Developing and Implementing a Rollout Plan

Transcript Developing and Implementing a Rollout Plan

Aligning via IT Service Management

April 12, 2007 2:00pm EST, 11:00am PST George Spafford, Principal Consultant Pepperweed Consulting, LLC “Optimizing The Business Value of IT” www.pepperweed.com

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Main Presentation

Agenda

• An overview of ITIL • ITIL and Quality • ITIL v3 Update • The Value of Service Level Management – Services and the Service Catalog – Understanding how Goals, Objectives and Services Relate – The Need to Negotiate – Continuous Improvement • For a copy of today’s webcast PPT, please email: – George at: [email protected]

– Kendra at: [email protected]

What ITIL Represents

• ITIL is the

de facto

Management standard approach towards IT Service • Yes, it is a collection of best practices but it is far more than that • It is about IT delivering quality services that meet the needs of the organization • IT services enable business processes that, in turn, enable the business to meet goals • It is a fundamental shift from a focus on technology to a focus on customer service and quality • The processes may take 1-2 years to implement but 2-3 years of consistent and unrelenting work for the culture to truly change © 2007 Jupitermedia Corporation

Quality, Alignment and ITSM

• Quality means conformance to requirements – Phil Cosby • This means – IT must understand the customer’s requirements – IT must meet the customer’s requirements • The constant quibbling of business-IT alignment is an indicator of quality problems • A culture of ITSM can help begin to address alignment issues by understanding the needs of the business and working together • This isn’t a project. It isn’t a fad. It isn’t a collection of books – It’s a change of perspective and of culture © 2007 Jupitermedia Corporation

The ITIL Books

Introduction to ITIL

Service Support (Operations) Service Delivery (Requirements and Monitoring)

Planning to Implement Service Management (Metrics and Process Maturity)

Security Management The Business Perspective ICT Infrastructure Management Application Management 9.

Service Support, Delivery & Security Service Level Management Incident Management Problem Management Service Desk Function Release Management Change Management Control Processes Configuration Management Capacity Management Availability Management © 2007 Jupitermedia Corporation IT Financial Management IT Service Continuity Management IT Security Management

ITIL v3

• • Version three (ITIL v3) set for release on May 30 th • Roadshow to begin June 5 –

Service Strategy

th in London • You do not need to wait – the core principles are the same • Five books arranged as a lifecycle • Value nets, adaptive strategies, managing uncertainty, strategy selection –

Service Design

• Policies, architecture, models, outsourcing –

Service Transition

• Service and Organizational Change, Release, Config, Risk Mgt –

Service Operation

• Incident and Problem Management, alerting, new functions –

Continuous Service Improvement

• Business cases, Portfolio Alignment, Metric selection

This is truly exciting!

The Value of Service Level Management

“

The goal for SLM is to maintain and improve IT Service quality,

through a constant cycle of agreeing, monitoring and reporting upon IT Service achievements and instigation of actions to eradicate poor service – in line with business or cost justification

. Through these methods, a better relationship between IT and its Customers can be developed.”

Services vs. Applications

• It’s not just applications that are delivered to the business • Need hardware, software, people, documentation, contracts, facilities, etc.

• These combine and relate to one another in the form of services • Everything in ITIL is a Configuration Item (CI) – Hardware, software, people, facilities,

services

, data records, documentation, contracts, etc.

But what should IT offer and why?

A System Has a Goal

Goal

A system is a collection of functional units assembled to attain a goal. If there isn’t a goal, then there isn’t a system!

Unoptimized Vectors

Logistics / SCM Manufacturing Organizational Goals Marketing Accounting

Customer Service

Perfect Alignment

The Organization Functional Area 1 Functional Area 2

Optimal Productivity

Functional Area 3 Functional Area 4 The Goal Functional Area n

Business Functional Area Objectives Must Align for Optimal Productivity

Logistics / SCM Manufacturing Research Organizational Goals Marketing Accounting

Customer Service

Groups in IT Must Align As Well

IT Security Mgt Problem Mgt Incident Mgt Service Desk Function Configuration Mgt Change Mgt IT Objectives Service Development IT Service Continuity Mgt IT Financial Mgt Availability Mgt Capacity Mgt Service Level Mgt

One big challenge for some organizations is the sub-optimization that results when “shadow IT” groups are allowed to flourish outside of the formal IT structure.

