itsmf thailand annual conference magazine 2010

David CannonitSMF International

Metha SuvanasarnFormer BOT CIO

Teerawat JaishuenIBM

Robert StrouditSMF International

Wan Ying ChanSymantec

Peter DohertyCA Inc.

Govindan ManivannanCA Inc.

Why ITIL, Why Now

Annual International Conference 2010

13 October 2010, Swissôtel Le-Concorde, Bangkok, Thailand

WHY

WHY

Peter BrooksITSM Consultant

can you build a flexible IT supply chain?

you can

Services when you need them. Responding to business demands automatically. Sourcing the right vendor for the right solution. Making better decisions, faster. We can give you the management solutions you need to secure and assure your IT resources – from physical to virtual and to the Cloud.

To find out more about how CA Technologies’ robust management solutions can help you work across your IT environments – from physical to virtual and the Cloud, visit ca.com.

Copyright © 2010 CA. All rights reserved.

itSMF Annual International Conferrence 2010: Why ITIL, Why Now

3

http://www.itsmf.or.th/

Welcome Message from itSMF Thailand:

The itSMF Thailand Chapter thanks you for joining our 4th Annual International Conference 2010 at the Swissôtel in Bangkok.

Once again, this event marks the high-point of an active year of seminars and events. These included our annual collaboration with the Chulalongkorn University’s Faculty of Commerce and Accountancy and ITpreneurs (as the content provider), to help their students obtain ITIL Foundations training, along with their co-organization support of this conference. This year we added a similar training event in Chiang Mai, coordinated with a number of local universities there, with IBM as the content provider.

It is a dynamic time in both IT in general and our local industry, and a good time to reconsider our Conference theme, “Why ITIL, Why Now”. Again, this year industry-leading speakers and local representatives will provide insights on new developments and the important role that IT Service Management plays.

itSMF Thailand Chapter would like to thank your and our sponsors’ continued support, and we wish you a great conference.

John Bickel

itSMF Publications Director

itSMF Thailand Chapter Board of Directors(from Annual Conference 2009)

Contents

p.3 Welcome Message

p.4-5 Speaker Profiles

p.7-8 End-to-End Service Reporting

by Ian MacDonald

p.12 Service Management is Real

by Rob England

p.14 Psychology of ITIL

by Brian Johnson

p.16-17 Practical ITSM Initiative Tips

by Abbey Wiltse

p.18 ITSM Books to Read

by Gonzague Patinier

Teerawat JaishuenKhun Teerawat is a Tivoli Software Manager at IBM, concentrating on cloud computing and

integrated service management solutions.IBM’s Integrated Service Management solutions provide the visibility, control and automation

across business and IT infrastructures, resources and processes needed to deliver new, innovative services in a more instrumented, interconnected and intelligent planet

Robert StroudRobert is the Service Management and Governance Evangelist at CA, Inc., and a vice president

within CA’s Service Management business unit. Robert serves as an International vice president of ISACA and the IT Governance Institute (ITGI), and is the chair of ITGI’s COBIT Steering Committee. He also is a Board member of the IT Service Management Forum (itSMF) USA and is part of the itSMF International Executive Board.

industry speaker and leader. He is considered a global authority on governance leading the ITGI COBIT Steering Committee, and setting the product strategy and direction. He has contributed to multiple publications including Guidance for Basel II, COSO ERM and COBIT versions 4.0 and 4.1. As an IT service management expert, he also has contributed to several books on ITIL, and was a member of the ITIL refresh process in the roles of mentor, reviewer and on the Advisory Group.

Metha SuvanasarnKhun Metha is a specialist in IT Governance, IT Audit and Enterprise Risk Management areas.

Currently, he is an independent consultant as well as a committee member, for example, Audit Committee, Risk Management Committee, in leading organizations.

He is often invited to conduct seminars and speak in symposiums both for public and in-house events, especially on the topic of IT Governance and Enterprise Risk Management. Moreover, he is an invited lecturer for doctoral degree programme on the subject of Enterprise Risk Management at Khonkaen University. He also publicizes knowledge articles on the above areas.

Since the 2007, he has been invited by Bank of Thailand (BOT) as an expert in IT Examination area. He provided his recommendations during the development of IT Examination Manual before BOT’s formal announcement.

He was the CIO, and also a core founder of EDP/IS Examination in 1984 at the BOT, and announced essential rules and regulations which are mostly in use today. He was also a co-founder & advisory director of EDPAA Bangkok Chapter, as well as ISACA Bangkok Chapter.


