Transcript Document

Webcast
ITSM:
Title
From Theory to Reality
ITSM: From Theory to Reality
How to better understand ITIL’s role in process
improvement
May 23, 2006
2:00pm EDT, 11:00am PDT
George Spafford, President, Spafford Global Consulting
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
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ITSM: From Theory to Reality
Main Presentation
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Agenda
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Background
What ITIL Represents
Awareness, Training and Internalization
The Role of Change Agents and Mentors
Determining What to Do
Monitoring and Measurements
The Need For a Systemic Approach
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ITSM: From Theory to Reality
Who Am I Talking About?
Perceptions of:
• High costs
• Missed delivery dates
• Poor quality
• Poor customer relations
• Slow to react
• Outsourcing can solve the problems
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ITSM: From Theory to Reality
Quality
• Quality means conformance to requirements –
Phil Cosby
• This means
– We must understand the customer’s requirements
– We must meet the customer’s requirements
• The constant quibbling of business-IT alignment
is an indicator of quality issues
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ITSM: From Theory to Reality
What ITIL Represents
• ITIL is de facto standard approach towards IT Service
Management
• 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
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ITSM: From Theory to Reality
It Is Organizational Change
CHANGE
EVENT
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The adoption of ITIL does require
organizational change.
Change follows a relatively
predictable course of events.
The duration of each phase are the
wildcards.
Want the curve to be as short as
possible.
Use ITIL and other best practices
to compress the curve and
increase the probability of success
Tip: Use formal project
management to implement
processes
© 2006 Jupitermedia Corporation
NEW STATUS
QUO
STATUS
QUO
FINE
TUNING
LEARNING
BEGINS
CHAOS
Webcast
ITSM:
Title
From Theory to Reality
BUT WHERE DO WE START?
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
The ITIL Books
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10.
Introduction to ITIL
Service Support
Service Delivery
Planning to Implement Service Management
Security Management
The Business Perspective
ICT Infrastructure Management
Application Management
Small-Scale Implementation
Software Asset Management
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My stack of the first 9 books is five inches thick, weighs 15.6
pounds and cost over $1,000 USD
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Service Support and Delivery are the Core Books
• Service Support
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• Service Delivery
Change Management
Configuration Management
Service Desk
Incident Management
Problem Management
IT Security
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Service Level Management
Capacity Management
Availability Management
IT Financial Management
IT Service Continuity
Management
ITSM: From Theory to Reality
Awareness and Training
• Awareness is to foster understanding of the need and to
serve as a reminder
• Training is a formal process meant to help people acquire
skills
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Foundation
Practitioner
Service Manager
Have a plan
• True organizational change requires profound
understanding of the organization and the internalization of
a culture of IT Service Management – You need more than
books and training
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ITSM: From Theory to Reality
Change Agents
• Consider pairing internal champions with
seasoned ITIL practitioners (new hires or
contractors/consultants)
• Need to enable your Change Agents
• These internal Change Agents need access to the
mentors
– There is far more to ITIL than just the books!
• Winning over key “nay sayers” can be very
powerful
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ITSM: From Theory to Reality
Continuous Improvement
Where do we want to be?
Vision and Objectives
Where are we now?
Audits / Assessments
How do we get to where
we want to be?
Process Improvement
(Leverage Best Practices)
How do we monitor
Progress?
Metrics and Critical
Success Factors
© 2006 Jupitermedia Corporation
* Adapted from ITIL Service Support Graphic
ITSM: From Theory to Reality
So, What Is Your Goal?
Goal
How can you know where to go and what to do unless you have a
clearly defined goal? What is keeping you from your goal?
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ITSM: From Theory to Reality
What Are Your Constraints?
Order Entry
Logistics
Service Desk can’t
effectively support service X
due to lack of training and
scripts
Poor Change Management
on this Service is causing
huge amounts of unplanned
work and availability issues.
This is resulting in a
resource drain from planned
work (projects) and is priority
one.
Profitability
A capacity constraint is
causing incidents during
peak seasons
Customer Service
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Marketing
Human Resources
ITSM: From Theory to Reality
Options to Start (1)
• Change and Configuration Management
– If you have stability issues and/or high levels of unplanned
work
– 80% of availability issues are tied to human error
– Do simple Change Management first followed by
Configuration Management
– These two processes are very important!
