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Itsmf successful itsm transformation v 1 - 28-11-2013
1. Successful ITSM
Transformation
Using EA & Kotter’s 8 step
Process for Organisation Change
Management
Sukumar Daniel
Managing Consultant,
Action Research Foundation
itSMF India Conference, Bangalore, 2013
2. Need for Stability in a Changing World
BACK GROUND
2
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3. ICT in times of Economic Turmoil
Changing Needs
Enterprises are seeking to leverage Information and
Communication Technologies to support and enhance their
ability to survive, compete and grow in a depressed and
uncertain environment.
Organizations are struggling with costly, fixed, ageing application
and infrastructure portfolios that limit or prevent them from
responding to changing and volatile business conditions.
The challenge for the CIO is to navigate this turmoil today, while
also building a foundation for success tomorrow. Current
economic realities are driving changes to enterprise priorities,
which in turn, are driving changes to the CIO’s IT priorities.
To survive and thrive in this uncertain economy,
organizations are re-prioritising their IT programs and
projects and leveraging service management best
practices with an automation layer.
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3
4. Is it really true that 95% of ITIL
projects don’t deliver on promise?
My interest lies in
While there is no
figuring out what
formal data available,
organisations in the 5 %
discussions on Linked
are in quote anywhere
doing to get
success.. to 65%
from 95
4
5. Issues that impact success
Lack of clarity in Objectives
No clarity of the End State and its impact
Not connected to Customer Outcomes
Not managed as an organisation Change initiative
Focus on Maturity Gap Analysis
Not connected to real world problems
Mono Focus on Process – ITIL Implementation
Mono Focus on Tools – Replace existing tools as it does not
meet needs
Not including operational staff in design and development of the
ITSMS
Excluding Vendors from the scope
Not focused on establishing PDCA in the DNA of the IT SMS
Strengthening Technology Silos instead of building
Supply Chains (end to end SOA)
5
6. Need of the Hour – Paradigm Shift
To IT Service Management
From Technology Management
FlexModeIP
SOA
Framework
Before
After
6
7. Service Management 101 - Quality
is the Customers Perception!
What is the Best Car in the World?
Could depend on any of the following!
How does it Look?
How fast does it go?
How Spacious is it?
How much does it cost to run?
How often does it need repair?
What does your wife / Girlfriend / Neighbor think
about it?
7
Course Ref: ARF-PITSMTITSM10102 V1.0
8. What is the True Measure of Car
Quality for a Customer?
What is the Best Car in the World?
What do you think is the official Global
Hurrah Japan
Guess Which a Car?
Measure of the Quality of Car !
Manufacturer has
It’s Lowestevery
The Toyota
been winning,
Can you Guess Which Car Company Makes it?
Number of
year, for many
Unscheduled Visits
years?
It is only one Sentence………………..
to the Service
Station
A Clue
8
Course Ref: ARF-PITSMTITSM10102 V1.0
9. What is the best Measure of IT
Service Quality for a Customer?
What does the IT Service Customer
(End User) Really want?
Quick Response to
How and the
Requestscan we
It should be a Single Sentence similar to the
achieve
Least Number of
Global Car Quality Measure this
Trouble tickets in a
practically?
running Service!
9
Course Ref: ARF-PITSMTITSM10102 V1.0
10. Toyota’s Secret Success Formula
Kaizen
Continual
Improvement
In The
Kanban
In the Shop Floor
10
11. PDCA – Its not about where you
are today, Its about where you
want to be tomorrow!
ISO 20000 ISMS Standard has the PDCA embedded in its DNA
11
12. Architecture Makes the Difference
CUSTOM BUILDING YOUR IT
SMS SOA FRAMEWORK
USING FLEXMODE
12
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13. Enterprise = objectives, Strategies,
Supply Chains & Measurement
Objectives
Met?
An Enterprise is started
The Operations Engine consists of a
by one or more
supply chainpeople
of service
with an objective (for
management systems using
making Profit?)
business process chains supported
by an ICT automation layer
strategies to
reach the objectives
are then created
Strategies are converted
by an ICT Enabled
Supply Chain Operating
System consisting of
People, Processes,
Products and
Partnerships to provide
Means to reach
Objectives
Feedback for Strategy
13
and OS Improvement
14. What are Supply Chain Service
Management Systems?