4


David CannonDavid is internationally recognized as a leader in IT Service Management. He has nearly 20 years

of experience in IT Service Management and is a Fellow of the Institute of Service Management.He has provided training and consulting services to virtually every industry sector and at every

South Africa and in the USA. He was the founder of the itSMF South Africa, and a founder and director of the itSMF International. He is currently president of the itSMF USA.

David has participated in the ongoing development of ITIL® and the Microsoft Operations Framework (MOF). Most recently, he co-authored the Service Operation book for ITIL V3.

His current role is ITSM Practice Principal within HP Inc. and worldwide head of Data Center & Technical Services.


5


Peter DohertyPeter is an ITIL V3 contributing author and Customer Solutions Architect for CA Inc. in the Asia

widely published on the subjects of IT Service Management and IT Asset Management, and is a frequently requested speaker at forums worldwide.

Peter was the winner of the itSMF Presidents Award for best presentation at the 2004 Australian National conference. Also, Peter was one of our speakers in the 1st itSMF Thailand Annual Confer -ence back in 2007.

Peter BrooksPeter worked for HP Inc. for twenty years in various capacities, mainly in the UK, as well as in

South Africa and New Zealand. He is now an independent consultant in Service Management as

He is a Fellow of the Institute of IT Service Management (FISM) and author of the itSMF Library book “Metrics for IT Service Management”.

Wan Ying ChanWan Ying’s primary focus is on presales consultancy for Symantec’s endpoint management

products for Asia south region. Wan Ying has 14 years of industry experience ranging from presales consultancy for desktop, servers and system management, enterprise storage architect for SAN

Prior to joining Symantec, she was an enterprise solution architect at HP Inc.

Manivannan GovindanManivannan is a Senior Solution Strategist at CA Inc. He joined CA in 1997, and has played a

key role in the IT Infrastructure Management and Security solution space for the past 13 years. His areas of expertise include system management, application management, database management, system/network security, solution architecture and deployment. He has played multiple roles, including managing the technical activities in the area of IT infrastructure management and security at CA Singapore and the Asian region. His responsibilities have included providing consultancy to CA’s clients and overseeing project implementations to ensure timely delivery.

Manivannan’s current role as Senior Solution Strategist involves working with clients and partners in the Asia region, driving CA solutions around cloud computing, virtualization and IT Service Management. His focus verticals include the Government Sector, Financial Services Institutions and Telco Service Providers.

Manivannan holds a B.Sc. in Information Systems from the National University of Singapore.

In late 2007, the CFS scheduled an

annual review of our Service Level

Management (SLM) process to identify

potential areas of improvement as input

into a Process Improvement Plan. To

ensure we focused on the right

improvements, we engaged with our

business customers to gain an insight

into what they viewed as the underlying

issues and opportunities.

A key output from the SLM

process is of course IT service level

reporting, and what emerged as a

common theme from our business

customers related to the quality and

relevance of this reporting. The IT

organization had for many years

measured and reported on

“availability”, but typically these

measures concentrated on component

availability, and were somewhat

divorced from the business and user

view.

As a result of this feedback, we

worked together with some key

customers to deliver a simple,

low-cost, but innovative solution to the

“classic” problem of IT reporting failing

to reflect the customer experience of

the IT service provided. This has

allowed us to transform our IT service

reporting deliverables.

A simple, low cost but innovative approach

to end-to-end service reporting


This article excerpt explains the

approach we took to provide new

service measures that reflect the

customer experience of the end-to-end

service provided without the need to

invest in complex and costly monitoring

and reporting tools.

Vision and goal

The shared vision agreed with key

customers for the service reporting

improvement initiative appears below:

This “shared” vision not only

describes the outcomes wanted but

importantly shows that the success of

this transformation change required a

strong partnership of both sides.

Situation Appraisal: The customer

perspective on IT service reporting

The key issues relating to our IT

service reporting approach as it stood

and the business perception that this

fuelled is best summarized as follows:

What we measure and report

becomes the single point of truth,

transforming the stance of “We

think it’s good, why do you feel it’s

bad?” to one that positively

encourages a collaborative and

partnership approach to Continual

Service Improvement (CSI).

Key Issues

• Users were unable to associate their

experience of the end-end service

with the IT service reporting provided.

• Business impacts were not

accurately reflected (and perceived

as not recognized).

• Reporting provided limited value in

driving the right service debates and

stimulating CSI.

• Reporting was IT-centric and

component-based.

Business Perception

• Business mistrusted IT, and believed

we were “hiding” behind our

measures

• IT did not understand the business,

and the impact IT failures had on staff

and customers

• IT’s behaviour was driven by trying to

achieve IT targets that were

disconnected from the customer

experience.

