how to implement itsm as a program in the real world

How to Implement ITSM as a Program

in the Real World

Presented by: Peter Hubbard,

Pink Elephant EMEA

Pink Elephant EMEA Ltd

Think Differently. Think Pink

© Pink Elephant, 2015 All Rights Reserved.

ITIL® is a Registered Trade Mark of Axelos

Introduction – Peter Hubbard

Principal ITSM Consultant

Worked in ITSM for 17 years

Regular speaker at industry events

Worked in all sorts of organisations, large and small.

City of London

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Top tips – before we start….

1) Pick the areas that offer the biggest value first.

2) Run it as a project NOT BAU!

3) The ITSM toolset is the most visible part of ITSM but

don’t let the tail wag the dog

4) The process design and tool configuration feed off of

each other

5) Process design changes everything. Be ready

6) Remember that people are not robots.

7) The first thing that will happen is that things get

worse, or at perceived too. Be ready!

8) Your changing your organisational culture. It’s the

hardest thing to do. Take it seriously

You MUST support business value….visibly!

3



Defining ITSM - The Four Ps

People

Partners/Suppliers

Products/TechnologyProcesses

© Crown copyright 2011 Reproduced under license from OGC Figure 3.3 Service Design 3.1.5



Continual Service Improvement Model

What is the Vision?

Service & Process

Improvement

Measurable Targets

Baseline

Assessments

Where do we want to

be?

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 3.2 Continual Service Improvement, page 30



A good vison acts as a guide

"Would you tell me, please,

which way I ought to go from

here?“

"That depends a good deal

on where you want to get to,"

said the Cat.

"I don’t much care where--"

said Alice.

"Then it doesn’t matter which

way you go," said the Cat.

6


ITIL® is a Registered Trade Mark of Axelos 7

Technology Focus

Customer Focus

Business Focus

Value Network Focus

LOW

HIGH

Role Of IT/IS In The Organization

Infl

ue

nc

e O

n T

he

B

us

ine

ss

IT is perceived as an internal

business partner

IT customers are the customer of

the organization

IT has a single strategy and is focused on the

customer, but is perceived as an external

supplier

IT is focused on the integration and delivery of end-

to-end IT services (business solutions)

IT is focused on technology, infrastructure and applications are

treated as separate and largely unrelated domains

Service Focus

The Changing Role For IT



Technology Focus

Customer Focus

Business Focus

Value Network Focus

LOW

HIGH


Infl

ue

nc

e O

n T

he

B

us

ine

ss


business partner


the organization



supplier





Service Focus


Operational



Technology Focus

Customer Focus

Business Focus

Value Network Focus

LOW

HIGH


Infl

ue

nc

e O

n T

he

B

us

ine

ss


business partner


the organization



supplier





Service Focus


Operational

Tactical



Technology Focus

Customer Focus

Business Focus

Value Network Focus

LOW

HIGH


Infl

ue

nc

e O

n T

he

B

us

ine

ss


business partner


the organization



supplier





Service Focus


Operational

Tactical

Strategic



Service Lifecycle Processes

SERVICE STRATEGY

Strategy Management For

IT Services

Service Portfolio Management

Business Relationship

Management

Financial Management For

IT Services

Demand Management

SERVICE OPERATION

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Functions

Service Desk

Technical Management

IT Operations Management

Application Management

SERVICE DESIGN

Design Coordination

Service Catalog Management

Service Level Management

Availability Management

Capacity Management

IT Service Continuity Management

Information Security Management

Supplier Management

SERVICE TRANSITION

Transition Planning & Support

Change Management

Service Asset & Configuration

Management

Release & Deployment

Management

Service Validation & Testing

Change Evaluation

Knowledge Management

CONTINUAL SERVICE IMPROVEMENT

Seven Step Improvement

© Crown copyright 2011

Reproduced under license from OGC

Figure 1.1 Service Strategy



5) Value Chain Focused Service Strategy

Service Portfolio Mgmt.

4) Business Partner Focused Financial Mgmt (costing and charging)

IT Service Continuity Mgmt. (Integrated with Bus Cont)

Demand Mgmt.