4 Dimensions of IT SMS
People & Roles
Policies & Processes
Partners
Automation Layer Tools – Application Software
specific to the Management System
Other Management Systems
•
•
Finance Management System
Purchase Management System
•
•
Customer Relations
Management System
Inventory management system
14
15. Can you build this without using
Architectural principles?
15
16. How does an Architect Convert
your Dreams into a House?
First the Dream
Then Discussions
Then The Architects
Sketch
Then Engineering
Specifications
Layer 1
Layer 2
The Final Outcome
Then Technician
Builders
Layer 3
Layer 4
Layer 6
The Result
Layer 5
16
17. Architectural Principles for constructing
Executive Perspective
your IT SMS SOA Framework
Scope Contexts
Business Concepts
Architects Perspective
Roles & Perspectives
Technician Perspective
System Logic
IT Group Perspective
Abstraction Layers
Business Mgmt Pers
Engineer Perspective
Tool Components
Operations
Instances
Technology Physics
17
18. Architects use Standards and
Specifications (for IT SMS)
Successful Implementation depends on how you use
your common sense to create Policies, Processes
and Procedures and Manage them to meet the unique
requirement of your enterprise and not ISO or ITIL
18
19. FlexModeIP Method Framework
International
Standards &
Knowledge Bases
Methodology
Business
Objectives
Knowledge
Bases
Action Research to
Establish a Baseline and
Operate PDCA Cycle to
keep moving to the next
Baseline
Architecture and Process
embedded in ITSM Application
used to establish a
Baseline Foundation
Stability in
a Changing
World
Improving Capability Maturity
Architecture Driven Service
Oriented Process Approach to
culture Change
A world In turmoil of Change
19
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20. FlexModeIP Next Generation, Custom Built IT Service Management
System Transformation Solutions Offering
DRIVING THE
ESTABLISHMENT OF THE
FIRST BASELINE
20
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21. The FlexModeIP Transformation Process
Life Cycle Basis
Source: Kotter’s Framework
R
e
s
e
a
r
c
h
A
c
t
i
o
n
Establish a sense of urgency
Create the guiding coalition
Develop a Vision and Strategy
Communicate the Change Vision
Empower employees for broad-based
action
Generate short-term wins
Consolidate gains and produce more
change
Anchor new approaches in the culture
21
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22. 1. Creating a Sense of Urgency
Finding the Right Cause
There is always an underlying aspect that
everyone knows about
It is mostly connected with something the
business is doing
It could also be connected to a series of
disasters
It could be connected to poor relationships that
the CIO is having with his peers in the business
22
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23. 2. Creating the Guiding Coalition
SOM Tools Group
Technical Support
Service Desks
SDM
Governance - HPD
Module
SPOC
Service
SPOC
Q Group
Technical Support
EUS Support
Groups
SDM
Service Quality
Monitoring Group
Service
SPOC
Service
Facilitator
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Application
Support Groups
SDM
Service
SPOC
Module
SPOC
Module
SPOC
Change
Management
Group
Problem
Management
Group
Service
SPOC
Infrastructure
Support Groups
SDM
Change is usually easier to achieve when those affected by the change are involved
24. 3. Develop the Vision and Strategy
A journey without a
destination is just
wandering
“If you don’t know where
you are going, you will end
up some place else” –
Campbell.
24
25. Outcome Planning Wheel –
4+1 Questions
3. What are
the Specific
Criteria of
Success?
5. What
will you do
to ensure
success
4. What or
who can
confirm these
changes?
1. What
Business needs
will be met?
2. What will
executive
leaders and
their Reportees
do differently?