7

By Ian MacDonald of the Co-operative Financial Services

Winner of the itSMF International Whitepaper Competition for 2010

Web: http://www.itsmfi.org/content/itsmf-global-white-paper-winner-available-download


The Challenge of Providing

End-to-end Service Reporting

Technology: Today, within the IT marketplace,

there are many systems management

products that can provide both

real-time monitoring and service-level

reporting for IT services from the

end-to-end perspective. Diagram

below illustrates the technological

approaches to monitoring the

end-to-end infrastructure.

A number of these products can

also provide a very accurate view of the

customer experience by simulating and

repeating an end-user transaction, and

then monitoring the outcome of the

transaction in terms of a functional

acknowledgement of its completion

and its performance.

However, in reality, these technology

solutions are often complex and costly

to exploit and their success is

dependent on robust Change and

Configuration Management, and

involves continual maintenance of the

underlying event management logic

necessary to ensure accuracy.

Solution Overview

New Service Measures:Two new service measures were

devised and integrated into a monthly

service scorecard summary report.

These measures provide an easy to

understand, common and shared view

of the end-to-end service provided:

• Service Performance Indicator (SPI) Provides a monthly single

numeric “score” for the IT service in

the reporting period. This score is

given a RAG status to indicate the

overall quality of service at a high

level.

• Trouble Free Days Each business

processing day is given a RAG

status. A “Trouble Free Day” is where

no incidents have occurred that

impact service.

Core Components:The “cornerstone” of the reporting

solution and the basis for how the

above service measures are derived is

the set of incident records raised

A simple, low cost but innovative approach

to end-to-end service reporting [cont’d]


against each service. To provide the

additional intelligence required to drive

calculations and determine the new

service measurements we developed a

Business Impact Matrix which is

underpinned by a “scoring engine”.

These tools allow us to assess each

incident in terms of impact and

duration, which drives a scoring

mechanism to deliver the monthly SPI

score. Each business processing day

for each Business SLA is updated to

denote a “Trouble Free Day” (green

status) or, dependent on incident

impact, an amber or red status.

Implementation Approach, Lessons

Learned, Benefits, and Measures of

Success

See complete white paper released

through itSMF International

publications at above link for details.

Example of the Full Service

Reporting Framework

Business Impact Matrix (and Scoring

Engine)

The Service Performance Indicator

“Trouble Free Days’“ and the Service

Calendar view

8


Component Component Component Component Application

End User Simulation

Event Management & Alert Management

Business

Impact

Rating Agreed

Recovery

Time

Incident

SLA

Incident

Breach

Call Centre

agents

unable to

service

Customers

High 30 min 2 hr > 2 hr

Penalty

Points 2 4 8

88

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต บริษัท ฮิวเลตต —— แพคการด แพคการด แพคการด แพคการด แพคการด แพคการด แพคการด แพคการด ((((((((ประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทย) ) ) ) ) ) ) ) จํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัด

จัดอบรมหลักสูตรตาง ๆ เพื่อพัฒนาบุคลากรในองคกร ครอบคลุมทักษะการใชงานคอมพิวเตอร โปรแกรมขั้นพื้นฐานและขั้นสูง ไอทีเทคโนโลยี รวมทั้งการวางระบบอีเลิรนน่ิงใหกับองคกรทั่วไป

หลักสูตรหลักสูตรหลักสูตรหลักสูตร วันที่อบรมวันที่อบรมวันที่อบรมวันที่อบรม

ITIL V3 Foundation for ITSM 23-25 พ.ย. 53, 18-20 ม.ค. 53, 22-24 มี.ค. 54

ITIL V3 Continual Service Imp 17-19 พ.ย. 53

ITIL V3 Service Offerings and Agreements Capability 29 พ.ย. – 1 ธ.ค. 53

ITIL V3 Release, Control and Validation Capability 28 ก.พ. -2 มี.ค. 54

ITIL V3 Planning, Protection & Optimization Capability 28-30 มี.ค. 54

ITIL V3 Managing across the Lifecycle 9-11 พ.ค. 54

Project Management Foundation 17-19 พ.ย. 53, 8-10 ก.พ. 54

Certified Data Centre Professional 22-23 พ.ย. 53, 10-11 ม.ค. 54

Certified Data Centre Specialist 24-26 พ.ย. 53, 12-14 ม.ค. 54 VMware vSphere: Install, Configure, Manage 15-19 พ.ย. 53, 17-21 ม.ค. 54

ติดตอติดตอติดตอติดตอ:::: คุณดวงดาว โทร 02-353-9091 อีเมล: [email protected] เว็บไซตเว็บไซตเว็บไซตเว็บไซต:::: http://education.hp.com/

บริษัท ฮิวเลตต-แพคการด (ประเทศไทย) จํากัด ช้ัน 3 ตึกอื้อจือเหลียง ถ. พระราม 4 (ตรงขามสวนลุมพินี) สีลม บางรัก กรุงเทพฯ 10500

The Funny Side of IT Service Management

In real life, high priority is set for very noisy users, without using impact or urgency.

