housing society’s iso 20000 journey peter miao, corporate it manager 25 january 2007
TRANSCRIPT
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Housing Society’s
ISO 20000 ISO 20000 JourneyJourney
Peter Miao, Corporate IT Manager 25 January 2007
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Content
Background of HK Housing Society Why choose to adopt ITIL? Preparation Work Current Status & Things Done Conclusions
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Hong Kong Housing Society
Established in 1948 Aims to Serve the Needs of the HK Community
in Housing and Related Services NGO, Not-for-profit, Work Closely with the
Government as an Agent to Help Implementing Housing Policies
Housing Laboratory Web Site : www.hkhs.com
~ 1,040 Staff
~ 900 PC’s
39 IT Staff
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4 Core Values
• Conduct Survey Annually• Learn Tenants’ Expectation• >85% Tenants Satisfy withour Services
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Last 4 Years’ Annual Survey on IT User Satisfaction
1
2
3
4
5
1
2
3
4
5
ImportanceLevel of Satisfaction
05/0604/0503/0402/03
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Things Done for Improving Service Quality & User Satisfaction
Established IT Help Desk Introduced Account Manager & “End to End”
Service Leader Roles CMM & 5-S Accredited IT Site Established Project Management Office Implemented User Friendly Utilities: Single Sign
On, Procure to Pay Workflow etc.
Increased Users’ Awareness of IT and Expectation
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What are the Deficiencies?
Service Focused, Not Customer Focused Avg. Incidents’ Resolution Time too Long Service Level Mgt not Comprehensive Enough System Availability not Good Enough Impact Analysis on System Changes not Well
Assessed Knowledge not Effectively Shared, & more ……
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Customer Oriented Culture
“It is important that all staff involved in delivering service are committed to the concept of Customer delight. This can only be achieved if the organisation’s culture demands it.”
Paragraph 3.4.1 of ‘IT Service Delivery’ OGC Text Book
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Points to Sale ITIL to the Mgt
ITIL Helps Developing the Customer Oriented Culture and Enhances User Satisfaction
ITIL Reduces Efforts/Costs on Incidents and Problem Solving
ITIL Enhances System Availability & Serviceability ITIL Helps IT Team Doing Things More Effectively
and More Efficiently ITIL is the ERP for IT Operation ITIL Enhances IT Staff Job Satisfaction => A more
Stable IT Team and Many More …..
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Before Formal Kick off in Apr 06
25 IT Staff Attended ITIL Foundation & 15 Took the Exam – Get Their Buy-in
2 IT Staff Obtained the ITIL Master Qualification – For Ensuring Exact SOW & Selecting the Right Implementation Partner
Developed Business Case, Obtained Management Support, Made 06/07 Budget Provision for Project Funding
Issued RPF in 1/06 and Conducted Throughout Evaluation Invited 25 End Users (Mostly System Owners) to Attend
ITIL Simulation Classes – Get Their Buy-in
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ITIL Project Objectives Improve User Satisfaction by establishing Customer
Oriented Culture within IT organization Increase IT efficiency & effectiveness => Reduce IT cost Replace existing Help Desk system by the Proposed
Service Desk Establish Knowledge Management Framework to
Facilitate, Support and Manage ITSM processes. Implement Suitable tools and Related Customizations to
Facilitate and Manage ITSM Processes. Obtain ISO 20000 accreditation by October 2007
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Project Status Completed All Practitioner Trainings for Process
Managers Completed Service Desk, Incident Management and
Problem Management and Conducted Prelmin. Audit to Identify Further Improvements
Self-Service of Service Desk for End Users Launched in early Dec 2006
~370 Knowledge Document Built Within 6 Months 5 Dash Broads for Monitoring Incidents Delivered Configuration Management, Release Management, &
Change Management In Progress
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Service Desk
Assessm
ent &
P
roject S
tart Up
Change Mgt Availability Mgt Service Level
Mgt
Release MgtIncident Management
Problem Management
Configuration. Management
Quick Wins
IT Service Continuity Mgt
Capacity Mgt
Supplier Mgt
Financial mgt
ISO
20000 Pre-assessm
ent
Clo
sing
final G
aps
ISO
20000 Certificatio
nPhase 1:
User Support
Phase 2:
Release & Control
Phase 3:
Technology Focus
Phase 4:
Customer & supplier
Phase 5:
Certification
Apr 06–Sep 06 Oct 06–Feb 07 Feb 07–May 07 May 07–Aug 07 Aug 07–Oct 07
Service Reporting
Security Mgt
Business Relationship
Mgt
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Involved >2/3 IT Team as Process Owners/ Coordinators & Got Their Hands Dirty (I)
Process Primary Secondary
Incident Management Peter Wong Karry Tang
Problem Management Wicky Kwok Peter Wong
Configuration Mgt Simon Ko Johnson Tse
Change Management Helena Hsu Johnson Tse
Release Management KM Ho Artis Cheung
Capacity Management KM Ho TBD
Service Level Mgt Johnson Tse Rico Chiang
IT Service Continuity Mgt Artis Cheung TBD
Financial Management Peter Miao N/A
Availability Management Kenny Ho TBD
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Assign Different Incident Coordinators by Regular Rotation
Problem Manager Can Appoint Different Problem Coordinator Case by Case
Problem Coordinators have my Blessing to Investigate Root Causes and Get Support/ Resources from Other Teams
Knowledge Document/Problem Resolution will be Vetted and Rewarded for Quality Inputs
Involved >2/3 IT Team as Process Owners/ Coordinators & Got Their Hands Dirty (II)
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Some Noticeable Achievements So Far # of Incidents Decreased by 25% within 5 months # of Escalation Cases Largely Decreased by 90% 22 Long Term Problems Fixed IT Colleagues Know More What Other Teams are
Doing during Incident Coordinator assignment Increased Morale among IT staff as they feel
Working Smarter and their effort are More Value Added to the customers
Increased Team Spirit During Cross Teams Problem Investigation and Resolution Process
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Summary of ISO 20000 ProcessesRequirements for a management system Management responsibility
Documentation requirementsCompetence, awareness & training
Planning & implementing service management Plan, Implement, Monitor, Improve (PDCA)
Planning & implementing new or changed services Planning & implementing new or changed services
• Service Reporting • Service Level Mgt • Budgeting & Accounting
for IT Service
Release Processes• Release Management
Resolution Processes• Incident Management • Problem Management
Relationship Processes• Business Relationship
Management • Supplier Management
Control ProcessesConfiguration Management
Change Management
Service Delivery Processes• Capacity Mgt• Service Continuity &
Availability Mgt• Information Security
Mgt
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Change Management
To facilitate the implementation of approved changes efficiently, and with acceptable risk to the existing and to the new IT end to end Services .