25
Source: 7 Disciplines of Breakthrough Learning
26. 4. Communicate Change Vision
Enterprise
SOA Service
Modeler
Your Existing or New
Service Management
System and Apps
Enterprise SOA
Analyser
Data Warehouse and
Miner
Continual Improvement
26
27. ITSM Service Delivery Model
Service Oriented Management Architecture
Enterprise Business Organisation
Customer Side
Distribution
Marketting
Business
Area
Business
Area
Business
Area
Locations
Locations
Purchasing
Finance
Locations
Locations
The Service Desk – Single Point of Contact for IT users
CIO’s Organisation/s – IT Service Provider/s to the Enterprise
Application Services Marts
Supply Side
L1
Service Channel
App Supplier
Infra Supplier
Process support
A
p
p
S
r
v
A
p
p
S
r
v
A
p
p
S
r
v
End User Services Marts
App Supplier
Infra Supplier
Process support
L2
L3
Service Channel
App Supplier
Infra Supplier
Process support
Shared Network Infra
Shared DC Infrastructure
D
e
s
k
T
o
p
Infrastructure Services Marts
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E
M
a
I
L
O
f
f
A
u
t
o
App Supplier
L1
L2
Infra Supplier
L3
Process support
27
28. Service Supply Chain – What, How, When, Who, Where & Why
SLA
Contact Center
Business Service
OLA
App Support
Service Owner
OLA
Network Services
DC Infra Services
Fire Wall
AMC
3rd Party Support
Asset Management
MS Server OS MS Outlook
Server
WAN
Email Service
End User
Outlook Client
& Local Mailbox
LAN
MS SQL
Server
On Line SD
Network Equipment
Providers
WAN Providers
Anti Virus &
Mentoring
Server Clusters
Shared Storage
MS IIS
Server
Spam
Filter
24 Hour Ops.
Off Line SD
UPC
DSS Application
Support
Network Support
Hardware Vendors
DSS Vendors
L1 Support
Server Support
L2 Support
L3 Support
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Asset Manager
28
L3 Support
L4 Vendors
29. Service Marts - Lessons from how
Supermarkets are organised
Departments have Aisles
Containing Products
Departments
Food
Music Instruments
Clothes
Course Ref: ARF-PITSMTITSM10102 V1.0
29
30. FlexModeIP IT Services Mart
Concept
Supermarket for
IT Services
Corporate IT Service Super Market
Department = Mart
IT Service marts
IT Service marts
Services
Services
Services
Services
Services
Services
Services
Services
Services
Course Ref: ARF-PITSMTITSM10102 V1.0
IT Service Channels
Services
Services
IT Service Channels
Services
IT Service Channels
IT Service Channels
Aisle = Service Channel
Services
Services
Product = Services
Services
Services
30
31. An Integrated framework for Incident
Classification and Resolution Categorisation
Classification Captures User
Details and Symptom Experienced
or Service Request of the caller
(End User)
Resolution
Action
Local Area Network
Replaced
Mother Board
Replaced Cable
Replaced
Network Card
Changed Connector
Cables
Wide Area Network
Re Booted Switch
Closure Action
Fire Wall
Cables
Replaced Cable
Network Card
Changed Connector
Web Server
Replaced Switch
Switch
WAN Component
End to End Service Map –
MS Outlook Email Service
Corrected Profile Setting
Database Server
Re-Created Profile
Exchange Server
Outlook Client Profile
Outlook Client
Incoming Call Classification
• Identifies the Source Business Organisation of the
Caller
• Identifies the Business Area within the Business
Organisation
• Identifies the IT Service Channel Owning the Service
pertaining to the call
• Identifies the Service Pertaining to the call
• Identifies the Symptom that the Caller is experiencing
Point of Failure
Incident Resolution Data Capture
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Component of
Point of Failure
31
32. 5. Empower Employees for
Broad-based action
SOM Tools Group
Technical Support
Service Desks
SDM
Governance - HPD
Module
SPOC
Service
SPOC
Q Group
Technical Support
EUS Support
Groups
SDM
Service Quality
Monitoring Group
Service
SPOC
Service
Facilitator
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Application
Support Groups
SDM
Service
SPOC
Module
SPOC
Module
SPOC
Change
Management
Group
Problem
Management
Group
Service
SPOC
Infrastructure
Support Groups
SDM
Change is usually easier to achieve when those affected by the change are involved
33. FlexModeIP Template – Globally
Converged Service Inventory – journey
through the abstraction layers
Zachman’s Abstraction Layers
Scope Contexts Row –
Identified by the IT
organisation Column.
Business Concepts Row –
Identified by Service Channel
(Supply Chain) Column.