A hero can become a joke without the right tools. http://www.itsmf.or.th/

Web: http://www.gamingworks.nl/, and http://www.facebook.com/alexdpaul/ From “ABC of ICT” by Paul Wilkinson from GamingWorks, and Alex D. Paul of ManageEngine

Web: http://www.itskeptic.org/node/9

As I mentioned in an earlier blog, the

Y2K spending overhang drove new

attitudes to transparency and

justification. This led to new techniques

(or rather new adoption of established

techniques) for business alignment:

Service Management.

Post-Y2K, organizations are

demanding greater maturity from their

IT departments – they want to see

them run like a business, and they

want to see disciplines and formalisms

as if it were engineering. The current

thinking in response to this can broadly

be labelled as Service Management,

which represents a real paradigm shift

(a much-abused term that is used

correctly here).

This is part of a much larger

philosophical shift in society that we

cannot cover here: from a

product-centric industrial age to a

service-centric information age. See

Peter Drucker and Alvin Toffler for the

broader social implications, and John

Zachman for the implications for

computing. This shift takes a

generation or more and is in progress

now (the end of the 20th Century and

the start of the 21st).

Service Management is RealitSMF Annual International Conferrence 2010: Why ITIL, Why Now

The shift caused by Service

Management is to base all IT planning

and management on the business and

the IT services it needs, i.e., to the

users of the services, instead of

starting from underlying technology,

from the stuff we have to build services

with. This is a “customer centric”

approach, which is very much in vogue

in areas other than Service

Management as well as part of the rise

of the Information Age.

Service Management applies the

Total Quality Management (TQM)

concepts of customer-defined quality,

continuous improvement, and

measurement-based management.

Services are defined in the terms of the

people who use them. So are the levels

at which the services are to be

delivered. The starting points are the

strategy and goals of the business, and

how computing needs to support

them. Services and service levels are

agreed formally with the customers

(those who pay for them).

Processes and roles are structured

around these services, not around the

technology. For example: problem,

change, availability, service levels; not

servers, networks, applications,

desktop. Suppliers’ contracts must

support the service level agreements.

The technology comes last: what is

required to fulfill the services now and

in the forecasted future. If it doesn’t

make sense in terms of services and

processes, we don’t need it.

The focus is on maintaining and

continuously improving quality of

service. Service levels are measured.

Processes are refined to improve them.

This is an example of how ideas from

the manufacturing industries have been

showing up in the service industries as

we move from the Industrial Age to the

Information Age.

Service Management has

respectable antecedents, a good body

of practical experience and good

alignment with the macro-level trends

in society. It’s real. But that doesn’t

automatically mean we should all rush

out and do ITIL.

12


erg

Typewriter

By Rob England of ITskeptic.org

พบกับ การปองกัน การจัดการ เพื่อลดตนทุนอยางแทจริง

เตรียมความพรอมเพื่อการจัดการไอทีอยางมีประสิทธิภาพ

Symantec Symposium 2010

Friday | 22 Oct’ 2010 | BKK

BE PREPARED TO TAKE CONTROL:BEE PREPAARRREEDDDD TTTTOOOO TTTTAAAAKKKEEE CCCOONNTTRROOL::

PREMIUM PLATINUM SPONSORS GOLD SPONSORS

Hitachi Data Systems

For many reasons in most

organizations considering an ITIL

journey you will find supporters of ITIL

who evangelize the guidance, and

skeptics of ITIL who choose a different

path to IT service management or no

path at all.

Why is opinion so polarized? What

drives the differing views of individuals

who have similar backgrounds, work

for the same organization and share

the goals of the business? According

to Dr. Gilda Carle, psychotherapist,

professor and author, there are many

influences on beliefs and opinion,

including past experience, a developed

personality that takes the path of least

resistance, the environment in which

someone was raised, and countless

others.

Past experience likely is a key driver

of an individual’s ITIL belief system. If

an individual has been part of a

successful ITIL deployment, he or she

has seen first-hand the powerful

impact that ITIL can have on the

business overall, and it invokes positive

feelings of support.

Conversely, if an individual has seen

an organization painfully go through

years attempting to mold its processes

to ITIL guidance without success, that

will naturally leave feelings of failure,

negative sentiment and often a believe

that ITIL is too bureaucratic and

inflexible.

