Transcript PinkScan - Kick Off Presentation

IT Service Management Maturity Assessment Kickoff
University of Alaska - Fairbanks
June 22, 2012
Kristin Colburn - IT Management Consultant
Pink Elephant
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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1
Agenda
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Continual Service Improvement Model
About Process Maturity Assessments
Process Model
PinkSCAN™ Assessment Framework
Process Maturity Examples
ITIL Overview
Questions
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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The CSI Model
How do we keep
the momentum
going?
What is the vision?
Business vision,
mission, goals and
objectives
Where are we now?
Baseline
assessments
Where do we want to
be?
Measurable targets
How do we get there?
Service & process
improvement
Did we get there?
Measurements &
metrics
© Crown Copyright 2011. Reproduced under license from the Cabinet Office Figure 3.1 Continual Service Improvement model – CSI 3.1.1
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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A Process Assessment Is…

A repeatable method of objectively gaining
an understanding of the quality, structure
maturity and bottlenecks of an IT
organization’s Service Management
processes
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Assessment Objectives
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Assess IT management practices against a
good practice reference set of processes
(ITIL)
Provide an objective snapshot of the current
situation in terms of process maturity
Identify key problem areas in relation to
organizational needs
Set an internal benchmark for improvement
initiatives
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Lifecycle Processes
SERVICE STRATEGY
• Service Strategy for IT Services
• Service Portfolio Management
• Business Relationship
Management
• Financial Management for IT
Services
• Demand 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 OPERATION
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management
SERVICE TRANSITION
• Transition Planning and Support
• Change Management
• Service Asset & Configuration
Management
• Release & Deployment Management
• Service Validation
• Change Evaluation
• Knowledge Management
Functions
• Service Desk
• Technical Management
• IT Operations Management
• Application Management
© Crown Copyright 2011. Reproduced under license from the Cabinet Office
Figure 1.1 Service Strategy
CONTINUAL SERVICE IMPROVEMENT
• Seven Step Improvement
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Basis Of The Assessment
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How do the current practices relate to ITIL best
practices?
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Is there a consistent approach to the process across
groups?
Is the documentation at an appropriate level to enable
consistent delivery?
Are there adequate governance roles to manage and
continually improve the process?
Are there measures that demonstrate process
effectiveness and efficiency?
Are the tools being used in a way that enable the
process?
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Process Model
The first set of survey statements
are about process control.
Process Control
Process
owner
Process
policy
Process
documentation
Triggers
“Process policies have been identified,
documented and communicated and … “
Process
objectives
Process
feedback
The second set of survey
statements are about process
activities.
Process
Activities
Process
inputs
Procedures
Metrics
CSFs/KPIs
Roles
Improvements
Work
instructions
“A multi-level incident categorization
schema is defined and actively used to … “
Including
process reports
& reviews
Process Enablers
Process
resources
Process
outputs
Process
capabilities
The third set of survey statements
are about process enablers.
“Tools to automate Incident Management
activities are standardized and … “
© Crown Copyright 2011. Reproduced under license from the Cabinet Office. Based on Figure 2.5 Service Strategy 2.2.2
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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A Process Maturity Assessment Is NOT
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Not an employee performance appraisal
Not a compliance audit
Not a technical survey
Not a final plan for improvement
All Survey
Responses are
Confidential
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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9
PinkSCAN™ Assessment Framework
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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PinkSCAN Assessment Framework
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Process Maturity Levels vs. Management Targets
 Process consistency and practice
 CMM based
Process Importance
Benchmark for Improvements
Degree of integration with other processes
Culture Assessment
 Process Readiness (Mgmt., Staff, Contractors)
Recommendations
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Process Maturity Levels
Maturity Level
Description
0. Non-Existent
We do not do this or we do not have this across the organization.
1. Initial
This may be done from time to time across the organization but is not done consistently each
time. We have talked about developing something like this but we have not yet started to do
so.
2. Repeatable
There may be procedures for this in some parts of the organization but since they are not
formally documented or adopted there is a high reliance on individual knowledge, experience
and informal relationships.
3. Defined
We have standardized this across the organization with documented objectives, activities,
procedures, roles and metrics. All of the people who perform the process activities have
received appropriate training and are expected to follow them in accordance with the
documentation.
4. Managed
This is fully recognized and accepted throughout the organization as the way we work. We
have performance standards that we use to measure this activity and report against planned
results.
5. Optimized
Everyone involved in this process across the organization being assessed assures
consistency by considering this as part of their everyday activities. As an organization we
continually use feedback to ensure this activity aligns with overall business and IT goals a to
identify improvement opportunities.
6. I Don’t Know
Choose this response if you have no knowledge of how this statement relates to the
organization being assessed.
