End-to-End Service Reporting: A Simple, Low-Cost Approach

David Cannon
itSMF International
Metha Suvanasarn
Former BOT CIO
Teerawat Jaishuen
IBM
Robert Stroud
itSMF International
Wan Ying Chan
Symantec
Peter Doherty
CA Inc.
Govindan Manivannan
CA Inc.
Why ITIL, Why Now
Annual International Conference 2010
13 October 2010, Swissôtel Le-Concorde, Bangkok, Thailand
WHY
WHY
Peter Brooks
ITSM Consultant

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you can
Services when you need them. Responding to business demands
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Making better decisions, faster. We can give you the management
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physical to virtual and to the Cloud.
To find out more about how CA Technologies’ robust management
solutions can help you work across your IT environments – from
physical to virtual and the Cloud, visit ca.com.
Copyright © 2010 CA. All rights reserved.

itSMF Annual International Conferrence 2010: Why ITIL, Why Now
3
http://www.itsmf.or.th/
Welcome Message from itSMF Thailand:
The itSMF Thailand Chapter thanks you for joining our 4th
Annual International Conference 2010 at the Swissôtel in
Bangkok.
Once again, this event marks the high-point of an active year
of seminars and events. These included our annual
collaboration with the Chulalongkorn University’s Faculty of
Commerce and Accountancy and ITpreneurs (as the content
provider), to help their students obtain ITIL Foundations
training, along with their co-organization support of this
conference. This year we added a similar training event in
Chiang Mai, coordinated with a number of local universities
there, with IBM as the content provider.
It is a dynamic time in both IT in general and our local industry,
and a good time to reconsider our Conference theme, “Why
ITIL, Why Now”. Again, this year industry-leading speakers and
local representatives will provide insights on new
developments and the important role that IT Service
Management plays.
itSMF Thailand Chapter would like to thank your and our
sponsors’ continued support, and we wish you a great
conference.
John Bickel
itSMF Publications Director
itSMF Thailand Chapter Board of Directors
(from Annual Conference 2009)
Contents
p.3 Welcome Message
p.4-5 Speaker Profiles
p.7-8 End-to-End Service Reporting
by Ian MacDonald
p.12 Service Management is Real
by Rob England
p.14 Psychology of ITIL
by Brian Johnson
p.16-17 Practical ITSM Initiative Tips
by Abbey Wiltse
p.18 ITSM Books to Read
by Gonzague Patinier

Teerawat Jaishuen
Khun Teerawat is a Tivoli Software Manager at IBM, concentrating on cloud computing and
integrated service management solutions.
IBM’s Integrated Service Management solutions provide the visibility, control and automation
across business and IT infrastructures, resources and processes needed to deliver new, innovative
services in a more instrumented, interconnected and intelligent planet
Robert Stroud
Robert is the Service Management and Governance Evangelist at CA, Inc., and a vice president
within CA’s Service Management business unit. Robert serves as an International vice president of
ISACA and the IT Governance Institute (ITGI), and is the chair of ITGI’s COBIT Steering Committee.
He also is a Board member of the IT Service Management Forum (itSMF) USA and is part of the
itSMF International Executive Board.
industry speaker and leader. He is considered a global authority on governance leading the ITGI
COBIT Steering Committee, and setting the product strategy and direction. He has contributed to
multiple publications including Guidance for Basel II, COSO ERM and COBIT versions 4.0 and 4.1.
As an IT service management expert, he also has contributed to several books on ITIL, and was a
member of the ITIL refresh process in the roles of mentor, reviewer and on the Advisory Group.
Metha Suvanasarn
Khun Metha is a specialist in IT Governance, IT Audit and Enterprise Risk Management areas.
Currently, he is an independent consultant as well as a committee member, for example, Audit
Committee, Risk Management Committee, in leading organizations.
He is often invited to conduct seminars and speak in symposiums both for public and in-house
events, especially on the topic of IT Governance and Enterprise Risk Management. Moreover, he is
an invited lecturer for doctoral degree programme on the subject of Enterprise Risk Management at
Khonkaen University. He also publicizes knowledge articles on the above areas.
Since the 2007, he has been invited by Bank of Thailand (BOT) as an expert in IT Examination
area. He provided his recommendations during the development of IT Examination Manual before
BOT’s formal announcement.
He was the CIO, and also a core founder of EDP/IS Examination in 1984 at the BOT, and
announced essential rules and regulations which are mostly in use today. He was also a co-founder
& advisory director of EDPAA Bangkok Chapter, as well as ISACA Bangkok Chapter.
4
David Cannon
David is internationally recognized as a leader in IT Service Management. He has nearly 20 years
of experience in IT Service Management and is a Fellow of the Institute of Service Management.
He has provided training and consulting services to virtually every industry sector and at every
South Africa and in the USA. He was the founder of the itSMF South Africa, and a founder and
director of the itSMF International. He is currently president of the itSMF USA.
David has participated in the ongoing development of ITIL® and the Microsoft Operations
Framework (MOF). Most recently, he co-authored the Service Operation book for ITIL V3.
His current role is ITSM Practice Principal within HP Inc. and worldwide head of Data Center &
Technical Services.