System Logic Row – Identified by
IT Organisation, Service Channel,
Service, Symptom, Logical CI, CI
Component, Resolution Action
Technology Physics – Identified
by the Symptoms Column along
with the Resolution Framework
33
34. Updated in SMS Automation Layer as
Foundation Data – Component Assemblies
and Operations Classes
Zachman’s Abstraction Layers
Component Assemblies –
Foundation Data
Configured in Remedy
Service Desk
Operations Classes –
Incident Management
and Problem
Management Modules
34
35. Front Office – User Portal,
Back Office – Engineer Portal
35
36. 6. Generate Short Term wins
End User Services
Weekly Incident Trend
is growing at the
Service Desk
39. 8. Anchor New approaches in the Culture
Identification of Top 3 Issues with a Service for Improvement
Resolution Framework
Classification Framework
Incident Rank - Service Channel
Select
Business /
Country
View
Service
Channel
Incident Rank - Closing Action
Performed on Component
Extract
Sample
Data for
RCA
100
80
60
80
Select
Component
View Actions
60
40
40
20
20
0
Srv Chn 1
Srv Chn 2
INC Count
0
Srv Chn 3
Application
SR Count
Incident Rank -IR for Services In
Channel
Select
Service
Channel View
Service IR
DB Srvr
Incident Rank - Logical CI from
Service
80
60
60
40
40
20
Select Logical
CI View
Component
80
20
0
Service 1
Service 2
0
Service 3
Module 1
IR / SR Count
Module 2
Module 2
IR / SR Count
Incident Rank - Symptoms in Service
Select
Service
View
Symptoms
App Srvr
IR / SR Count
Incident Rank - Logical CI from
Service
80
80
60
Select Service or
Symptom View
Logical CI
60
40
40
20
20
0
Symptom 1
Symptom 2
Symptom 3
0
Application
IR / SR Count
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App Srvr
IR / SR Count
DB Srvr
39
40. Key Success Factors
Continual Sponsorship from executive management for
instantiating programs to manage multiple, simultaneous,
Iterative, projects; operated as “Transformation and Change
Initiatives” that impact all four dimensions of People,
Processes, Tools and Partnerships.
Actively creating and promoting collaborative
relationships for sharing responsibilities between the
personnel in service supply chains; operating Business
Process , the IT Service Delivery and the 3rd Party Service
Providers.
Organisational policy and personal performance target
reviews which motivate and encourage collaborative
working between all groups operating the supply chain.
40
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41. Key Success Factors
Adopting automation assisted approaches to manage
SDLC and its integration with Service Management Systems
across the end-to-end Supply Chain, using Enterprise
Architecture and SOA Principles for building the IT SMS.
Effective use of available and evolving technologies to
create, access, analyse and improve performance and
quality measures by establishing a single source of truth,
Business Intelligence, data warehouse, to iteratively improve
the Service Management System’s capabilities
Effective Governance by Business, IT Service
Management and 3rd Party Managed Service Provider
Executives.
41
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43. A case study from a real life FlexMode Project
ANNEXURE 1 – PRACTICING
CONTINUAL SERVICE
IMPROVEMENT
43
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44. Traditional Management Silo Performance
Monitoring – Wintel Support Group
Wintel Services Support
Group Weekly Incident
Ticket Trend is Declining
The Kitchen
45. New Paradigm – Customer Outcome as
basis (Contacts at the Service Desk)
End User Services
Weekly Incident Trend
is growing at the
Service Desk
46. Customer Contact issues at Service Desk
for End User Services
End User
Services, Service
Channel Top 3
Issues
47. 1 in 3 end user has called in with a Desktop
Software Issue
MS Outlook and Citrix Services are
the biggest sources of Incidents
and impact the whole organisation
Veg & Meat Cutting
48. The Technology Silo (Support Group)
resolves an insignificant number of DS
Incidents
Who is Responsible for
reducing End User
Calls in the Citrix
Service?
Veg & Meat Cutting
Resolved by L1
Service Desk
Resolved by L3 Wintel
Support Group
49. IT Service Management System
Transformation
The Required Paradigm Shift in Culture
To IT Service Management
From Technology Management
Let's See What
Can Happen
FlexMode
SOA Framework
When the
Paradigm Shifts
IP
Before
After
50. Effectiveness of Boundary Less Behavior !
L1, L2 & L3 work together to operate the problem
management process, perform root cause analysis, create
a change and eliminate one of the underlying causes of
Incident Generation
Application Not Responding
(53%)
Network Latency
High Load on The System
(15%)
Idle Sessions
Citrix Server
Disconnected Sessions
Specific App Server
Time out values changed
from 3 hours to 30 min
Specific Database Server
CR# CM010043
CR# CM012084
CR# CM014181 raised to cover
remaining servers
ACTION – reduce Time out
from 3 hours to 30 minutes.