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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UAF Assessment Milestones
JUN 22
JUN 25: Survey Begins
JUL 12: Survey Ends
Online
Process
Surveys
Assessment
Planning and
Preparation
Assessment
Awareness
and
Kick-Off
Online
Culture Survey
Assessment Planning and Awareness
JUL 13
Survey Data Analysis
JUN 8
JUL 16-17
JUL 18-26
JUL 27
Facilitated
Workshops
Data
Analysis
and
Report
Generation
Communication
Of
Assessment
Results
Data Gathering and Validation
 Opportunity Definition
 Scope
 Scope Definition
 Reason
 Organizational Context
 Explanation
 Selection of Assessment  Context
Team, stakeholders and  ITIL Refresh
participants
 Assessment scheduling
 Online Tool Administration
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
 Opportunity
Definition
 Answer Formulation
 Findings
 Scores
 Quick Wins
 Road map
© Pink Elephant. All Rights Reserved.
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Sample Survey Participant Email
From:
[email protected]
To:
[email protected]
Sent:
Mon, 25 Jun 2012 4:00 am
Subject: Message From Karl Kowalski: You Are Invited To Participate In A Process Maturity
Assessment – University of Alaska Baseline Assessment - JUN2012
We are launching an assessment to determine the level of IT Service Management process
maturity in our organization. Your input is a valuable part of this assessment. The survey
opens on 25-Jun-12 and closes on 12-Jul-12.
To participate, click on the link below and enter your user name and password. Please keep your
password confidential.
https://online.pinkelephant.com/PinkSCAN.htm
User name: [email protected]
Password: uoa099
Thank you in advance for your participation.
Regards,
Karl Kowalski
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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PinkSCAN Login
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Participant View: Survey Home Page
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Participant View: Maturity Statements
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Participant View: 5 Integration Statements
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Participant View: 5 Importance Statements
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Guidelines: Responding to Survey
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Your answers for maturity should indicate
the “as is” for UAF
Your answers for importance should indicate
how important the statement is based on the
current priorities
If the process element or activity does not
exist, select “Non-Existent”
If you do not understand the statement or
you don’t know how to respond then score it
as “I Don’t Know”
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Validation Workshops
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90 minute facilitated workshops
Review and validate survey data
Describe the current process
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Look for good practices
Look for gaps compared to ITIL
Review process artifacts to confirm survey
results
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Workshops: What Is Expected Of You
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Attend the workshop as designated by
the schedule and be an active participant
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Provide feedback on the current state of
the process
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Be open and honest in your answers during the workshop
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We are looking for an end-to-end perspective
Highlight any current improvement initiatives
It’s OK to say “I don’t know”
Provide any documentation you feel would be beneficial in
supporting your answers
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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22
Example PinkSCAN Results
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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What is the result?
Final Report
 Assessment objective
 Results of the survey
 Process scores
 Conclusions
 Recommendations
 Indication of organizational culture
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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PinkSCAN Maturity Results
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Process Maturity and Importance
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PinkSCAN Culture Survey
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Maturity Example
Change Management
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 0: Non-Existent
“We do not do this.”
Change Management Scoring Characteristics:
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No process designed, no procedures and documentation
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No clear definition of a change
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No recording of changes is taking place
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No evaluation of change impact
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No knowledge of changes taking place between IT groups or by the
Service Desk
 No reporting is taking place
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 1: Initial
“We know we need to do something, but have not started.”
Change Management Scoring Characteristics:
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No responsibility for the process – no Process Owner or Process Manager
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Loosely defined processes, procedures and roles & responsibilities that
are used differently across IT groups for their changes
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Change requests are logged but there are no standards in place and the
logging is ‘ad hoc’
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Impact and priority codes may exist but no standards for using them
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No historical or accurate data for trend analysis, for instance no
knowledge of the number of changes implemented
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 2: Repeatable
“The work is being accomplished in areas of strength, but Change
Management is not well defined or consistently followed.”
Change Management Scoring Characteristics:
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Processes and procedures are developed as needed (reactively) and may
not be consistent across IT
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Requests for Change have to be authorized
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Change records are being updated ‘ad hoc’
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Simple planning; scheduling of individual changes
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There is no view of all changes
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Authorization/competencies are unclear
 Management reports are developed reactively
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 3: Defined
“Change Management is defined, understood, practiced and measured.”
Change Management Scoring Characteristics:
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Change policies, standardized workflow and procedures are established
and have been documented
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A Change Management Process Owner has been designated and other
roles and responsibilities (e.g.: a CAB) are defined and established
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Formal communication, awareness and training programs have been
established for all Change Management roles
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All Requests for Change are logged and reviewed using guidelines
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Standardized change categories are used
 Changes are being authorized by the appropriate authority based on
impact
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Management reports are used for controlling Change Management
activities
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 4: Managed
“Change Management is fully recognized and accepted throughout the
organization. We have performance standards that we use to measure this
process and we report against planned results.”