– Review Visible Ops from the IT Process Institute at
http://www.itpi.org
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ITSM: From Theory to Reality
Control and Release Processes
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Change Management
Is the set of standardized processes and
tools used to handle change requests in
order to support the business while managing
risks. (Risk Management)
Release Management
Uses formal controls and processes to
safeguard the production environment.
Coordinates the rollout of changes. (Quality
Control)
Configuration Management
Focuses on tracking and documenting
configurations and then providing this
information to other areas including Change
and Release Management. Configuration
tracks relationships to understand who is
affected and assesses impact.
© 2006 Jupitermedia Corporation
For more information about a
central configuration, change
and release function see the
ITIL Service Support volume,
Annex 7A
ITSM: From Theory to Reality
Change Mgt & The Deming Cycle
b l e m AC T
Ma n
ag
(Pro
CONFIGURATION
MANAGEMENT
CHECK
(Incident Mgt)
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DO
(Relea
se M g t
)
e me
nt)
PLAN
(Change Mgt)
ITSM: From Theory to Reality
Options to Start (2)
• Service Desk and Incident Management
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Handle requests
Collect data
Streamline communication with IT
Improved incident handling
• Problem Management
– ITIL says you need Incident Management first to provide
data to work with, but you can start simple
– What if you review the top 10 incidents each day or week?
20% of incidents create 80% of the work!
– The idea is to identify root causes and improve
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ITSM: From Theory to Reality
Options to Start (3)
• Service Level Management
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But can you if there are significant quality problems?
Define Customer’s Requirements
Negotiate Service Levels – Start Simple!
Review progress
Start the Service Improvement Programme
• Ultimately, you start ITIL where it makes the most
sense to enable your organization to attain its goals
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ITSM: From Theory to Reality
Do Start With
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Senior Management Support – “Tone from the top”
A process improvement mindset
OBJECTIVES
A duly empowered transition team with roles and
responsibilities
• Use project management
– For process implementation
– In general
• Simplicity – evolve as you learn
– If a process is to complex, people will resist / circumvent it
– It is better to start and learn than be locked in analysis paralysis
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Do NOT Start
• Do not start by purchasing a tool – define
processes and requirements first
• Do not start with Configuration Management
without having effective Change Management
• Do not start with processes that are impossibly
complex [repeated for emphasis]
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ITSM: From Theory to Reality
Monitoring and Measurements
• The ITIL “Planning to Implement Service
Management” volume has tons of metrics
• So does the new itSMF book “Metrics for IT
Service Management”
• There isn’t a shortage of metrics to select from
• The real question is why do you want to measure
something? What is your objective?
© 2006 Jupitermedia Corporation
Webcast
ITSM:
Title
From Theory to Reality
Tell me how you will measure me and I will tell you
how I will behave.
-- Eliyahu Goldratt
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
What Behavior Do You Need?
Innovators
Early Adopters
Early
Majority
Late
Majority
Laggards
"The Chasm"
Metrics:
Compliance
Effectiveness
Economy
Efficiency
Equality
During each stage of the process adoption lifecycle you may need to emphasize
certain behaviors over others and that will affect the metrics you select.
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Diminishing Returns
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© 2006 Jupitermedia Corporation
PLAN
Process Improvement
CHECK
DO
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The power of ITIL lies in its systemic
integration of processes areas – not
simply piecemeal adoption
Any single process in isolation will reach
a level of diminishing returns
As Goldratt has taught us, to optimize the
throughput of a system requires
optimization of the system – not just one
area
Continuous improvement requires a systemic
mentality of adoption and continuous
refinement of ITIL’s core processes in Service
Support and Service Delivery along with other
process areas such as Project Management,
Application Development and Security for
which other excellent standards exist
AC T
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Webcast
ITSM:
Title
From Theory to Reality
To truly achieve the goals of ITIL and IT Service
Management requires not just the implementation of
processes but a catalytic cultural change – there
can be no going back
© 2006 Jupitermedia Corporation
Webcast
ITSM:
Title
From Theory to Reality
Thank you!
George Spafford
[email protected]
http://www.spaffordconsulting.com
Daily News Archive
http://www.spaffordconsulting.com/dailynews.html
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Questions?
© 2006 Jupitermedia Corporation
ITSM: From Theory to Reality
Thank you for attending
If you have any further questions, e-mail
[email protected]
© 2006 Jupitermedia Corporation