5
Peter Doherty
Peter is an ITIL V3 contributing author and Customer Solutions Architect for CA Inc. in the Asia
widely published on the subjects of IT Service Management and IT Asset Management, and is a
frequently requested speaker at forums worldwide.
Peter was the winner of the itSMF Presidents Award for best presentation at the 2004 Australian
National conference. Also, Peter was one of our speakers in the 1st itSMF Thailand Annual Confer -
ence back in 2007.
Peter Brooks
Peter worked for HP Inc. for twenty years in various capacities, mainly in the UK, as well as in
South Africa and New Zealand. He is now an independent consultant in Service Management as
He is a Fellow of the Institute of IT Service Management (FISM) and author of the itSMF Library
book “Metrics for IT Service Management”.
Wan Ying Chan
Wan Ying’s primary focus is on presales consultancy for Symantec’s endpoint management
products for Asia south region. Wan Ying has 14 years of industry experience ranging from presales
consultancy for desktop, servers and system management, enterprise storage architect for SAN
Prior to joining Symantec, she was an enterprise solution architect at HP Inc.
Manivannan Govindan
Manivannan is a Senior Solution Strategist at CA Inc. He joined CA in 1997, and has played a
key role in the IT Infrastructure Management and Security solution space for the past 13 years. His
areas of expertise include system management, application management, database management,
system/network security, solution architecture and deployment. He has played multiple roles,
including managing the technical activities in the area of IT infrastructure management and security
at CA Singapore and the Asian region. His responsibilities have included providing consultancy to
CA’s clients and overseeing project implementations to ensure timely delivery.
Manivannan’s current role as Senior Solution Strategist involves working with clients and partners
in the Asia region, driving CA solutions around cloud computing, virtualization and IT Service
Management. His focus verticals include the Government Sector, Financial Services Institutions and
Telco Service Providers.
Manivannan holds a B.Sc. in Information Systems from the National University of Singapore.