Change Management Scoring Characteristics:
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Well-defined processes, procedures, and standards included in all IT staff
job descriptions
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Changes are logged and tracked through the life of the change
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Changes are logged in an integrated tool with integration to other
processes
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Change Management activities are guided by service level values and
configuration data
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Effective management reports are tied to service levels and used by
management of various departments
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Level 5: Optimized
“Change Management is done consistently; everyone involved considers this
as part of their everyday activities. We continually use feedback to ensure
this process aligns with overall business and IT goals and to identify
improvement opportunities.”
Change Management Scoring Characteristics:
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Change Management is fully recognized across the organization and is
“institutionalized” as part of the everyday activities of those involved with
the process activities
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Change Management activities are regularly reviewed to make sure they
are fit for purpose and to improve service
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Optimization of procedures and coordination with other departments is a
continuous effort
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Change logging and reporting is tailored to support and integrate with
other processes
 Reports serve as input for quality improvement of the various IT
departments
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Third parties are included in the Change Management process
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Questions?
Any questions
before we move
on to the ITIL
overview?
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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35
ITIL Process Overview
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Service Catalog Management
Service Level Management
Change Management
Knowledge Management
Incident Management
Problem Management
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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What Is A Service?
Services are a means of delivering business value to
customers by facilitating outcomes customers want to
achieve without the ownership
of specific costs and risks
‘People do not want quarter-inch drills.
They want quarter-inch holes.’
Professor Emeritus Theodore Levitt,
Harvard Business School
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service-Based Organizations
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Organizations whose mission, goals, objectives, operating
models, governance and functional structures are
developed to focus on:
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Externally defining and delivering value through services – rather
than internally focusing only on the management of the systems or
technologies
The management and delivery of (IT) services to the customers to
create business value in a cost efficient way supported by:
People, Products, Partners, Processes = Performance
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Services vs. Processes
Business Goals
Enterprise
Business Units
ITIL is a Service Management
Framework.
IT Services
People
Infrastructure
Information
Applications
This means that the processes
described by ITIL exist for the
primary purpose of planning,
delivering and supporting IT
services.
IT Processes
IT Goals
Based on CobiT 4.1 p. 12 fig. 7
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Catalog Management
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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The Service Catalog
 The service catalog is a database or structured document
with information about all live IT services, including those
available for deployment
 The service catalog is the only part of the service portfolio
published to customers, and is used to support the sale and
delivery of IT services
 The service catalog includes information about deliverables,
prices, contact points, ordering and request processes
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Catalog Mgmt Objectives
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To provide a single source of consistent information on all
agreed services, and ensure it is available to those
approved to access it

To ensure the Service Catalog is kept accurate and
up-to-date
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Catalog
Business Service Catalog
Business
Process 1
Service A
Support
Services
Business
Process 3
Business
Process 2
Service B
Hardware
Service C
Software
Service D
Service E
Applications
Data
Technical Service Catalog
Based on OGC ITIL® material. Reproduced under license from OGC Figure 4.3 Service Design 4.1.4
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Catalog Terminology
Concept or Term
Defining a Service
Description
Each organization should establish a policy of what a service is and how it is
defined within the organization; consider a top-down approach beginning with
business processes
Hierarchy of Services
Business Services
Supporting Services
Defining services in terms of type, such as business/customer-facing and
supporting/technical
Those services seen by the customer, e.g. communication, logistics and
procurement services, etc.
Those services typically invisible to the customer but which are essential to the
delivery of Business Services, e.g., infrastructure, network, and application
services, etc.
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Catalog Mgmt Activities
Define the Services
Identify Interfaces, Dependencies
Agree to Contents
Produce the Catalog
Maintain the Catalog
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Level Management
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The Purpose & Objectives Of SLM
Purpose
Ensure that all current and planned IT services are
delivered to agreed achievable targets.
Objectives
 Define, document, agree, monitor, measure, report and
review the level of IT services
 Provide and improve the relationship and communication
with the business and customers
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Service Level Management Activities
Determining, documenting and
agreeing requirements for new
services and producing SLRs
Negotiating, documenting and
agreeing SLAs for operational
services
Monitoring service performance
against SLA
Producing service reports
Conducting service reviews &
instigating improvements within
an overall service improvement
plan
Collating, measuring and
improving customer satisfaction
Reviewing and revising SLAs,
service scope and underpinning
agreements
Reviewing and revising OLAs
and service scope
Design SLA frameworks
Developing contacts and
relationships
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
Handling complaints and
compliments
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Change Management
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Change Management
Goals:
 To respond to the customer’s changing
business requirements while maximizing
value and reducing incidents, disruption and
re-work
 To respond to the business and IT
requests for change that will align the
services with the business needs
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Key Change Management Terminology
Concept or Term
Description
Normal Change
 Standard Change – pre-approved
 Emergency Change – requires immediate attention; impacts business
significantly

Change Types
Request for Change
(RFC)
A formal proposal for a Change; includes details of the
proposed Change and may be in paper or electronic form.