Increase in concurrent
Sessions
Unable to
launch
application
User Error
Client
Configuration
Client Issues
(32%)
Primary Root Cause -Time out Value
Parameter High leading the symptom
of unable to launch application
52. Case Studies
PROOF OF THE PUDDING IS IN
THE EATING
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52
53.
“Sukumar has been a great to work with.
His passion to drive change at the
Organisation level was amazing. He was
able to cut thro' all layers of Management
and get the buy-in from the people. He was
able to get the organisation adopt a stepchange approach to ITSM initiative and
steer the organisation strategy to align to
the new paradigm of Continual
improvement and Problem Management”
August 28, 2011, Clement C Jayakumar,
Intellectual Property of Action Research Foundation
Head Quality Tesco HSC.
Played the Role of Head People
Stream of the Change Initiative
Created the Integrated SDLC - ITSM
SOA Architecture for UK operations
and Scaled it to 18 Countries in 2
years
Produced and Mapped 250 Services
on an end to end basis in the using
custom built SOA framework tailored
using FlexMode, Configured and
released, Incident, Change and
Problem on ICCM tool set.
Created Transformational Metrics
reporting delivering complete
transparency of quality of service
across the enterprise and
Embedded Continual Improvement in
the DNA of the Operating Model, by
impacting Management Review
53
Agenda and tracking methods.
54.
Strategic Drivers
Build the People – Process – Tool – Partnership relationships and IT Service management architectures
required for establishing a converged global model and for transitioning from multiple IT service provider
entities into a single entity; with most services, converged into and supported out of HSC Bangalore.
Operational Drivers
Improve IT Service Delivery to Tesco IT Users.
Replace multiple ITSM tools with a BPM driven process management tool and establish best practices (ITIL
and ISO 20000).
Build a Tesco Operating Model that will first be adopted by the UK based Businesses and then scaled up to a
global model.
Transform Ways of working from managing technology to participating in a Service Supply Chain on an end to
end Basis.
Change the focus on meeting Service level Agreements to a focus on providing effective resolutions within
agreed timelines.
Embed the continual improvement cycle of PDCA in the DNA of the way staff provide and support IT services
to Tesco Customers
Uniform operating model across all service support groups, building portability and flexibility for staff working in
Tesco
Executive management Drivers
Provide transparency into the quality of IT Services provided to multiple business groups across the Tesco
landscape
Provide mechanisms to establish monitor and report on various performance criteria required for effective IT
service management.
Provide mechanisms to identify and mount Service Improvement Programs to continually improve the
effectiveness and quality of services provided to Tesco IT users.
54
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55.
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Used Enterprise Architecture Principles
to create and embed a Service Oriented
Architecture Framework using the BMC
Remedy Suite of Applications
“I would like to recommend Sukumar
Daniel - the chief architect for our
ITSM/Remedy program. Apart from his
high calibre technical skills, he has
great drive and teamwork abilities. He
also has a very amiable personality
behind a juggernaut temperament on
project execution.”
Probir Mitra, CIO, Tata Motors Ltd.
FlexMode Based Program to Establish
the IT Service Management System,
operated by the CIO in a fully
outsourced IT Service Delivery Regime.
Achieved 1st Baseline of the SOA
transcription in 30 Calendar Days
Established collaboration between 3rd
party Service Providers for Application
and Infrastructure Support across the
Service Supply Chain on an End to End
Basis.
Achieved visible and measurable
improvement in capability to effectively
manage the outsourced Service
Providers while optimising costs in a
measurable and verifiable manner.
55
56.
Generated measurable real cost savings and demonstrated ROI by
Created the Business and Technical service catalogues and integrated the same for
tracking and managing service levels provided by multiple service providers and
configured the same into Remedy.
Established End User Self Help by publishing the Remedy Web console, managed the
development of Video based communication and personally authored all end user
communication, including Mail Responses, notifications, IVR Script, Release
Announcements, etc.
Designed, configured and established Remedy based Incident Management process for
managing service restoration. Consolidated more than 20 help desks across the country
into a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contact
for all IT services.
Creating End to End Transparency of the IT Services for End User Services, SAP ERP
Application Services for Supply Chain Management and Other Applications across
multiple 3rd Party Service Providers with differing Underpinning Contract related Targets.
Embedding SOX IT General Controls into the Incident and Change Management
Processes using out of the box BMC Features to track the Change from the generation
of a Change Request through to Post Release Validation.