Whatever has driven an individual’s

opinion about ITIL, organizations

starting on their ITIL journey will likely

find two factions in their midst, the ITIL

supporters and the anti-ITILers, and

this presents a challenge. The very

nature of ITIL involves people, process

and technology. If the “people” portion

of that triumvirate is not cared for, that’s

like trying to sit on a stool with only two

legs – you will falter.

The good news is that there are

proven methods to manage the two

camps of ITIL, including using ITIL

supporters to gain the support and

often shift the beliefs of those who

have not previously supported ITIL

guidance.

The Psychology of ITIL


Changing Beliefs and Behavior

People are generally the biggest

barrier to achieving sustained results in

an ITIL initiative, and having the

support and buy-in of the people is a

non-negotiable requirement. People

need to buy-in on the ITIL efforts and

accept the need to change the way

processes work; they need to

understand the benefits of ITIL to their

own work and the business overall;

and they need to understand what it

takes to adopt ITIL. Various actions can

help secure and individual’s support of

ITIL and the journey that the

organization is making to improve IT

service management.

• Secure executive-level commitment:

Executive commitment is needed

from the C-suite, including CIO, CEO,

COO, and others. Executive support

of the ITIL initiative filters through the

ranks by demonstrating that ITIL has

been adopted for the sake of the

business, not just for the sake of

adopting ITIL for ITIL’s sake. With

executive support, people can see

there is something bigger at stake

and that improving IT service

management to improve business

operations

• Simulation – Apply ITIL guidance vs.

teach the theory: Just as a negative

experience can spawn negative

feelings and opinions, positive and

successful experiences can create

supportive views. A business

simulation can put people in an

environment that delivers the positive

experience they need to support a

process or operation. An ITIL

business simulation developed by

Gaming Works and administered by

CA uses the Apollo 13 rescue

mission scenario to show participants

how ITIL can contribute to the

success of a project. This program

has successfully converted

individuals who have doubted the

effectiveness of ITIL. A network

specialist who attended an Apollo 13

session initially felt it was going to be

a wasted day listening to ITIL theory.

When he left, he said the simulation

opened his eyes to how his group

can improve the way it supports the

business and he planned to go

straight back to his team to discuss

adopting ITIL-guided processes.

• ITIL Champions: ITIL champions are

ITIL supporters who can continue to

evangelize ITIL throughout the

organization in between formal

education and training. While ITIL

supporters can be found at any level

within the business, not everyone

should be asked to play the role of an

ITIL champion. According to Dr.

Carle, “The practice of using an

internal ‘champion’ for any belief

system is important to provide

positive reinforcement for the

behavior or belief change.

Characteristics of a champion include

diplomacy, understanding – or

willingness to see and understand

where others are coming from, and

persuasiveness because in the end,

the champion’s goal is to maintain or

shift support.” Someone who isn’t

persuasive or who team members

don’t respect wouldn’t make a

positive role model ITIL champion.

• Education: While a business

simulation delivers the hands on

experience of ITIL in action,

education of ITIL guidance is still

needed to support the adopted

processes. Continued ITIL education

goes hand-in-hand with simulation

and real-time implementation

throughout the organization. ITIL in

itself is an ongoing process of

improvement; it adopts a Plan, Do,

Check, Act execution model and is

an ongoing cycle that benefits greatly

from continued education.

Overall, if an organization has

embraced ITIL, is sold on the benefits

and is perhaps moving towards a

standard certification such as ISO/IEC

20000, everyone must support and

adhere to the direction. As the saying

goes, there are three choices: lead,

follow or get out of the way.

14

By Brian Johnson, ITIL Worldwide Practice Manager for CA

Web: http://community.ca.com/blogs/itil/archive/tags/brian+johnson/default.aspx


Brian Johnson is one

of the original authors of

the first ITIL books, and

an ITIL worldwide

practice manager for

CA. He has authored

more than 15 books on

ITIL or related topics and is the

founder of itSMF, a professional

organization focused on IT service

management and ITIL.

For more information:

IT Service Management

ISO/IEC20000

D O

P

D O

P D O

PD

O P

Internal AuditProcedure

Service ManagementPolicy

Serv

ice

Impr

ovem

ent

Prog

ram

RecordingLogging

Reporting

Copyright @ 2008 Datapro Computer Systems Co., Ltd.,All rights reserved

6.6

ISM

7.2

BR

M

10.1 RM

8.3

PM

8.2 IM7.3 SM

6.5

CM

6.4 BAI

6.3

SC

AM

6.1 SLM 5. PIN

6.2

. SR9.2 CHM

9.1 CFM

CMDB

4.1 Plan

4.2

Do4

.4 A

ct

4.3 Check

BusinessRequirement

CustomerRequirement

Request for new/changed services

Other ProcessesBusiness, Supplier, Customer

Service Desk

Team & People Satisfaction

Business Result

Customer Satisfaction

Change Service

Other ProcessBusiness, Supplier, Customer

Team & People

Satisfaction

IT Outsourcing Services Model

Hosting Service :

Co-Loacation Service :

IT Outsourcing Services by Datapro Computer Systems Co., Ltd.

