itsm in a nutshell - itil: what and why on the fly

© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Ken HamiltonDirector ITSM Education HP - Founder, Past-Chairman, itSMF USAKen WendleITSM Solution Lead HP - Member, itSMF International Board

The Next ITSM The Next ITSM RevolutionRevolution

Jeff Nichols - Director, Gartner Consulting

Shafqat Azim – Managing Vice President, Gartner Consulting

Rod Sager


• Agility & Governance

ITIL 3.0 and More

• ITIL® & Other Frameworks

• SOA & Virtualization

• What’s and Why’s of an ITIL implementation

ITSM in a Nutshell

Agenda


1997 2009 2012…2003

Business Aligned ITSM

Chaotic Distributed Computing

Environment

IT-Enabled Business

Agility

Computing and infrastructure islands (chaotic, expensive management)

Service/infrastructure fusion

Predictive optimization

Infrastructure standardization and instrumentation

OGC Outsources and ITIL V.3 Released

Policy-based resource allocation

Transition

ISO 20000

Self-managing resources

2000

itSMF USA Founded

2006

ITIL V.2 Released

BS15000 Released

*

ITSM Timeline


How ITIL books fit together


ITSM - Service Support


ITSM - Service Delivery


BusinessPerspectiveBusiness

Perspective

Planning to

Implement

Planning to

Implement

ServiceManagement

ServiceManagement

Management Skills

Management Skills

AvailabilityCapacity

Continuity

AvailabilityCapacity

Continuity

ChangeConfiguration

Release

ChangeConfiguration

Release

IncidentService Desk

Problem

IncidentService Desk

Problem

SLMFinancial

SLMFinancial

BasicProcess

Know How

BasicProcess

Know How

Assessmentof

Situations

Assessmentof

Situations

ProcessManagement

ProcessManagement

UnderstandingITSM

UnderstandingITSM

SupportSupport DeliveryDelivery

Overview ofITIL

Overview ofITIL

GeneralITSM

GeneralITSM

ManagerManager

PractitionersPractitioners

FoundationFoundation

Overview of ITIL Certification

© EXIN 2005


Foundation Certificate

Foundation Certificate

Practitioner’s Certificate

Practitioner’s Certificate

Manager’s CertificateManager’s Certificate

IT Service Management Certificates

© EXIN 2005


Exin ITIL exams per region: 2005


0

20000

40000

60000

80000

100000

2000 2001 2002 2003 2004 2005

Service Manager

Practitioner

Foundation

Total

ITIL exam growth 2000 - 2005

Source: Exin


APMG achieves preferred status for accreditation of OGC's Best Practice

Portfolio - 6/12/06

APMG will continue to work in partnership with TSO, the official publisher of the OGC PPM and ITIL portfolio. TSO has also had its status as preferred bidder confirmed. This partnership will be strengthened through more joint activities to promote these portfolios.


1st and 2nd ITSM Revolutions

Focus: Creationof Business value

Focus: Quality &Efficiency of IT Processes

IT ServiceManagement

IT InfrastructureManagement

Running IT as a Business (for the Business)

Focus: Stability and Control of the Infrastructure

Role of the IT Function

StrategicPartner

ServiceProvider

TechnologyProvider

Time


Governance Methods Standards Alignment

Case S

tudies

Te

mp

late

s

Sca

labi

lity

Quick Wins

Qualifications

Study Aids

Knowledge

& Ski

llsS

pec

ialt

y T

op

ics

Executive Introduction

ServiceStrategy

Service Design

Service Introduction

Service Operation

Service Improvement

ITIL Refresh (V3.0)


TOGAF

SEI CMM

CoBit

Lean/Six Sigma

ITIL/ITSM

SOA

IT Value

Framework

PMBOK

External Relationships


ROI for innovation and agility

ROI forBusines

s& IT

IT budget as %

of revenueApplication maintenance

Application innovation

Infrastructure maintenance

Infrastructure innovation

5%

30%

42%

Today

23%

72%

28%

In 3 years

15%

30%

45%

10%

45%

55%


• All processes and content are transforming from physical and static to digital, mobile, personal and virtual

• The demand for simplicity, manageability and adaptability is changing how peoplework and organize, buy and use technology

• In the horizontal, heterogeneous, networked world, standards are about connection and common language.