Achieved measurable reduction in effort and Time required by both Assessors and
Technical Staff to organise and preserve documentary evidence required to demonstrate
controls required by Statutory requirements of SOX
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57.
Established a Service Oriented Framework for IT Service Management
Created a Data Mining Tool using 3rd Party Presentation and Analysis Tools which
were generated from a single source of Truth in the Remedy Data bases and used for
Supplier Management Process Activities
Closely coordinated with CIO Service Level Managers to rationalize SLA and establish
Service Provider Underpinning contracts.
Created capability for both Transactional and Transformational Metrics being available
on Demand.
Automated all service reporting activities with Drill Down features for Improvement
Opportunity Identification and mounting Service Improvement Projects and Confirming
Effectiveness
Created the Automation Layer for Billing of Managed Infrastructure
Services from IBM.
Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset
Register using Discovery Based Automated using CCM and establishing the Golden
Database for use in Invoicing for Managed Services.
Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessment
across geographies while enhancing quality of data resulting in stress free billing and
invoice approvals for Pay By Use IT Infrastructure.
57
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58.
Designed the configuration management processes and Re-Engineered the End
User IT Asset Management. Designed and implemented a project to change the Host
Name, of more than 11000 computers, as per a standard Mask across 80 sites,
Automated the creation and maintenance of Asset Registers that provided details
required for managing Vendor Owned assets deployed for a monthly fee and
refreshed on a four year cycle. Established capability to provide cost centre based
costing.
Designed the automated Infrastructure event Monitoring and management processes
and project managed the Tivoli-BMC interfacing and created base lines of Business
Service management Architecture in the CMDB using Automated Discovery.
Designed the Metrics based Review processes and provided the Measurement
Methodologies, templates, graphical expressions for extracting the same from
Remedy.
Instrumental role in establishing mechanisms to transform from reactive
management to proactive management of IT services.
Architected the Transition of ITSM services from Ford Infrastructure to the Jaguar
Land Rover Infrastructure
“Sukumar is an expert in IT Service Management. He has helped us define what we
need to do to integrate people, processes, technology and partners into provide a
best in class IT Services function within an advanced engineering
company.” October 9, 2009, Andy Fleming, IT Process and Controls Manager,
58
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Jaguar Land Rover Ltd
59. “I worked with Sukumar to restructure the
IT processes by using the ISO 20000
framework and to improve the usage of
Remedy as a supporting tool. He has
been very instrumental in finding and
explaining the right standard for our
organisation and also due to his drive,
enthusiastic nature he managed to get
many people involved and to follow the
path he designed. The ISO 20000
programme was managed by him. Today
we are reaping the benefits of all these
efforts. I enjoyed working with him and
wish him all the best."
Johan De Wit, Head of IT Governance
and Project Portfolio Management, ING
Bank, Netherlands.
Intellectual Property of Action Research Foundation
Joint Chairman of the IT Change
Management Committee and Senior
Advisory to the ISO 20K Project for
establishing a Process oriented
organization.
Transformed the CIO organisation to take
its rightful role in enabling ING
international to meet their business
objectives for India. October 2005 to June
2007
Developed and Deployed the FlexMode
framework V1.0 for aligning IT with
business in a secure and managed
outsourced environment using BMC 7.0
for the first time in India.
Provided a Service Oriented Architecture
for the CIOE Management Framework
and Project Managed BMC Remedy ITSM
Suite implementation using lean rapid
deployment methods.
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60.
Establish a COE for IT Service Management which will oversee the establishment of
an IT Service Management System required for transforming current Corporate
Internal IT services organisation into a Shared Services Configuration compliant to the
requirement of ISO 20000 International Standard for Service Management.
Establishing a Governance Structure for the effective implementation of an efficient
and effective IT Service Management System to meet strategic objectives of
Corporate IT
Ensuring that process Automation layer effectively embeds processes and provides
Management Information required for establishing management control and
continually improving customer outcomes
Ensures that Architectural Principles are Identified and deployed to put in place a
Service Oriented Architecture Framework for the ITSM to transform from Technology
Focus to a Service Oriented Focus.
Creating policies to meet strategic needs when the ITSMS is scaled up to cover
multiple locations across the globe especially in the areas of Service Level
Management, Prioritisation, Tracking across Geographically and technically diverse
support groups and organisation.
