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Business Case
          For
ITIL Service Desk Tool




                         Presented by
                          David Lutes
 ITIL Foundations Certified
 History
   15 years US Navy – Information/Data Analyst, UNIX
    Systems Engineer
   15 Years IT Leadership – Intuit, Neopost, Esurance,
    Triad Financial (and a few “DOT COMs”)
 Technical background rooted in hardware
  technologies and network architecture
 IT Director @ Triad Financial
   Desktop & Help Desk Support for 1200 end users
   IT Operational support for ~50 business
    applications
   Change Management Process
   Hardware & Network Engineering Support
   Data Center Operations
   Company size (# employees)
   Revenue metrics
   Business focus – (Products, services, etc…)
   Company history/background
   Level of management support/appetite for change
   All about people, process and technology
   Products you reviewed and ultimately selected
Project Objectives

   A fully integrated IT Service Management
    Solution
      Alignment with people, processes and technology to
       improve operational efficiency
      Create a Single Point of contact for all service requests
       across the company (IT, HR, Facilities, Contact Center
       Operations, etc…) – electronic approval capabilities
      Optimize IT Service Delivery through managed workflow
      Improve accountability and visibility of IT service and
       support
    ◦ Modules (2 phases):
      Incident/Service Request Management w/ user Self-
       Service (Ticket/workflow management)
      Problem Management
      Knowledge Management
       (Reduce impact of employee turnover & Tribal
       knowledge)
      Change Management
      Asset & Configuration Management
      Service Level Management (SLAs)
Today’s Objectives
   Show how IT can Add Value:
    ◦ In order to deliver business value IT must:
       Continually improve the quality of service delivery
       Enhance productivity of the business overall
       Contribute to the bottom line
 Share experiences in improving IT maturity
 Provide a different perspective to
  IT management systems
 Display how to maximize your investment in
  any technology
Framework for Success…


  Goal                      Operational Efficiency
                   High Performance - Scalable Organization
                             Increased Availability


                                     Extreme
              Infrastructure       Expectations              Service
 Core                                -------------------
                                                             Request
 Processes     Technology           Better                   -------------------
                 Review           Cross-team               Change Mgmt
                                 Communication

               Technology             People                 Process

              Service Delivery Mindset – EXPECT QUALITY
Core                           (Cultural Change)
Enablers
                IT Standards (Technology & Processes)
Framework for Success…
                paradigm shift

  Goal                          Operational Efficiency
                       High Performance - Scalable Organization
                                 Increased Availability


                                    Align Business & IT priorities
                                             Extreme
 Core          •Cultural
                 Infrastructure
                  Technology
                                  Invest inExpectationstechnology
                                            “business”
                                              -------------------
                                          No “geek speak”
                                                Better
                                                                     Service
                                                                     Request
 Processes                                                           -------------------

             •Adjustment
                    Review                No “sacred cows”
                                            Cross-team
                                         Communication
                                                No “turf”
                                                                   Change Mgmt

                    Technology                People                       Process

                   Service Delivery Mindset – EXPECT QUALITY
Core                                  (Cultural Change)
Enablers
                     IT Standards (Technology & Processes)
Centralized Service



          Core Processes

                Understand
            1    Service
 Each            Offering         Great
Support             Build       End-To-End
            2    Customer
 Group          Relationships    Customer
                  Deliver
                                Experience
            3     Quality
                  Service
Examples of IT Business Problems We Solved      ( your results
    may vary)




 Integrated, centralized issue tracking
 Accountability & efficiency in Service Delivery
 New hire/termination processing
 Centralized IT documentation repository
 Technology/application escalation handling
 Work order process management
 IT services catalog – What does IT do?
  In business terms
  Can be “ordered”
  Understanding real costs
Key Deliverables

   Define mission for each IT group
    ◦ Map workflow process
    ◦ Review escalation process
      Identify business impact of service outage
      Identify business owners
    ◦ Inventory & understand systems and
      applications
   Make Metrics a priority (reuse cliché
    acronyms)
    ◦ Key Performance Indicators (KPI)
    ◦ Key Success Factors (KSF)
    ◦ Better defined Service Level expectations (SLAs)
   Focus on business relevant
    communications
    ◦ Quality reporting
      Consistency
      Credibility
      Usability/Relevance to the audience
Why is this working?

 ITIL Implementation without evangelizing ITIL
  ITIL focus and nomenclature put our team on the same playing field -
   allowed us to implement in sections with a common protocol for
   discussions/issue resolution
 Flexible interface that you can customize and
  add onto (new modules, tabs, screens)
 Back end design interface allows form, action
  and data handling customization
 Business rules/BPML workflow engines – the
  sky is the limit on automation
 Common backend DB (we chose Microsoft SQL)
  allows plugging in other applications/systems
  easily
  Will tie this into our Enterprise Data Warehouse service offerings
…What We Didn’t Expect

 Frontrange ITSM proved to be a *very* flexible
  framework we could expand upon to solve
  complex IT business alignment issues
 End result was not 100% intentional…we
  learned as we went
   Implementation workshops
   Training
 Discovered there was a lot we could do and the
  more time we pour into it, the more return on
  our investment we get
Lessons Learned
 Executive Sponsorship is key
 Take the utilitarian approach - understand what you
  are solving
 Development of an appropriate communication plan
  for the Stakeholders
 In person review meetings during implementation
  with Project Manager, Stakeholders and
  implementation team
 Encourage team participation in ideas on
  improvement
 Organizationally structured implementation team
  with specific defined roles and responsibilities and
  proper escalation procedures
 Project Management Office – Implementation
  Management tracking and ensuring accountability
 Don’t skimp on professional assistance & training
Questions?