In late 2007, the CFS scheduled an
annual review of our Service Level
Management (SLM) process to identify
potential areas of improvement as input
into a Process Improvement Plan. To
ensure we focused on the right
improvements, we engaged with our
business customers to gain an insight
into what they viewed as the underlying
issues and opportunities.
A key output from the SLM
process is of course IT service level
reporting, and what emerged as a
common theme from our business
customers related to the quality and
relevance of this reporting. The IT
organization had for many years
measured and reported on
“availability”, but typically these
measures concentrated on component
availability, and were somewhat
divorced from the business and user
view.
As a result of this feedback, we
worked together with some key
customers to deliver a simple,
low-cost, but innovative solution to the
“classic” problem of IT reporting failing
to reflect the customer experience of
the IT service provided. This has
allowed us to transform our IT service
reporting deliverables.
A simple, low cost but innovative approach
to end-to-end service reporting
This article excerpt explains the
approach we took to provide new
service measures that reflect the
customer experience of the end-to-end
service provided without the need to
invest in complex and costly monitoring
and reporting tools.
Vision and goal
The shared vision agreed with key
customers for the service reporting
improvement initiative appears below:
This “shared” vision not only
describes the outcomes wanted but
importantly shows that the success of
this transformation change required a
strong partnership of both sides.
Situation Appraisal: The customer
perspective on IT service reporting
The key issues relating to our IT
service reporting approach as it stood
and the business perception that this
fuelled is best summarized as follows:
What we measure and report
becomes the single point of truth,
transforming the stance of “We
think it’s good, why do you feel it’s
bad?” to one that positively
encourages a collaborative and
partnership approach to Continual
Service Improvement (CSI).
Key Issues
• Users were unable to associate their
experience of the end-end service
with the IT service reporting provided.
• Business impacts were not
accurately reflected (and perceived
as not recognized).
• Reporting provided limited value in
driving the right service debates and
stimulating CSI.
• Reporting was IT-centric and
component-based.
Business Perception
• Business mistrusted IT, and believed
we were “hiding” behind our
measures
• IT did not understand the business,
and the impact IT failures had on staff
and customers
• IT’s behaviour was driven by trying to
achieve IT targets that were
disconnected from the customer
experience.
7
By Ian MacDonald of the Co-operative Financial Services
Winner of the itSMF International Whitepaper Competition for 2010
Web: http://www.itsmfi.org/content/itsmf-global-white-paper-winner-available-download

The Challenge of Providing
End-to-end Service Reporting
Technology:
Today, within the IT marketplace,
there are many systems management
products that can provide both
real-time monitoring and service-level
reporting for IT services from the
end-to-end perspective. Diagram
below illustrates the technological
approaches to monitoring the
end-to-end infrastructure.
A number of these products can
also provide a very accurate view of the
customer experience by simulating and
repeating an end-user transaction, and
then monitoring the outcome of the
transaction in terms of a functional
acknowledgement of its completion
and its performance.
However, in reality, these technology
solutions are often complex and costly
to exploit and their success is
dependent on robust Change and
Configuration Management, and
involves continual maintenance of the
underlying event management logic
necessary to ensure accuracy.
Solution Overview
New Service Measures:
Two new service measures were
devised and integrated into a monthly
service scorecard summary report.
These measures provide an easy to
understand, common and shared view
of the end-to-end service provided:
• Service Performance Indicator
(SPI) Provides a monthly single
numeric “score” for the IT service in
the reporting period. This score is
given a RAG status to indicate the
overall quality of service at a high
level.
• Trouble Free Days Each business
processing day is given a RAG
status. A “Trouble Free Day” is where
no incidents have occurred that
impact service.
Core Components:
The “cornerstone” of the reporting
solution and the basis for how the
above service measures are derived is
the set of incident records raised
A simple, low cost but innovative approach
to end-to-end service reporting [cont’d]
against each service. To provide the
additional intelligence required to drive
calculations and determine the new
service measurements we developed a
Business Impact Matrix which is
underpinned by a “scoring engine”.
These tools allow us to assess each
incident in terms of impact and
duration, which drives a scoring
mechanism to deliver the monthly SPI
score. Each business processing day
for each Business SLA is updated to
denote a “Trouble Free Day” (green
status) or, dependent on incident
impact, an amber or red status.
Implementation Approach, Lessons
Learned, Benefits, and Measures of
Success
See complete white paper released
through itSMF International
publications at above link for details.
Example of the Full Service
Reporting Framework
Business Impact Matrix (and Scoring
Engine)
The Service Performance Indicator
“Trouble Free Days’“ and the Service
Calendar view
8
ComponentComponentComponentComponent Application
End User Simulation
Event Management & Alert Management
Business
Impact
Rating Agreed
Recovery
Time
Incident
SLA
Incident
Breach
Call Centre
agents
unable to
service
Customers
High 30 min 2 hr > 2 hr
Penalty
Points
2 4 8
88
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28

บริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตต —— แพคการดแพคการดแพคการดแพคการดแพคการดแพคการดแพคการดแพคการด ((((((((ประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทย)))))))) จํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัด
จัดอบรมหลักสูตรตาง ๆ เพื่อพัฒนาบุคลากรในองคกร ครอบคลุมทักษะการใชงานคอมพิวเตอร โปรแกรมขั้นพื้นฐานและขั้นสูง ไอ
ทีเทคโนโลยี รวมทั้งการวางระบบอีเลิรนนิ่งใหกับองคกรทั่วไป
หลักสูตรหลักสูตรหลักสูตรหลักสูตร วันที่อบรมวันที่อบรมวันที่อบรมวันที่อบรม
ITIL V3 Foundation for ITSM 23-25 พ.ย. 53, 18-20 ม.ค. 53, 22-24 มี.ค. 54
ITIL V3 Continual Service Imp 17-19 พ.ย. 53
ITIL V3 Service Offerings and Agreements Capability 29 พ.ย. – 1 ธ.ค. 53
ITIL V3 Release, Control and Validation Capability 28 ก.พ. -2 มี.ค. 54
ITIL V3 Planning, Protection & Optimization Capability 28-30 มี.ค. 54
ITIL V3 Managing across the Lifecycle 9-11 พ.ค. 54
Project Management Foundation 17-19 พ.ย. 53, 8-10 ก.พ. 54
Certified Data Centre Professional 22-23 พ.ย. 53, 10-11 ม.ค. 54
Certified Data Centre Specialist 24-26 พ.ย. 53, 12-14 ม.ค. 54
VMware vSphere: Install, Configure, Manage 15-19 พ.ย. 53, 17-21 ม.ค. 54
ติดตอติดตอติดตอติดตอ:::: คุณดวงดาว โทร 02-353-9091 อีเมล: duangdao_tavis@hp.com
เว็บไซตเว็บไซตเว็บไซตเว็บไซต:::: http://education.hp.com/
บริษัท ฮิวเลตต-แพคการด (ประเทศไทย) จํากัด ชั้น 3 ตึกอื้อจือเหลียง ถ. พระราม 4 (ตรงขามสวนลุมพินี) สีลม บางรัก
กรุงเทพฯ 10500
The Funny Side of IT Service Management
In real life, high priority is set for
very noisy users, without using
impact or urgency.
A hero can become a joke without the right tools.
Web: http://www.gamingworks.nl/, and http://www.facebook.com/alexdpaul/
From “ABC of ICT” by Paul Wilkinson from GamingWorks, and Alex D. Paul of ManageEngine

Web: http://www.itskeptic.org/node/9
As I mentioned in an earlier blog, the
Y2K spending overhang drove new
attitudes to transparency and
justification. This led to new techniques
(or rather new adoption of established
techniques) for business alignment:
Service Management.
Post-Y2K, organizations are
demanding greater maturity from their
IT departments – they want to see
them run like a business, and they
want to see disciplines and formalisms
as if it were engineering. The current
thinking in response to this can broadly
be labelled as Service Management,
which represents a real paradigm shift
(a much-abused term that is used
correctly here).
This is part of a much larger
philosophical shift in society that we
cannot cover here: from a
product-centric industrial age to a
service-centric information age. See
Peter Drucker and Alvin Toffler for the
broader social implications, and John
Zachman for the implications for
computing. This shift takes a
generation or more and is in progress
now (the end of the 20th Century and
the start of the 21st).
Service Management is Real
The shift caused by Service
Management is to base all IT planning
and management on the business and
the IT services it needs, i.e., to the
users of the services, instead of
starting from underlying technology,
from the stuff we have to build services
with. This is a “customer centric”
approach, which is very much in vogue
in areas other than Service
Management as well as part of the rise
of the Information Age.
Service Management applies the
Total Quality Management (TQM)
concepts of customer-defined quality,
continuous improvement, and
measurement-based management.
Services are defined in the terms of the
people who use them. So are the levels
at which the services are to be
delivered. The starting points are the
strategy and goals of the business, and
how computing needs to support
them. Services and service levels are
agreed formally with the customers
(those who pay for them).
Processes and roles are structured
around these services, not around the
technology. For example: problem,
change, availability, service levels; not
servers, networks, applications,
desktop. Suppliers’ contracts must
support the service level agreements.
The technology comes last: what is
required to fulfill the services now and
in the forecasted future. If it doesn’t
make sense in terms of services and
processes, we don’t need it.
The focus is on maintaining and
continuously improving quality of
service. Service levels are measured.
Processes are refined to improve them.
This is an example of how ideas from
the manufacturing industries have been
showing up in the service industries as
we move from the Industrial Age to the
Information Age.
Service Management has
respectable antecedents, a good body
of practical experience and good
alignment with the macro-level trends
in society. It’s real. But that doesn’t
automatically mean we should all rush
out and do ITIL.
12
By Rob England of ITskeptic.org