Transition Planning and Support

3) Business Customer Focused Service Portfolio Mgmt. (CSI Focused)

Financial Mgmt. (service based costing)

SLM (Business Relationship Mgmt.)

Service Catalog Mgmt. (business customer focused)

Capacity & Availability Mgmt.

Enterprise IT Supplier Mgmt.

Knowledge Mgmt.

2) Service Focused Service Portfolio Mgmt. (Project Focused)

Service Level Mgmt. (ola / sla)

Release & Deployment Mgmt. (SVT & Evaluation)

Service Asset & Configuration Mgmt.

Problem Mgmt. (Proactive)

Information Security Mgmt.

Request Fulfillment / Event Mgmt.

Service Catalog Mgmt. (IT & user focused)

IT Service Continuity Mgmt. (IT focused)

1) Technology Focused Change Mgmt

Problem Mgmt. (RCA – Reactive)

Incident Mgmt.

Service Desk

Access Mgmt

Logical and Physical Device Security

Capacity, Availability, Event (component / domain)

Continual Serv

ice I

mpro

vem

ent

Maturity Level Mapping




Processes




Process Design Made Simple

Step 1: Agree a Goal

Step 2: Agree a scope

Step 3: Agree Policies to support the goal within the scope

Step 4: Agree a high level way of working to make sure that

the goal is met, while following the policies

Step 5: Agree the detailed steps to follow to ensure the high

level way of working is understandable

Step 6: Agree measurements that drive the right behaviour

to be sure you can measure if the new way of working is

delivering what you wanted against the goal

Step 7: Implement the process with emphasis on people

first then supporting toolsets

14



Process Implementation

Process

Assessment

Project

Plans

Technology

People

Detailed Process

Description

Select Tools

ARCI - assign roles

and responsibilities

Process

Implementation

Install &

Configure

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

Review

High-Level

Process

Model

Gather Tool

Requirements

Project Teams - Identify

resources, assign roles

and responsibilities

Awareness Campaign & ITIL Training



Process Re-Engineering Changes Everything!

People

Enhanced skills

Multi-functional teams

Values/beliefs

Cultural biases

Training

Career development

ProcessSingle point of accountability

Logical group of activities

Cross departmental

Defined procedures

Repeatable, consistent

Global standards

Management

Mgmt. commitment

Mgmt. participation

Compensation/rewards

Values/beliefs

Coaching/enabler

Career opportunities

Organizational design

Technology

Teamwork enabled

Service Management tools

Integrated data sharing

Knowledge management

Management information

16



Process Governance Structure

Latin AmericaAMETAsiaNorth AmericaEurope

Global Process

5 Regional Process

Owners

1 Global Process

Owner

Process Governance Team

Executive Sponsor

Executive Process

Steering Committee

Note: While each process will need an explicit owner this does not mean that several processes cannot be owned by the same

person. The key is to ensure that the processes owned be a single individual do not have conflicting objectives.

Global Process Owner Team X # Processes?

5 Regional Process

Champions + Chair

Local Process

Manager

Local Process

Manager

Local Process

Manager

Local Process

ManagerLocal Process

Manager




Products/

Technology




Setting Some Expectations

• Myth 1: A service management tool will solve all of our process

problems and give us best practices!

• Myth 2: A properly configured service management tool will mean

less work for all

• Myth 3: Systems Management tool integration will highly reduce

or even eliminate the need for human intervention and data entry

A tool simply allows you to communicate to a broader audience,

faster and easier. If you don’t all speak the same language you

simply confuse each other faster!

Warning: There is no such thing as ‘Out of the Box!’

It just does not exist!



ITSM Tool Market Overview

ITSM tool market is large. Growing from approx $5b in

2002 to over $18.6b in 2011.

There are over 300 different ITSM toolsets available to

select from.