บริการ IT Outsourcing Services จาก DCS

ปจจุบัน DCS เปนหน่ึงในไมกี่บริษัทในประเทศไทยที่ไดรับรองการใหบริการเทคโนโลยีสารสนเทศ ตามมาตรฐาน ISO/IEC 20000:2005 ลูกคาจึงม่ันใจ

ในการใหบริการเทคโนโลยีสารสนเทศของ DCS วาสามารถใหบริการเทคโนโลยีสารสนเทศไดอยางมีประสิทธิภาพ มีเสถียรภาพ

Software as a Service :

บริการ IT Outsourcing Services จาก DCS สามารถรองรับความตองการ

ขององคกรตั้งแตธุรกิจขนาดเล็ก (SME) ไปจนถึงองคกรระดับเอ็นเตอรไพรส

โดย DCS สามารถดูแลและบริหาร กิจกรรมดานไอทีแทนลูกคาครบวงจร

ไดแก

Disaster Recovery Solution and Service :

Professional Service :

เปนการใหบริการระบบสำรอง ซึ่งสามารถทำงานทดแทนไดทันทีหากระ บบคอมพิวเตอรหลักของลูกคาเกิดปญหา ชวยใหธุรกิจของลูกคาสามารถ ดำเนินไปไดอยางตอเน่ือง อีกทั้งยังจัดหาสถานท่ีทำงานสำหรับเจาหนาที่ อีกดวย

การใหบริการทางดานซอฟตแวรทางธุรกิจตางๆ ท่ีสามารถใชงานไดผาน ทางอินเทอรเน็ต โดยคิดคาบริการตามบริมาณการใชงาน แทนท่ีลูกคาจะ ตองลงทุนพัฒนาหรือซื้อซอฟตแวรมาใชเองไมวาจะเปนโปรแกรมทาง บัญชีการเงิน และซอฟตแวรบริหารงานบุคคล ตางๆ เปนตน

Mr.Somkiat Vivattanaphan1 Premier Corporate Park, Soi Premier 2, Srinakarin Road, Nongbon, Prawet, Bangkok 10250, Thailand.Tel : 66-(0)2301-1100 Fax : 66-(0)2301-1199E-mail: [email protected]

เปนบริการสนับสนุนทางดานเทคนิค การกำหนดนโยบายการใชงานตางๆ สนับสนุนทางเทคนิคที่บริษัทของลูกคา และการสนับสุนแบบ remote support เปนตน

การบริหารทรัพยากรดานไอทีของลูกคาที่นำมาฝากไวที่ศูนยคอมพิวเตอร

โดยมีเซิรฟเวอรตั้งอยูที่ศูนยคอมพิวเตอรของ DCS และสามารถใชบริการ

แอพพลิเคชันทางธุรกิจตางๆ เชน ระบบ ERP ฐานขอมูล ระบบรักษาความ

ปลอดภัยรวมถึงโซลูชันสำหรับการดูแลระบบเครือขายขององคกรรวมถึงมี

บริการแบบ Dedicate ซึ่งลูกคาอาจจัดหาเซิรฟเวอรมาเองแลวนำมาต้ังไว

ที่ดาตาเซ็นตเตอรของ DCS ก็ไดเชนกัน

เปนการใหบริการเชาใชพื้นที่ในดาตาเซ็นเตอร ใหลูกคานำอุปกรณซึ่งเปน ทรัพยสินของลูกคามาติดต้ังไว

Service Desk Support Service :

การใหบริการออกแบบดาตาเซ็นเตอรขนาดใหญ ศูนยควบคุมระบบเครือ ขายรวมถึงใหคำปรึกษาในการวางระบบไอที

You’ve decided to transform your IT organization through adoption of the ITIL best practice for IT Service Management (ITSM). Your ITSM

investment in time, budget and reputation, which will take leadership, tenacity, skill, and even a bit of artistry to achieve the desired results over an extended period. So, how do you best position your organization to succeed?