A component that needs to be managed in order to deliver an IT
Service. CIs are under the control of Change Management and
Configuration Item (CI)
typically include Services, hardware, software, people, formal
documentation and relationships between CIs are defined to help
assess impact and risk of Changes to the CIs.
A group of people that advises the Change Manager (owner of the
Change Advisory Board
(CAB)
Change Management process) in the assessment, prioritization and
scheduling of Changes. Made up of representatives from all areas
within the Service Provider organization.
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Key Change Management Terminology
Concept or Term
Description
Emergency Change
Advisory Board (ECAB)
A sub-set of the CAB that makes decisions about high-impact
Emergency Changes.
Forward Schedule of
Change or Change
Schedule
A document that lists all approved Changes and their planned
implementation dates.
Post Implementation
Review (PIR)
A review that takes place after a Change has been
implemented. A PIR determines if the Change was successful
and identifies opportunities for improvement.
CABs and ECABs assist the Change Manager in assessing
Assessing Risk and Impact
of Change
the risk and impact of each proposed Change. Authorized
changes are then scheduled and carried out by Release &
Deployment Management.
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Change Management Activities
Record RFC
Review RFC
Assess & Evaluate
Authorize
Plan Updates
Coordinate Implementation
Review & Close
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Knowledge Management
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Knowledge Management Purpose
 Share perspectives, ideas, experience and information
 Ensure these are available in the right place at the right time
to enable informed decisions
 Improve efficiency by reducing the need to rediscover
knowledge
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Knowledge Management Objectives
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Improve management decision-making
Improve efficiency and quality of service
Increase satisfaction and reduce cost
Ensure staff understand the value their services provide to
customers
 Establish and maintain knowledge, information and data in
a service knowledge management system
 Share and use the SKMS and its contents throughout the
service provider organization
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Knowledge Management Activities
Knowledge Management
Strategy
Knowledge Transfer
Managing Data,
Information, &
Knowledge
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
 Knowledge identification, capture and
maintenance
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Learning styles
Knowledge visualization
Driving behaviors
Seminars, webinars and advertising
Journals and newsletter
Discussion forums and social media

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What knowledge is necessary
Which conditions to be monitored
What data is available
Defining information architecture
Establishing DIKW procedures
Evaluation and improvement
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Incident Management
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Incident Management
Goals:
 Restore normal service operation as quickly
as possible
 Minimize the adverse impact on business
operations
 Incident Management helps ensure the best
possible levels of service quality and
availability are maintained
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Key Incident Management Terminology
Concept or Term
Description
Incident
An unplanned interruption to an IT service or reduction in the quality of an IT
service. Failure of a Configuration Item that has not yet impacted service is also an
Incident
Prioritization
Priority = Impact (business impact) + Urgency (time-based)
Categorization
Determining which service category the Incident fits into
Hierarchical Escalation
Escalating the incident to a higher level of authority
Functional Escalation
Escalating the incident to a 2nd – nth level function
Major Incident
An Incident that grows in impact or priority. Major Incident Management procedures
should be available. Major Incidents should not be confused with Problems
Closing Incidents
In ITIL, only the Service Desk can close Incidents once the user/customer has
verified that service is restored
Incident Ownership
In ITIL, the Service Desk owns the incident from ‘cradle to grave’
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Incident Management Activities
Logging
Categorization
Prioritization
INCIDENT
Initial Diagnosis
Escalation
Investigation & Diagnosis
Resolution & Recovery
Closure
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Problem Management
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Problem Management
Objectives:
 Prevent Problems and resulting Incidents from
happening
 Eliminate recurring Incidents
 Minimize the impact of Incidents that cannot be
prevented
Problem Management is the process
responsible for managing the lifecycle
of all Problems.
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
Problem
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Key Problem Management Terminology
Concept or Term
Description
Problem
The unknown cause of one or more incidents. The cause is not
usually known at the time a problem record is created, and the
Problem Management process is responsible for further investigation
Workaround
Reducing or eliminating the impact of an Incident or Problem for which
a full resolution is not yet available
Root Cause
The underlying or original cause of an Incident or Problem
Root Cause Analysis
An activity that identifies the Root Cause of an Incident or Problem
Known Error
A Problem that has a documented Root Cause and a Workaround
A review conducted to learn any lessons for the future. What we did
Major Problem Review correctly; what we did wrong; what we could do better; how to prevent
recurrence
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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Problem Management Activities
Detection/Logging
Create Known Error
Categorization
Prioritization
Change
Needed?
Initial Diagnosis
Resolution
Workaround?
Closure
Problem
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
Major
Problem?
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Questions?
[email protected]
www.pinkelephant.com
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012
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