Establishing capabilities required for corporate IT to become an Independent Shared
Services Provider to the enterprise globally
To do the above using the principles and methodology outlined in the FlexModeIP
paradigm shift framework for IT Service Management Systems
Intellectual Property of Action Research Foundation
Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMS
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Business and IT Service Management executives are beginning to understand the need to change “ways of working” in the way IT services are delivered and managed. However, many are skeptical as they have seen initiatives to implement ITIL and other such frameworks or tools, fail to deliver on promises, despite high levels of commitment and incurring related expenses.The failure factors are many; however the primary root cause seems to be a mono focus on either Processes or technology tool and the ensuing treatment of these initiatives like any normal project for implementing something and have a definite beginning and ending. IT Service Management on the other hand is a way of life; it is a framework for management and needs to be implemented in a sustainable and extensible manner and moved from development to sustenance the way any business process is established.A continual improvement engine will be a visible and integral part of the DNA of an organization that follows the principles of IT service Management.
Do not explain the triangle diagram, it is coming laterStress on the Common Sense part, the knowledge and standards are one thing. But remember that a Steam Shovel should not be used where a Spade is required.Cant Change every thing in one go, need to climb a ladder step by step.
This is a common feature of the Technology Pillar based reporting. The service desk wishes to console the management that it is performing all its roles well and restoring services and full filling service requests within agreed targets.This kind of weekly or monthly review focus on what it considers as performance and quality measures but these measures are inward looking and its very likely that they are always going manage to meet the targets and show green.Taking the service oriented view and applying principles of Customer Value outcome future, we need to process the data a bit differently, look at the example given above. The Weekly report effectively hid this story about why customers were calling.The chart above shows an increasing trend in incident reports at the service desk for End-user Desktop Services. Now Desktop Services though they may not be as exotic as Big Data Analysis in the company plays a very vital and pivotal role in the supply chain. If everything else in IT works very well but the Desktop or Laptop or other personal computing infrastructure and software are not working, the business process is going to be impacted big time and in many cases the business is not able to transact sales or other income generating processes.What we see is a sudden big increase in calls to the service desk. While this picture looks simple, remember it is an extract of the mass of data, for a specific service channel over a specific period of time. To be able to do this for all services across the enterprise a Service Oriented Framework is required.One interesting aspect of this story is that these analysis were undertaken by the Action Research Project Team, using the Automation layer for which they had provided Foundation Data for configuring the SOA. The next slide shows the technical support group which has the primary ownership of both software and hardware configuration and support services. It is intresting to note what happens when they are internally focused as well.
Wow…. Its moving lower and has crossed the previous low and still headed down….This is what we mean by the term Paradigm Shift from Technology to a Service Oriented Management which delivers Valuable Customer Outcomes
The Internal focus of the Wintel Technical Support Group that owns and supports all business End User Personal Computing requirements, shows them taking specific action to reduce their call load and have demonstrated substantial reductions in their Incident Occurrence Profile, See Slide Above.Everything seems good and both the line management and the executive management of the technology pillars are very happy and proud of the achievements and the well-deserved award.Action Research goes deeper than this……They want to know what are the reasons for this wonderful achievement, is it really possible to provide a Data Trail for this reduction?The next slide provides a clear insight on what has happened and where the reductions were realised from.We must not forget our previous slide however, that shows that Incidents faced by Business Process Operators, stemming from their core personal computing devices is very volatile and substantially higher than in the previous periods.These reports are pointing away from each other. The technical group is showing a dramatic reduction in Incidents, while the customer facing group is witnessing a growing number of calls for their core services which impact all other IT services.So the first step in the mystery is to understand why the reduction in the Wintel Group Incident Trend is not reflecting in the Customer Contact for Personal Computing Trend which is showing exactly the opposite growth.