This article takes a look at 3 practical tips for success in your ITIL/ITSM initiative. From how you prepare the PMO, to how to approach the ITIL V2 versus V3 debate, and even what you name your initiative — these takeaway techniques will help you achieve sustainability and success through the length of your program.

Tip # 1: Prepare your PMOIn my role as Program Advisor for

large ITSM initiatives, a large part of my time has been spent coaching and consoling the assigned IT Project Manager. This is not your regular IT implementation project to upgrade servers or to roll out new network points of presence. These ITSM initiatives deal with the management of change elements associated with people’s individual acceptance of change. The essence of the ITIL best practice typically requires behavior changes, for example — the shift to a balance between reactive and proactive activities, to a balance between an IT-centric and a customer

Practical Tips for a Successful ITSM Initiative


focus, and to embrace a knowledge sharing culture.

Those IT Project Managers out there who have managed large ERP implementation projects are probably nodding their heads in understanding of how great a focus on people’s acceptance of the change translates to the overall success of the project. There’s even a standard formula in quality assurance practices that reinforces this success dynamic that states:

“Result = Quality x Acceptance”, where acceptance is the element of individual’s acceptance of change.

One practical approach to this management of change challenge is to leverage John P. Kotter’s “8 Steps to Manage Major Change” activities directly in your project plan. Starting with “Create a sense of urgency” as step 1, and continuing through to step 8 — “Institutionalize the change”,

management of change activities that you can embed in your overall ITSM initiative planning and execution. These proven steps can best position your team to manage the human element of change acceptance that is so critical for your success. A good reference

16

By Abbey L. Wiltse of Service Management Ventures (SMV) Inc.Web: http://www.smvinc.ca/about.htm


Kotter’s 8 Steps for Managing Major Change

Create a sense of urgency

Form a guiding coalition

Create a vision

Communicate the vision

Empower others to enact on the vision

Create quick wins

Consolidate improvements, and create more change

Institutionalize the change

book to build out the activities around

these 8-steps is “The Heart of Change Field Guide” by Dan S.

Cohen and John P. Kotter. This guide

provides tools, frameworks and

practical advice that the team can

leverage to manage change within your

ITIL initiative.

Tip # 2: V2 or V3 — It really doesn’t matter!

Without introducing the individual

training certification schemes into this

discussion, the main difference

between ITIL V2 and V3 is the intro-

duction of a Service Lifecycle. To deal

with the service lifecycle gap that

existed in ITIL V2, most ITSM consult-

ing and software vendors provided

their own proprietary versions of a

service lifecycle, for example, Microsoft

with MOF, HP with their ITSM Refer-

ence Model, and Quint-Wellington

Redwood with their IPW Model. ITIL V3

rightly recognized the requirement for

an integrated lifecycle model when

planning for and running IT services —

from Service Strategy through to

Service Operation and Continual

Service Improvement. Other than this

main difference, the processes from

ITIL V2 are all included in V3 — there

are just more of these processes

defined in V3. Simply put, I would

argue that anyone who has adopted

ITIL V2 already has also adopted V3 —

just at a limited scope.

Sure, there are some new subtleties

in V3 outside of the main Service

Lifecycle difference, such as splitting

Service Catalog out as a separate

process from the V2 Service Level

Management process. But, these

changes do not fundamentally alter the

fact that we are still managing

incidents, controlling changes, planning

releases, and delivering to agreed

service level targets throughout the

lifecycle of a service. As evidenced

during the ITIL V2 decade, most

organizations found the greatest initial

efficiency and ROI gains in the tangible

elements of the Service Transition and

Service Operation processes, often

complimented by Service Level Man-

agement from Service Design. Only


when a sustainable level of is maturity

achieved in these core processes do

many organizations consider investing

in the old V2 “Service Delivery”

processes or our new V3 “Service

Design” and “Service Strategy” set of

processes.

So, if you find yourself in debate as

to whether to adopt V2 or V3, feel

confident in stating V3, perhaps just at

a limited scope until such time the

organization is ready to move to

increased levels of maturity to gain the

full value of the ITIL V3 best practice.

Tip # 3: What you name your initiative does make a difference!

The seemingly insignificant point

around naming your ITIL/ITSM initiative

can be instrumental in positioning your

program for success. An initiative

called the “ITSM Programme” or the

“ITIL Programme” is less likely to

succeed and sustain over time. The

reasons for this are many-faceted.

One reason is that funding is difficult

to attain at the best of times and

especially difficult to sustain in an

initiative that could last anywhere from

6 months to 2 years! Political and

economic business environments

change quickly in these turbulent

times, and a standalone project called

the “ITSM Programme” is hard pressed

to compete for funding and resources

when compared to a “New sales

application release” project that will

directly enhance the profitability of your

sales team. Another reason is that it is

difficult to intuit the bottom-line impact

of the “ITIL Programme” from its name

alone, especially when effective

communication tends to be the single

common area for improvement in most

IT organizations!

