Corporation5

Oops … back to our real focus

• IT Service Management Didn’t (just) come from IT Service management is way older than that

• Engineering has been there before us

• Service management has its own skill set Geek skills don’t

hurt, but theydon’t help thatmuch either

let’s look at whatskills might help

© 2011 IBM Corporation6

itSMF NZ, Wellington | May 2008 6

IT and Service Management – the differences

• Service managers Happy to be low profile Oriented to another’s (the

customer’s) hopes and desires

Concerned about the end product – the service

Not focused on the means – the application and technology

• Allowing customers to take the means for granted by understanding the ends

• IT people Fiddlers

Fixers

Seeking challenges

Enjoy understanding how

• Fire-fighters at heart

• Happy when things break

© 2011 IBM Corporation7

Attributes of good service manager?

• Intuition and/or Understanding of customers’ situation and requirement – and relative priorities

Ideally spotting needs that the customer doesn’t know they have

Other stakeholders too?

• Value invisibility and ‘nice disguise = you’ve failed’ Seeing bridge

Liking the editing

Are we on a cloud?

• The right to magic

© 2011 IBM Corporation8

Application service

Seeing the end without being distracted by cool means

© 2011 IBM Corporation9

Just like magic

• “Any suitably advanced technology is indistinguishable from magic” – Arthur C Clarke

• Customers have a right to treat technology as magic

• Maybe even an obligation?

© Warner Bros inc

© 2011 IBM Corporation10

Right Service needs right level of processes

excessive performance

insufficient performance

Processes needed to support service

Service used by the business

© 2011 IBM Corporation11

Measurement attitudes

• Find a number

• Make it bigger

• Feel smug and relax

0

5

10

15

20

25

30

35

40

45

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

when

© 2011 IBM Corporation12

We are supposed to be useful

• So express in terms of making life better

• Measure business service As used Independent of delivery Every kind of change is

valid input

• Not about sharing sleepless nights with the CEO

• It is making sure they sleep all night

© 2011 IBM Corporation13

Example: Green car, green measure or real green?

• MPG?

• MPY?

• Cost?

• Carbon?

• Car?

• Family?

• Company?

• Planet?

© 2011 IBM Corporation14

Bigger is not always better

• Not always intuitive Prisons

ATMs

Floodlights

• Measuring real effects Corporate costs (not IT costs)

Lost sales

Hospital deaths

© 2011 IBM Corporation15

Success doesn’t always look like it

• Some thoughts from a friend – North West Memorial hospital

• Strategy – Align your goals with the business and build a framework that will keep it moving.

• Outcome Improvement – Transform improvements in process into improvements in business outcomes through aggressive goals.

• Process Improvement – Identify and improve troubled areas and begin to socialize the concepts of service management.

“IT has become a risk to the organization.”Problem Statement? No – it’s a success statement!

© Joel Splan, North West Memorial Hospital, 2009

© 2011 IBM Corporation16

Total Incidents Reported

Significant business impactS

ign

ific

a nt

bu

sin

e ss

dam

a ge

Nu

mb

er o

f In

cid

e nts

Rep

ort

ed

© Joel Splan, North West Memorial Hospital, 2009

JanFeb

Mar MayApr Jun Aug

Jul SepOct Dec

Nov JanFeb

Mar MayApr Jun Aug

Jul Sep

Good may be - up, down, both or neither

© 2011 IBM Corporation17

Unexpected consequences

• Many companies are heterogeneous

• Can you please all the people all the time?

© 2011 IBM Corporation18

Growing up

• The old favourites were easy Availability percentages

Response and repair times

• New world will be harder Less to do with our

equipment

Driven by otherpeople’s opinions

Underpinning societyand survival

© 2011 IBM Corporation19

Customers need to learn their role

• Know what suppliers don’t

• Understand their commitments

• Some things can not be outsourced,bought or escaped from Knowing what is better

Judgement

accountability

Knowledge and wisdom

© 2011 IBM Corporation20

Focus on reality

• Not as easy as you might think, not really the 21st Century's strength

• expectations can be driven by fantasy Television and the movies

What our bosses want tobe true

Marketing and sales (TFS)

© 2011 IBM Corporation21

Pragmatism

• Teleportation – the film financier’s dream mode of travel

• Judge by results

• If it does the job– why spend more?

• Functionality and reliability

© 2011 IBM Corporation22

So … go forth and manage services

• It’s really just a matter of looking in the right direction

• And seeing what is actually there.

© 2011 IBM Corporation23

Thank you

Ivor Macfarlane

ivormacf@uk.ibm.com@ivormacf

+44 7725 706617

Find me on linkedin

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