How to implement ITSM as a program in the real world

How to Implement ITSM as a Program
in the Real World
Presented by: Peter Hubbard,
Pink Elephant EMEA
Pink Elephant EMEA Ltd
Think Differently. Think Pink

© Pink Elephant, 2015 All Rights Reserved.
ITIL® is a Registered Trade Mark of Axelos
Introduction – Peter Hubbard
 Principal ITSM Consultant
 Worked in ITSM for 17 years
 Regular speaker at industry events
 Worked in all sorts of organisations, large and small.
City of London

Top tips – before we start….
 1) Pick the areas that offer the biggest value first.
 2) Run it as a project NOT BAU!
 3) The ITSM toolset is the most visible part of ITSM but
don’t let the tail wag the dog
 4) The process design and tool configuration feed off of
each other
 5) Process design changes everything. Be ready
 6) Remember that people are not robots.
 7) The first thing that will happen is that things get
worse, or at perceived too. Be ready!
 8) Your changing your organisational culture. It’s the
hardest thing to do. Take it seriously
You MUST support business value….visibly!
3

Defining ITSM - The Four Ps
People
Partners/
Suppliers
Products/
TechnologyProcesses
© Crown copyright 2011 Reproduced under license from OGC Figure 3.3 Service Design 3.1.5

Continual Service Improvement Model
What is the Vision?
Service & Process
Improvement
Measurable Targets
Baseline
Assessments
Where do we want to
be?
How do we get there?
Did we get there?
Measurements &
Metrics
Business Vision,
mission,
goals and objectives
Where are we now?
How do we keep
the momentum
going?
© Crown copyright 2007 Reproduced under license from OGC. Figure 3.2 Continual Service Improvement, page 30

A good vison acts as a guide
"Would you tell me, please,
which way I ought to go from
here?“
"That depends a good deal
on where you want to get to,"
said the Cat.
"I don’t much care where--"
said Alice.
"Then it doesn’t matter which
way you go," said the Cat.
6

ITIL® is a Registered Trade Mark of Axelos 7
Technology Focus
Customer Focus
Business Focus
Value Network Focus
LOW
HIGH
Role Of IT/IS In The Organization
InfluenceOnTheBusiness
IT is perceived as an internal
business partner
IT customers are the customer of
the organization
IT has a single strategy and is focused on the
customer, but is perceived as an external
supplier
IT is focused on the integration and delivery of end-
to-end IT services (business solutions)
IT is focused on technology, infrastructure and applications are
treated as separate and largely unrelated domains
Service Focus
The Changing Role For IT

Technology Focus
Customer Focus
Business Focus
Value Network Focus
LOW
HIGH
business partner
the organization
supplier
Service Focus
Operational

Technology Focus
Customer Focus
Business Focus
Value Network Focus
LOW
HIGH
business partner
the organization
supplier
Service Focus
Operational
Tactical

Technology Focus
Customer Focus
Business Focus
Value Network Focus
LOW
HIGH
business partner
the organization
supplier
Service Focus
Operational
Tactical
Strategic

Service Lifecycle Processes
SERVICE STRATEGY
 Strategy Management For
IT Services
 Service Portfolio Management
 Business Relationship
Management
 Financial Management For
IT Services
 Demand Management
SERVICE OPERATION
 Event Management
 Incident Management
 Request Fulfillment
 Problem Management
 Access Management
Functions
 Service Desk
 Technical Management
 IT Operations Management
 Application 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 TRANSITION
 Transition Planning & Support
 Change Management
 Service Asset & Configuration
Management
 Release & Deployment
Management
 Service Validation & Testing
 Change Evaluation
 Knowledge Management
CONTINUAL SERVICE IMPROVEMENT
 Seven Step Improvement
© Crown copyright 2011
Reproduced under license from OGC
Figure 1.1 Service Strategy

