www.foxit.net © fox it 2010 planning to implement by mike baker
TRANSCRIPT
www.foxit.net
www.askthefox.info © Fox IT 2010
Planning to Implement
by
Mike Baker
2 © Fox IT 2010
Qualified in IT Service Management for 15 yearsConsultant and Lecturer for Fox ITExaminer for APMG (V2 and V3)Worked operationally in ITSM in both public and private sectorsHobbies:
Wrexham Football ClubModel RailwaysPrivate pilot
Mike Baker
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Where do we start
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HERE is Pooh Bear, coming downstairs now,
bump, bump, bump, on the back of his head, behind
Christopher Robin.
It is, as far as he knows, the only way of coming
downstairs, but sometimes he feels that there really is
another way, if only he could stop bumping for a moment and think of it.
AA Milne
If you don’t change something- nothing will improve
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Which process should we improve first?
A very common question to which there is no easy answer but:
Natural progression – Service Catalogue SLMIf you haven’t got a Service Catalogue you will not know what you should be supportingThen obtain customer requirements and implement SLAs – which will be the basis of all future process improvements
Customer satisfaction – Where is the painIf the customer is always complaining about delivery or support of services analyze the complaints / incidents to identify their pain
Helping meet business goals – Take the CobiT viewUnderstand the most important business goals and use CobiTs mapping to translate these into which processes are most important
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Where do you start with any improvement?
VisionDescribing what it is you want to achieve
CommitmentGaining commitment and funding from the key stakeholders
Involving those who will be impacted in the initiatives
CommunicationThere is nothing worse than an improvement activity that no one knows anything about
Start by making yourself heard:Tell people
Tell them again
Keep them updated
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Issues to overcome
Lack of buy-inResistance to changeToo little or too much planningResources and capabilitiesLack of service cultureRunning out of steamFailing to define the end stateImpatience
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The CSI Model
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The Continual Service Improvement model
Where arewe now?
Where do we want to be?
How do we get there?
Did we get there?
What is theVision?
Business Visionand Objectives
Baseline Assessments
Measurable targets
Service and Process
Improvement
Measurement and metrics
How do wekeep the
momentum going?
© Crown Copyright 2007 Reproduced under licence from OGC
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Understanding the current position
What do your customers currently think of the IT services?
Are you delivering what they want (or what they pay for)?
How mature are your processes?
Tools:Customer satisfaction survey
Service reviews
Assessment
1
2
3
5
4
Initial
Repeatable
Defined
Managed
Optimizing
1
2
3
5
4
Initial
Repeatable
Defined
Managed
Optimizing
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Where do we want to be?
Many organizations strive for the highest level of maturity in all processes
Best approach – a level of maturity that will ensure customer needs can be met
Example: maturity of Information Security Management
Retail organization – maturity level 3 satisfactory
Financial organization – maturity level 5 mandatory
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Setting the scope
Blue LineWere are we nowMeasured by assessmentDerived by comparing against ITIL or CobiT
Green Line:Where we want to beSet by IT Steering Group or Strategists to meet customer needs or differentiate service
Area between the linesThe work that needs to be carried out
Maturity Results
0
1
2
3
4
5Service Desk
Incident
Problem
Request Fulfilment
Event
Change
Release and Deployment
Service Asset andConfiguration
Capacity
Availability
IT Service Continuity
Service Level Management
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How do we get there?
People
ProcessPartners /Suppliers
Product / Technology
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People Issues
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People issues
I can see the changes will be worth it
You can see the changes will be worth it
Will everyone else?Why do we need to change?
It works OK now
What's in it for me?
We have always done it that way
If we omit to consider the effect on people that the introduction or improvement of IT Service Management will have we are doomed to failure
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Is it as easy as ABC?
AttitudeWhat people think and feel, how they will react to a change initiative:
“I’ll believe it when I see it”
BehaviourWhat people do, influenced by attitude
Saying you will follow procedure – but not doing it
CultureThe accepted ways of working within an organization, the values and standards seen as normal
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How to combat this
Create a sense of urgency
Form a guiding coalition
Create the vision
Communicate the vision
Empower others
Plan for and create short term wins
Consolidate improvements and produce more change
Institutionalize new approaches
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Road Maps
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Example Road Map
Re-assessMaturity
Organisation
Assessment Update
Change Management
Configuration Management
Release Management
Service Monitoring and Control
Tools
Education and Training
0-2 months 2-4 months 4-6 months
Produce Change
Mgt, Code Control and
interim Release
Mgt Definitions
Identify End to EndFAST
Configuration Items
Process Definition
Workshops
Integrate Code
Control with Test
Director
Integrate Change Mgt with Rational
Define Services
Release Mgt Toolset Tng
Change Control
Awareness Program
Document Service
Catalogue
Implementfull Config
Mgt
Implementfull FAST
monitoring
Integrate Config Mgt and CMDBIntegrate Release Mgt and Tool-set
Consolidate Release
Resource
Consolidate Monitoring Resource
Ensure integration
of Change Mgt and
Full Release
MgtEstablish
Release Mgt
Establish Config Mgt
Tune full FAST
monitoring
Ensure integratio
n with Config Mgt,
Change Mgt and Release
Mgt
Establish full FAST monitoring
SM&C Awareness Program
Define Config Mgt
and Full Fast
Monitoring
ImplementRelease Mgt Process &
Toolset
ImplementChange
Mgt, Code Control and
interim Release
Mgt
Produce Training and Education
Plan
Release Mgt
AwarenessProgram
Config Mgt Awareness Program
Ensure Integration
with Change Mgt
Establish Change Mgt and Code
Control
Review existing Release Mgt
Toolset
Integrate Change Mgt with Rational
Develop CMDB interface
Implement CMDB
interface
Key:
E
F
G
H
I
J
K
D External Co. Task
E Education Stream
Change Mgt Stream
Release Mgt Stream
Config Mgt Stream
Service Monitoring Stream
Timeline
Tools Impact
Organisation Impact
M Post-Project activityL Pre-Project Actvity
Define Tools Strategy
Define ITSM Strategy
Enhance/Add to Release Mgt Toolset
Integrate with Incident Mgt
QA existing Monitoring
Review existing CI data stored
Agree interim CI controls
Integrate with Change
Mgt
Integrate with interim Config Mgt
Tune existing FAST
monitoring
Identify CI data Gaps and extend tools to fill
Establish enhanced
FAST monitoring
6-8 months
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Common Mistakes and Conclusion
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Mistakes commonly made
Not creating a mission to begin withToo little communicationNot assigning process ownersTechnology rather than a service focusGoing it alone – enforcing rather than engagingTimescales are unrealisticResources not availableRunning before you can walkNot collecting data, then building information and knowledge
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Summary
I cannot say whether things will get better if we change; what I can say is they must change if they are to get better
If we want things to stay as they are, things will have to change.
When implementing or changing make everything as simple as possible but not simpler
If we do not succeed, then we run the risk of failure
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Any
?
Questions