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Typical End to End IT Service
Customer doesn’t care
what the service components are
Customer doesn’t care
what the service components are
End to End
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Activities of Change ManagementJustified Assessed
Authorized
ScheduledControlled
implementation
Tested
Reviewed
Urgent
High
Medium
Low
Priority
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Change Category
Change Category
Standard Change
Minor Medium Critical
Criteria Pre-defined Affect one project / service
only
Affect other projects / services with investment
<HK$300,000
Affect other projects / services with investment > HK$300,000
Approval Authority
Pre-approved Change Manager
Change Advisory Board
IT Management
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Impact Analysis: impact one service only
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Impact Analysis: impact two services
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Impact Analysis: affected CIs
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Relationship with Configuration Mgt
Initial Request for Change
Software CI to be changed
Related operating CI Related hardware CI
Related training CI
Configuration Management
CM
DB
Combined Request for Change
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Configuration Management
Activities Planning Identification Control Verification and
Audit Status
Accounting
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Planning
Approach (Scope & Detail) From the point of End to End IT Service Infrastructure CIs first and Client CIs second Self complete in all defined End to End IT Services External CIs (e.g. system interfaces) are also
included Provide sufficient information for impact analysis,
incident and problem management processes
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Naming Convention of CI
CI CI Families Class Prefix Example
Hardware
Server
SUN Har_ser Har_ser0001:sunesj:ERP
Software &
Database
Oracle Dat_bas Dat_bas0001:oracle9i:ERP
Software
Application
Application App_ext App_ext0001:CMDB:ITSM
Service Service Ser Ser0001:ERP Service
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Identification of CI’s The selection, identification and labeling of CI’s Determining CI owners Determining CI relationships These are all manual processes
IPMS-MM GAInterface
HKHS_IT
WF Work Order Service
ERPService
IPMSService
ITServices
IT Systems
IPMS-Rental
GA Interface
ERP
Hardware CI
Sunesj
SoftwareCI
Ow_u1galed WebSphere
`
Hkhserpb
`
Erpgen
Adobe Reader
JDE Process
. . . . . . . .
Over_ow_fgaled
IPMS-Rental GA Interface
File
. . . .
10+ Interface
Sunesj Sunesj
Oracle 9i
Central Library
Web Gen
Sunesj Sunesj Sunesj
IPMS-Rental GA Interface
Generation
DC LANService
Sunesj
DC LANService
Rates AP
Interace
. . . .
ERP
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Verification and Audit
Detectable CIs (by tools) File: existence and changes Process / Service: alive and performance
Undetectable CIs (by manual) Printers Half Yearly Audit
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Required Lots of Details
Hardware Name Type Serial number Location Name supplier Price Installation date Capacity …..
SLA Name Service Service Manager Customer Start date End date Critical Yes/No ……..
Software
Name
Kind of software
Version
Name supplier
Licensees
Location source
Accepted date
……..
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Relationships in the CMDB
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Example on Impact Analysis by Category
Category Subject to impact Impact and Affect
Category-3 [Critical]
Company Disabling impact (meaning actual or potential for long-term impact) on business and services across the entire enterprise.
Category-2[Medium]
Business Unit(Divisions)
Crucial impact to business functions for multiple workgroups.
Category-1[Minor]
Individual Group(Sections)
A Standard Change that impacts multiple users or keeps an organization from performing a business function.
Category-0Minimum Or No Business
impact
Individual Individual System performance is degraded. Can be resolved by Support Desk.
AND/OR Pre-approved procedure in place
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Conclusion
1. ITIL = ERP of IT Services => ITIL Implementation is a Big Project <= Need Top Management Support
2. Sale System Owners, Get Their Buy-in => Let Them Know We Care
3. Involve as Many as Possible IT Staff, Empower Them and Get Their Hands Dirty => Enhance the Customer Oriented Culture within IT
4. To Work Smarter, You Need Tools to Facilitate
5. Think Differently, Do Differently, Be Different
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Conclusion
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THANK YOU
Q & A?