5) Value Chain Focused Service Strategy
Service Portfolio Mgmt.
4) Business Partner Focused Financial Mgmt (costing and charging)
IT Service Continuity Mgmt. (Integrated with Bus Cont)
Demand Mgmt.
Transition Planning and Support
3) Business Customer Focused Service Portfolio Mgmt. (CSI Focused)
Financial Mgmt. (service based costing)
SLM (Business Relationship Mgmt.)
Service Catalog Mgmt. (business customer focused)
Capacity & Availability Mgmt.
Enterprise IT Supplier Mgmt.
Knowledge Mgmt.
2) Service Focused Service Portfolio Mgmt. (Project Focused)
Service Level Mgmt. (ola / sla)
Release & Deployment Mgmt. (SVT & Evaluation)
Service Asset & Configuration Mgmt.
Problem Mgmt. (Proactive)
Information Security Mgmt.
Request Fulfillment / Event Mgmt.
Service Catalog Mgmt. (IT & user focused)
IT Service Continuity Mgmt. (IT focused)
1) Technology Focused Change Mgmt
Problem Mgmt. (RCA – Reactive)
Incident Mgmt.
Service Desk
Access Mgmt
Logical and Physical Device Security
Capacity, Availability, Event (component / domain)
ContinualServiceImprovement
Maturity Level Mapping

Processes

Process Design Made Simple
 Step 1: Agree a Goal
 Step 2: Agree a scope
 Step 3: Agree Policies to support the goal within the scope
 Step 4: Agree a high level way of working to make sure that
the goal is met, while following the policies
 Step 5: Agree the detailed steps to follow to ensure the high
level way of working is understandable
 Step 6: Agree measurements that drive the right behaviour
to be sure you can measure if the new way of working is
delivering what you wanted against the goal
 Step 7: Implement the process with emphasis on people
first then supporting toolsets
14

Process Implementation
Process
Assessment
Project
Plans
Technology
People
Detailed Process
Description
Select Tools
ARCI - assign roles
and responsibilities
Process
Implementation
Install &
Configure
Process
Workshops
Sign-Off
Sign-Off
Sign-Off
Sign-Off
Sign-Off
Sign-Off
• Where are we now?
• Where do we want to be?
• How do we get there?
• Are we there yet?
Review
Review
Review
High-Level
Process
Model
Gather Tool
Requirements
Project Teams - Identify
resources, assign roles
and responsibilities
Awareness Campaign & ITIL Training

Process Re-Engineering Changes Everything!
People
 Enhanced skills
 Multi-functional teams
 Values/beliefs
 Cultural biases
 Training
 Career development
Process
 Single point of accountability
 Logical group of activities
 Cross departmental
 Defined procedures
 Repeatable, consistent
 Global standards
Management
 Mgmt. commitment
 Mgmt. participation
 Compensation/rewards
 Values/beliefs
 Coaching/enabler
 Career opportunities
 Organizational design
Technology
 Teamwork enabled
 Service Management tools
 Integrated data sharing
 Knowledge management
 Management information
16

Process Governance Structure
Latin AmericaAMETAsiaNorth AmericaEurope
Global Process
5 Regional Process
Owners
1 Global Process
Owner
Process Governance Team
Executive Sponsor
Executive Process
Steering Committee
Note: While each process will need an explicit owner this does not mean that several processes cannot be owned by the same
person. The key is to ensure that the processes owned be a single individual do not have conflicting objectives.
Global Process Owner Team X # Processes?
5 Regional Process
Champions + Chair
Local Process
Manager
Local Process
Manager
Local Process
Manager
Local Process
Manager
Local Process
Manager

Products/
Technology

Setting Some Expectations
• Myth 1: A service management tool will solve all of our process
problems and give us best practices!
• Myth 2: A properly configured service management tool will mean
less work for all
• Myth 3: Systems Management tool integration will highly reduce
or even eliminate the need for human intervention and data entry
A tool simply allows you to communicate to a broader audience,
faster and easier. If you don’t all speak the same language you
simply confuse each other faster!
Warning: There is no such thing as ‘Out of the Box!’
It just does not exist!

ITSM Tool Market Overview
 ITSM tool market is large. Growing from approx $5b in
2002 to over $18.6b in 2011.
 There are over 300 different ITSM toolsets available to
select from.
 There are 3 major sources to turn to for help to narrow
this down
Macro level:- Gartner – ITSSM Magic Quadrant (Founded 2012)
More details:
Pink Elephant – Pink Verify (Founded 1998)
Pinkverify 3.1 & Pink Verify 2011
APMGs ITIL Software Scheme (ISS) (Founded 2009)
20