There are 3 major sources to turn to for help to narrow

this down

Macro level:- Gartner – ITSSM Magic Quadrant (Founded 2012)

More details:

Pink Elephant – Pink Verify (Founded 1998)

Pinkverify 3.1 & Pink Verify 2011

APMGs ITIL Software Scheme (ISS) (Founded 2009)

20



How to Pick a toolset

Kick-Off

and Intake

Identify

Products and

Select Vendors

for RFI

Build

Questionnaire

and Custom

Criteria

Develop RFI

and Obtain

Responses

Co-Ordinate

and Score

Responses

Short List

Vendors

Vendor Tool

Demonstrations

Selection and

Funding

Request

Order

Hardware,

Software, and

Licenses

Implementation



5) Value Chain Focused Service Strategy

Service Portfolio Mgmt.

4) Business Partner Focused Financial Mgmt (costing and charging)

IT Service Continuity Mgmt. (Integrated with Bus Cont)

Demand Mgmt.

Transition Planning and Support

3) Business Customer

Focused

Service Portfolio Mgmt. (CSI Focused)

Financial Mgmt. (service based costing)

SLM (Business Relationship Mgmt.)

Service Catalog Mgmt. (Interactive / business customer)

Capacity & Availability Mgmt.

Enterprise IT Supplier Mgmt.

Knowledge Mgmt.

2) Service Focused Service Portfolio Mgmt. (Project Focused)

Service Level Mgmt. (ola / sla)

Release & Deployment Mgmt. (SVT & Evaluation)

Service Asset & Configuration Mgmt.

Problem Mgmt. (Proactive)

Information Security Mgmt.

Request Fulfillment / Event Mgmt.

IT Service Continuity Mgmt. (IT focused)

1) Technology Focused Change Mgmt

Problem Mgmt. (RCA – Reactive)

Incident Mgmt.

Service Catalog Mgmt. (IT & user focused)

Access Mgmt

Logical and Physical Device Security

Capacity, Availability, Event (component / domain)

ITSM toolsets weaknesses vs strengths




People




Change Project Failure Rates

1995 Kotter published research showing that only 30% of change

programs were successful

1998 Turner & Crawford published a study showing only 33% of

change programs achieved partial or complete success

2005 Prosci published of study of 10,000 projects and found 29%

were successful

24

2008 McKinsey report indicates that success rate for change projects is still just 30%

2011 Standish Group report that the success rate still just is 34%



So why do change projects fail?

“60% of change projects stumble on precisely the

things they are trying to transform; employee attitudes

and management behaviour” Source: Geoff Wade “Cracking the Change Code”

Kotter: 1995

Mckinsey :2005 & 2008

Prosci: 2005 & 2009

Other studies show that positive attitudes to change are

vital to succeeding in cultural change programs Kotter: 1995

Martin: 1998

Gilmore & Barnett: 1992

Adams, Russell Gaby: 2000

25

AttitudeBehavior

Culture



1250

people

‘Resistance’ – The Top Ten

Saying ‘Yes’; meaning ‘No’

No management commitment

ITIL is the objective not what it should achieve

Never mind about following procedures just do

what we normally do

ITIL Never work here

Throwing (ITIL) Solutions over the wall and

HOPING people will follow them

IT thinks it doesn’t need to understand the

Business to make a Business case

Unable to specify VALUE for the business

No understanding of Business impact & priority

Plan, Do, Stop…No real CSI

1

2

3

4

5

6

7

8

9

10



Managing Organisational & Stakeholder Change

Do

Establish a baseline and vision

Develop a communication strategy and check that

communications are understood

Identify impact on other services, processes, systems

and people not involved in Service Transition

Identify impact on customers/users and other

stakeholders

Be able to articulate and communicate why are we

making this change

Identify new skills/knowledge required




Do

Consider development requirements including training, coaching, mentoring

Promote the right culture

Promote organisational discipline

Integrate HR support

Put the right people in the right role/job

Help people to manage stress

Encourage people to think that the situation can be improved – it generally can be

Provide easy access to information about the change

Ensure new or changed documentation/instructions are concise and understandable for the target audience




Don’t

Try to micro-manage everything

Put minor changes through bureaucratic processes

Forget the agreed degree of exposure to risk

Focus solely on the IT

Forget the people

Over-complicate things

Ignore the after effects of failed changes on people

Neglect the costs of transition

Succumb to inertia

Pretend that there will be no losers




Partners/Suppliers




Questions?

[email protected]

[email protected]

www.pinkelephant.co.uk

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