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Itil service desk business case

  • 1. Business Case For ITIL Service Desk Tool Presented by David Lutes
  • 2.  ITIL Foundations Certified  History  15 years US Navy – Information/Data Analyst, UNIX Systems Engineer  15 Years IT Leadership – Intuit, Neopost, Esurance, Triad Financial (and a few “DOT COMs”)  Technical background rooted in hardware technologies and network architecture  IT Director @ Triad Financial  Desktop & Help Desk Support for 1200 end users  IT Operational support for ~50 business applications  Change Management Process  Hardware & Network Engineering Support  Data Center Operations
  • 3. Company size (# employees)  Revenue metrics  Business focus – (Products, services, etc…)  Company history/background  Level of management support/appetite for change  All about people, process and technology  Products you reviewed and ultimately selected
  • 4. Project Objectives  A fully integrated IT Service Management Solution  Alignment with people, processes and technology to improve operational efficiency  Create a Single Point of contact for all service requests across the company (IT, HR, Facilities, Contact Center Operations, etc…) – electronic approval capabilities  Optimize IT Service Delivery through managed workflow  Improve accountability and visibility of IT service and support ◦ Modules (2 phases):  Incident/Service Request Management w/ user Self- Service (Ticket/workflow management)  Problem Management  Knowledge Management (Reduce impact of employee turnover & Tribal knowledge)  Change Management  Asset & Configuration Management  Service Level Management (SLAs)
  • 5. Today’s Objectives  Show how IT can Add Value: ◦ In order to deliver business value IT must:  Continually improve the quality of service delivery  Enhance productivity of the business overall  Contribute to the bottom line  Share experiences in improving IT maturity  Provide a different perspective to IT management systems  Display how to maximize your investment in any technology
  • 6. Framework for Success… Goal Operational Efficiency High Performance - Scalable Organization Increased Availability Extreme Infrastructure Expectations Service Core ------------------- Request Processes Technology Better ------------------- Review Cross-team Change Mgmt Communication Technology People Process Service Delivery Mindset – EXPECT QUALITY Core (Cultural Change) Enablers IT Standards (Technology & Processes)
  • 7. Framework for Success… paradigm shift Goal Operational Efficiency High Performance - Scalable Organization Increased Availability Align Business & IT priorities Extreme Core •Cultural Infrastructure Technology Invest inExpectationstechnology “business” ------------------- No “geek speak” Better Service Request Processes ------------------- •Adjustment Review No “sacred cows” Cross-team Communication No “turf” Change Mgmt Technology People Process Service Delivery Mindset – EXPECT QUALITY Core (Cultural Change) Enablers IT Standards (Technology & Processes)
  • 8. Centralized Service Core Processes Understand 1 Service Each Offering Great Support Build End-To-End 2 Customer Group Relationships Customer Deliver Experience 3 Quality Service
  • 9. Examples of IT Business Problems We Solved ( your results may vary)  Integrated, centralized issue tracking  Accountability & efficiency in Service Delivery  New hire/termination processing  Centralized IT documentation repository  Technology/application escalation handling  Work order process management  IT services catalog – What does IT do?  In business terms  Can be “ordered”  Understanding real costs
  • 10. Key Deliverables  Define mission for each IT group ◦ Map workflow process ◦ Review escalation process  Identify business impact of service outage  Identify business owners ◦ Inventory & understand systems and applications  Make Metrics a priority (reuse cliché acronyms) ◦ Key Performance Indicators (KPI) ◦ Key Success Factors (KSF) ◦ Better defined Service Level expectations (SLAs)  Focus on business relevant communications ◦ Quality reporting  Consistency  Credibility  Usability/Relevance to the audience
  • 11. Why is this working?  ITIL Implementation without evangelizing ITIL  ITIL focus and nomenclature put our team on the same playing field - allowed us to implement in sections with a common protocol for discussions/issue resolution  Flexible interface that you can customize and add onto (new modules, tabs, screens)  Back end design interface allows form, action and data handling customization  Business rules/BPML workflow engines – the sky is the limit on automation  Common backend DB (we chose Microsoft SQL) allows plugging in other applications/systems easily  Will tie this into our Enterprise Data Warehouse service offerings
  • 12. …What We Didn’t Expect  Frontrange ITSM proved to be a *very* flexible framework we could expand upon to solve complex IT business alignment issues  End result was not 100% intentional…we learned as we went  Implementation workshops  Training  Discovered there was a lot we could do and the more time we pour into it, the more return on our investment we get
  • 13. Lessons Learned  Executive Sponsorship is key  Take the utilitarian approach - understand what you are solving  Development of an appropriate communication plan for the Stakeholders  In person review meetings during implementation with Project Manager, Stakeholders and implementation team  Encourage team participation in ideas on improvement  Organizationally structured implementation team with specific defined roles and responsibilities and proper escalation procedures  Project Management Office – Implementation Management tracking and ensuring accountability  Don’t skimp on professional assistance & training