How to Pick a toolset
Kick-Off
and Intake
Identify
Products and
Select Vendors
for RFI
Build
Questionnaire
and Custom
Criteria
Develop RFI
and Obtain
Responses
Co-Ordinate
and Score
Responses
Short List
Vendors
Vendor Tool
Demonstrations
Selection and
Funding
Request
Order
Hardware,
Software, and
Licenses
Implementation

5) Value Chain Focused Service Strategy
Service Portfolio Mgmt.
4) Business Partner Focused Financial Mgmt (costing and charging)
IT Service Continuity Mgmt. (Integrated with Bus Cont)
Demand Mgmt.
Transition Planning and Support
3) Business Customer
Focused
Service Portfolio Mgmt. (CSI Focused)
Financial Mgmt. (service based costing)
SLM (Business Relationship Mgmt.)
Service Catalog Mgmt. (Interactive / business customer)
Capacity & Availability Mgmt.
Enterprise IT Supplier Mgmt.
Knowledge Mgmt.
2) Service Focused Service Portfolio Mgmt. (Project Focused)
Service Level Mgmt. (ola / sla)
Release & Deployment Mgmt. (SVT & Evaluation)
Service Asset & Configuration Mgmt.
Problem Mgmt. (Proactive)
Information Security Mgmt.
Request Fulfillment / Event Mgmt.
IT Service Continuity Mgmt. (IT focused)
1) Technology Focused Change Mgmt
Problem Mgmt. (RCA – Reactive)
Incident Mgmt.
Service Catalog Mgmt. (IT & user focused)
Access Mgmt
Logical and Physical Device Security
Capacity, Availability, Event (component / domain)
ITSM toolsets weaknesses vs strengths

People

Change Project Failure Rates
1995 Kotter published research showing that only 30% of change
programs were successful
1998 Turner & Crawford published a study showing only 33% of
change programs achieved partial or complete success
2005 Prosci published of study of 10,000 projects and found 29%
were successful
24
2008 McKinsey report indicates
that success rate for change
projects is still just 30%
2011 Standish Group report that
the success rate still just is 34%

So why do change projects fail?
 “60% of change projects stumble on precisely the
things they are trying to transform; employee attitudes
and management behaviour”
 Source: Geoff Wade “Cracking the Change Code”
 Kotter: 1995
 Mckinsey :2005 & 2008
 Prosci: 2005 & 2009
Other studies show that positive attitudes to change are
vital to succeeding in cultural change programs
 Kotter: 1995
 Martin: 1998
 Gilmore & Barnett: 1992
 Adams, Russell Gaby: 2000
25
Attitude
Behavior
Culture

1250
people
‘Resistance’ – The Top Ten
Saying ‘Yes’; meaning ‘No’
No management commitment
ITIL is the objective not what it should achieve
Never mind about following procedures just do
what we normally do
ITIL Never work here
Throwing (ITIL) Solutions over the wall and
HOPING people will follow them
IT thinks it doesn’t need to understand the
Business to make a Business case
Unable to specify VALUE for the business
No understanding of Business impact & priority
Plan, Do, Stop…No real CSI
1
2
3
4
5
6
7
8
9
10

Managing Organisational & Stakeholder Change
Do
 Establish a baseline and vision
 Develop a communication strategy and check that
communications are understood
 Identify impact on other services, processes, systems
and people not involved in Service Transition
 Identify impact on customers/users and other
stakeholders
 Be able to articulate and communicate why are we
making this change
 Identify new skills/knowledge required

Do
 Consider development requirements including training,
coaching, mentoring
 Promote the right culture
 Promote organisational discipline
 Integrate HR support
 Put the right people in the right role/job
 Help people to manage stress
 Encourage people to think that the situation can be
improved – it generally can be
 Provide easy access to information about the change
 Ensure new or changed documentation/instructions are
concise and understandable for the target audience

Don’t
 Try to micro-manage everything
 Put minor changes through bureaucratic processes
 Forget the agreed degree of exposure to risk
 Focus solely on the IT
 Forget the people
 Over-complicate things
 Ignore the after effects of failed changes on people
 Neglect the costs of transition
 Succumb to inertia
 Pretend that there will be no losers

Partners/
Suppliers

Questions?
p.hubbard@pinkelephant.co.uk
info@pinkelephant.co.uk
www.pinkelephant.co.uk
Please rate our webinar.
What are we doing well? How can we make it better?
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