This is a common feature of the Technology Pillar based reporting. The service desk wishes to console the management that it is performing all its roles well and restoring services and full filling service requests within agreed targets.This kind of weekly or monthly review focus on what it considers as performance and quality measures but these measures are inward looking and its very likely that they are always going manage to meet the targets and show green.Taking the service oriented view and applying principles of Customer Value outcome future, we need to process the data a bit differently, look at the example given above. The Weekly report effectively hid this story about why customers were calling.The chart above shows an increasing trend in incident reports at the service desk for End-user Desktop Services. Now Desktop Services though they may not be as exotic as Big Data Analysis in the company plays a very vital and pivotal role in the supply chain. If everything else in IT works very well but the Desktop or Laptop or other personal computing infrastructure and software are not working, the business process is going to be impacted big time and in many cases the business is not able to transact sales or other income generating processes.What we see is a sudden big increase in calls to the service desk. While this picture looks simple, remember it is an extract of the mass of data, for a specific service channel over a specific period of time. To be able to do this for all services across the enterprise a Service Oriented Framework is required.One interesting aspect of this story is that these analysis were undertaken by the Action Research Project Team, using the Automation layer for which they had provided Foundation Data for configuring the SOA. The next slide shows the technical support group which has the primary ownership of both software and hardware configuration and support services. It is intresting to note what happens when they are internally focused as well.
The trends have done their Job, they have raised a question that is critical to answer? Trends and Pateros are like Movies and Still Photos. Trends show the Dynamics While a Pareto captures a picture of a Static State for a given position, or range of positions, on the trend.To help us to get to the bottom of this mystery, lets break up both diagrams using a Pareto Chart to count the reasons why people are calling the Desk. This picture extracts data for the period and filters the tickets which were related to the End User Support Service Channel owned by the Wintel Services Group. Again the SOA embedded into the Foundation Data Configuration like the CTI of Remedy, enable the researcher to use drill down features.It shows the top three causes for Customer Contact being.Desktop SoftwareDesktop HardwareCall not CompletedTo focus our study we will rule out the desktop Hardware, the second highest, as Laptop and Desktop Equipment are supported by another 3rd Party Vendor. Call not Completed is a Service Desk Management Internal Issue. Desktop Software on the other hand is owned and supported by the Wintel Group. Let us now look at their Pareto.
The above Pareto is now drawn by breaking down the Desktop Software Channel Ticket count into the next level by counting the Services for which the Customers called the Service desk.We find the top 3 services for which customers keep calling, in fact one in three customers have called for the Service channel during this period.Top 3 Services for Incident ContactMS Outlook E Mail ServicesCitrix Virtual Desktop ServicesInternet ExplorerProjects were done for the first two during the program, this story however is about the Citrix Virtual Desktop Services.Somebody here is doing the same thing again and again. Customers are calling saying that their Citrix Service is not working and that they are not able to access their business services. Who or which group in the supply chain is fixing this problem again and again in the same way, what is the reason for these people to call etc.,The next Slide illustrates the situation in a typical Technology Pillar shop.
We find from this picture that the two Service Desks are providing the resolution and this is done without escalation to the Support Group. Actually this is very good performance by the service desk from an internal view point.Also from the support groups view point they get a very small fraction of the tickets to their Queue for resolution. This speaks of a very stable system with Hygiene issues that the L1 can fix.However we came looking for answers, and we have many more questions….For instanceWhat is the resolution that the Service Desk is applying?Are they doing the same thing again and again?Why did the number of contacts from customers for the Citrix Service Suddenly Jump did it have anything to do with the new version roll out?Does the Service Owner – The Wintel Group know about this increase in calls and has anybody asked them if something more can be done to eliminate the reasons for calling?The problem here is that no one is asking this question…..Therefore it is not clear who should bell the cat?
The most visible aspect of the paradigm shift will be visible in the ways of working The new paradigm works on the principle that all the people in the Services supply chain are responsible for customer outcome. Therefore in situations such as these they work together to understand, identify and eliminate the reasons; why the customer calls.This means that everyone gets together shares their knowledge of the situation and the technology, put their heads together, identify the root cause, follow processes to make changes where required and remove the very reason for the call.Let's see what the benefits of this collaborative action is.
Supply Chain Management is all about collaboration.Using best practices the problem was analysed, agents provided many valuable pointers and their approach for fixing repetitive issues was studied. Many of the issues were related to the Threshold which had been set for the time that the Citrix Application will be an Open Session after last use by the customer.As no identifiable rationale was provided for the 3 hour auto logout threshold, it was decided to reduce the time to 30 Minutes…… This was done to the configuration of some 400 servers.The next slide shows a verification of the effectiveness of this action to eliminate underlying cause for customer contact
Wow…. Its moving lower and has crossed the previous low and still headed down….This is what we mean by the term Paradigm Shift from Technology to a Service Oriented Management which delivers Valuable Customer Outcomes