What I recommend instead is that

the initial introduction of ITSM be linked

into a higher-level corporate initiative,

such as “the new ERP launch project”

or the “let’s pass our next SOX audit”

effort. The ITSM/ITIL activities of the

project then become enablers to the

success of the larger initiative. Not only

can this provide some protection

against cancelled funding and support,

it also puts the ITIL “toolkit” of activities

into a positive cycle of change. So,

instead of trying to “push a string” by

asking the organization to follow the

new ITIL best practice, the organization

may instead be drawn to your team to

say: “Wow — your implementation of

the ABC initiative went great — what

did you do differently, and how can we

leverage this experience?”

In closing, there are many other

elements that can contribute to the

success of your ITSM/ITIL adoption,

such as meaningful measurements,

education, and relevant communication

planning. Here’s hoping this “starting”

set of ideas positions you well for

success!

17


Abbey L. Wiltse With

over 25 years IT

business experience,

Abbey L. Wiltse is

recognized as a world-

class strategic process

solution consultant who

partners with her clients to become

more efficient and effective in running

their IT organizations. An early

pioneer of ITIL® in North America,

Abbey’s area of expertise is in ITSM

program management and process

design. Her focus is on the mentor-

ing of key IT executive and process

roles through the management of

change aspects of their ITSM

journey. Abbey is also in demand as

an experienced facilitator, lecturer

and trainer.

ITSM Books to Read


18

by Gonzague Patinier


Passing Your ITIL Foundation Exam (2e)

This publication is endorsed by APM Group, the official ITIL Accreditor, and is

suitable for those taking the foundation exam. It has been updated in line with the

new 2009 syllabus.

This publication provides an overview of the purpose, objectives and format of

the examination. It offers a top level introduction to understanding the Service

Lifecycle and each of the five components of the Lifecycle to help candidates pass

the foundation exam and the Version 2 to Version 3 Bridging Exam.

ITIL V3 Small-Scale Implementation

This has been updated in line with ITIL V3, the Service Lifecycle approach. It

provides guidance to smaller organizations who wish to implement the ITIL

guidance, or who are already using it and wish to improve their ITSM. The

publication discusses the significance of size, the characteristics of small

organizations and how to scale ITIL down for small organizations. Key features:

• A practical guide to scaling ITIL for use in smaller organizations.

• Publication structure follows the Lifecycle approach, looking at how each

phase of the lifecycle can be scaled for Small and Medium Businesses.

• Uses terminology consistent with the ITIL Service Management Practices and

the ITIL Glossary

• Suggest roles and role combinations suitable for a smaller organization.

Basic Service Management

In that light, it seems ironic that this latest book is focused on promoting service

management as a generic business discipline when we still haven’t got our IT act

together, but at least it is focused on the basics. Basic Service Management is a

50-page introduction to SM for business people everywhere. It is what Service

Management for Dummies should have been: they tried to take the authors out of

IT but they couldn’t take the IT out of the authors.

And, it is what USMBOK needs to complement it. That 450-page doorstop is a

definitive masterwork, but it is hardly accessible to beginners. So, I think I’m hitting

a sweet spot just as awareness of the value of SM begins to grow outside of IT.

For all the gloomy remarks, there are successful ITSM operations within IT

departments, and they are being noticed by the rest of their organization, who look

to them as centers of excellence.

TSM has proven value whatever Stevie Chambers may say. Calling the book

“BSM” may annoy a few people who need annoying too.

Measuring ITIL

How do you measure and report your ITIL processes? Which ITIL metrics

matter the most to Senior Executives? Finally, there is a book that shows you how!

This is not a theoretical treatise, but a practical guide that shows you the

operational metrics to use and how these can be calculated into Key Performance

Indicators (KPIs) and Critical Success factors (CSFs) that resonate with Senior

Management. In this book you will learn about:

Defining and building a comprehensive ITIL metrics program; Which metrics are

the most important and how to calculate them; Dealing with staff resistance to a

metrics program; Tips and suggestions for what to do if inadequate tools and

reporting exist; Suggested work plan for how to build your metrics program

step-by-step.

In addition, this book contains a helpful CD with a helpful ITSM modeling tool

that covers all 10 ITIL processes. Simply enter your key operational metrics and

the KPIs and CSFs get automatically calculated! This is a comprehensive guide for

building any ITIL metrics program with all the information you need in one place.

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Contact info: Sheng Jiang [email protected] +86 186 00023581

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