Goal-to-Objective Mapping

• Use the Ishikawa Cause and Effect Diagram • Start with the Goal(s) and work towards Functional Area Objectives (FAOs) • How does each area support the goal with their objectives?

• How do teams support the objectives?

• What services does IT provision to enable the functional areas and teams?

• Look for mismatches in Causality? Ask “Why” repeatedly if need be • Visio has a template under “Business Process” •

It is the thought process that matters the most – not the graphic!!!!!!!!!!!!!

Illustrative Goal to Objective Map

Maximize Profit Objective 1 Objective 2 Team / Function 2

Enable Objective 3 by doing what? What are their objectives?

Objective 3

· · ·

Accounting Objective 1 Objective 2 Objective 3 Excel PeopleSoft Team / Function 1

Enable Objective 3 by doing what? What are their objectives?

The intent of Goal-to-Objective mapping is to understand and document relationships plus identify and ultimately resolve discrepancies.

This map is ideal for identifying IT services, existing or needed, as well.

Service Catalog

• The Service Catalog tracks the services provided to the business • Initially just a list of what all is done (often not everything is known before the effort) • Akin to a laundry list or menu of what is offered, associated costs, service levels, etc.

• Answers the Business Questions of: “What do you do for us?” and/or “What do you offer?” • Answers IT’s Questions of: “What do we offer?” or “Do we offer this specific service they are asking about?” • What outsourcers have that internal IT frequently lacks © 2007 Jupitermedia Corporation

Service Level Agreements

• Business Needs Drive – IT Service Requirements, which Drive • Component Configuration Item (CI) Requirements • Business Needs – Are Identified In Service Level Requirements (SLRs) • SLRs must then be reviewed and discussed within IT and Vendors – “What can we really do and what are the costs?” – The Service Level Manager (role) must

negotiate

the Service Level Agreements (SLAs) with the business • The SLM must not simply roll over and agree to everything always • Requirements and the cost to meet them must make business sense!!

• • • • • •

SLA Components

Want as few SLAs as possible Services in the Service Catalog should be covered (eventually) – Per the first bullet, you do not need one SLA for each service but ideally multiple services covered by a relatively few number of SLAs Simplicity is very important Wording should be understandable for everyone Can have SLAs and separate Service Specification Sheets that get into the details Covers things like: – Business Impact – End user locations – Availability – Performance – Capacity – Incident Management – Security – Data retention – Regulatory compliance requirements – Agreed upon monitoring methods – Review schedule – Associated costs (chargeback model if appropriate) © 2007 Jupitermedia Corporation

SLM Activities

• Negotiate SLAs for new or changed services • Review performance – Service breaches – Near breaches • Negotiate, Set, or Renew – Operating Level Agreements (OLAs) [internal groups] – Underpinning contracts (UCs) [vendors / third parties] • Launch Service Improvement Programs (SIPs) as needed • Conduct Business Review meetings (Quarterly for example) – How did we do?

– What could we do better?

– By the way, here are some things we are doing … (marketing!) • How can we improve the four E’s?

Continuous Improvement Is Key

• Like any process, you must pick a place to start and actually begin – 70% solutions • Understand what you need and pursue that • Refine services as processes mature • It’s a journey – Your organizations will evolve – Your service offerings must evolve to support the needs of the business

Where do we want to be?

Where are we now?

How do we get to where we want to be?

How do we monitor Progress?

Vision and Objectives Audits / Assessments Process Improvement (Leverage Best Practices) Metrics and Critical Success Factors

Thank you for the privilege of facilitating this webcast George Spafford Principal Consultant Pepperweed Consulting

Optimizing the Value of IT

[email protected]

http://www.pepperweed.com

Daily News Archive and Subscription Instructions http://www.spaffordconsulting.com/dailynews.html

Questions?

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If you have any further questions, e-mail [email protected]