Three big demand shifts


Traditional Applications Service-Oriented Architecture

Designed to last Designed to change

Tightly coupledLoosely coupled, agile and adaptive

Integrated silos Composed of Services

Code-oriented Process-oriented

Long development cycleInteractive and iterative development

Cost centered Business centered

Middleware makes it work Architecture makes it work

Favors homogeneous technology

Favors heterogeneous technology

Changing the way we think


IT future stateIT current state

ERP CRM WebSilos

ERP CRM Web

ServerStorag

e

Network Software

IT

Virtual IT – Agile

• Dynamic capacity – pay-per-use

• Optimized resources

• Simplified, secure and flexible

Silo IT – Inefficient

• Fixed capacity and cost

• Under-utilized + over-provisioned

• Complex and difficult to change

Silos Pooled + Shared

Virtualization

Pool and share resources


Techno-centric Service-centricBusiness-

centric

Business view of IT Problem Solution Partnership

IT as a cost center

IT as a shared services center

IT as a business & innovation

center

IT roadmap into a business

• Needs to control costs of infrastructure and applications

• Operates and manages technology assets

• Understands the business

• Increases return on IT assets, processes, and organization

• Offers, manages, and automates applications and infrastructure as services

• IT synchronized with business

• Simplified business processes, application portfolio, and IT infrastructure

• Business innovation through IT

Summary


RFC

Trigger

Input/Output

Workorder

RFC

Workorder

Workorder

RFC

RFC

Work OrderStatus

Work OrderStatus

Work OrderStatus

Work OrderStatus

Change Management

ConfigurationManagement

Service LevelManagement

AvailabilityManagement

CapacityManagement

ContinuityManagement

FinancialManagement

SecurityManagement

ProblemManagement

IncidentManagement

ReleaseManagement

Change Management


Making ITSM Real:Mapping to a Real Success Strategy

Objective: Identify key considerations for developing a strategy for designing and managing Service Management transformation success

Approach: 10 stages in the transformation lifecycle that span: Strategy Design Implementation Management

Key Theme: Transformation is not a linear process and will be in different stages and the same time. Looking for the characteristics of each stage to anticipate the challenges of the next one is the key.


Introductory slide that shows all the stages (kind of a waterfall view );

VisibleStages

“Stealth”Stages

Org

aniz

atio

nal a

war

enes

s

“Cri

tica

l Mas

s”

“Optim

izing”

“Dis

sati

sfac

tio

n”

“ Ad

Ho

c”

Strategy

Design Implementation

Management

“Managing”

“Confidence Building”“T

eam

Bui

ldin

g”

Transformation Lifecycle

Maturity level 4

Maturity level 5

Maturity level 1

Complacency

Motivated

Responsibility Accountability

“Organizing”

Maturity level 3

Stage 1

Stage 2

Stage 3

Stage 4

Stage 6

Stage 5

Stage 7

Stage 8

Stage 9

Stage 10


Stage #2: “Settling on a Strategy for Success”

Stage Definition: Preparing for success by analysis of where the business of IT is, and what is

needed to improve IT performance for the business

Stage Characteristics: Acceptance by many that process change is necessary, yet no clear path to

success has emerged Some worry about the organization not adapting to address the problems,

others are not aware of self-inflicted problems and look to place the blame elsewhere, some are aware of the problems, but don’t know what to do about them

Stage 2


Stage Risk Factors: Jumping in to correct problems without a good sense of all the collective

stakeholders awareness levels and willingness to address responsibility for the problems

Trying to develop a project plan to quickly. Avoid the “Plan, Do, Check Act” trap in isolation, verify the assumptions and premises

Buying a tool without understanding what problems need solving

Stage Critical Success Factors: Identify all of the stakeholders and what they think would be successful Identify the problems that can be changed, problems beyond the scope of

empowerment and a virtual team that is willing to accept both types of challenges

Lessons Learned: Adopt “Ask, Listen, Verify” before “Settling on a Strategy for Success” Establish a leadership team to organize and settle on a strategy in order to

manage scope and expectations

Stage 2


Examples: Many organization struggle with how to get started, and either try on their

own or with an outside firm to transform IT into a more efficient provider of IT services

Which path should you take and then what do you do next? How are you prepared to deal with:

Technology, staff and time constraints Project management discipline and oversight The level of ITIL knowledge and awareness throughout the organization Gaining and sustaining management and staff commitment for both short

term and long term Overcoming traditional mindsets, prior service improvement failures and non-

starters (analysis paralysis)

Decide what stage of “Service Management philosophy Adoption” your company is in

Ask, Listen and verify the responses to these questions. Don’t assume anything. Too often organizations jump into, “Plan/Do/Check/Act’ Cycles with false assumption that create problems later

Stage 2


In Gartner’s experience most organizations are between a 1 – 2 on the Gartner Process Maturity Model, (PMM)

1 = Ad Hoc processes 2 = Repeatable processes 3 = Defined processes 4 = Managed processes 5 = Optimized processes

In Gartner’s experience organizations struggle most with stages 2, 6, 8,10

Stage 2 - Getting started Stage 6 - Demonstrating the work is worth the effort Stage 8 - Fear of failure, new accountabilities are in place Stage 10 - Lack of recognition and positive reinforcement for organizational behavior changes

Conclusion


ThanksThanks