พบกับ การปองกัน การจัดการ เพื่อลดตนทุนอยางแทจริง
เตรียมความพรอมเพื่อการจัดการไอทีอยางมีประสิทธิภาพ
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For many reasons in most
organizations considering an ITIL
journey you will find supporters of ITIL
who evangelize the guidance, and
skeptics of ITIL who choose a different
path to IT service management or no
path at all.
Why is opinion so polarized? What
drives the differing views of individuals
who have similar backgrounds, work
for the same organization and share
the goals of the business? According
to Dr. Gilda Carle, psychotherapist,
professor and author, there are many
influences on beliefs and opinion,
including past experience, a developed
personality that takes the path of least
resistance, the environment in which
someone was raised, and countless
others.
Past experience likely is a key driver
of an individual’s ITIL belief system. If
an individual has been part of a
successful ITIL deployment, he or she
has seen first-hand the powerful
impact that ITIL can have on the
business overall, and it invokes positive
feelings of support.
Conversely, if an individual has seen
an organization painfully go through
years attempting to mold its processes
to ITIL guidance without success, that
will naturally leave feelings of failure,
negative sentiment and often a believe
that ITIL is too bureaucratic and
inflexible.
Whatever has driven an individual’s
opinion about ITIL, organizations
starting on their ITIL journey will likely
find two factions in their midst, the ITIL
supporters and the anti-ITILers, and
this presents a challenge. The very
nature of ITIL involves people, process
and technology. If the “people” portion
of that triumvirate is not cared for, that’s
like trying to sit on a stool with only two
legs – you will falter.
The good news is that there are
proven methods to manage the two
camps of ITIL, including using ITIL
supporters to gain the support and
often shift the beliefs of those who
have not previously supported ITIL
guidance.
The Psychology of ITIL
Changing Beliefs and Behavior
People are generally the biggest
barrier to achieving sustained results in
an ITIL initiative, and having the
support and buy-in of the people is a
non-negotiable requirement. People
need to buy-in on the ITIL efforts and
accept the need to change the way
processes work; they need to
understand the benefits of ITIL to their
own work and the business overall;
and they need to understand what it
takes to adopt ITIL. Various actions can
help secure and individual’s support of
ITIL and the journey that the
organization is making to improve IT
service management.
• Secure executive-level commitment:
Executive commitment is needed
from the C-suite, including CIO, CEO,
COO, and others. Executive support
of the ITIL initiative filters through the
ranks by demonstrating that ITIL has
been adopted for the sake of the
business, not just for the sake of
adopting ITIL for ITIL’s sake. With
executive support, people can see
there is something bigger at stake
and that improving IT service
management to improve business
operations
• Simulation – Apply ITIL guidance vs.
teach the theory: Just as a negative
experience can spawn negative
feelings and opinions, positive and
successful experiences can create
supportive views. A business
simulation can put people in an
environment that delivers the positive
experience they need to support a
process or operation. An ITIL
business simulation developed by
Gaming Works and administered by
CA uses the Apollo 13 rescue
mission scenario to show participants
how ITIL can contribute to the
success of a project. This program
has successfully converted
individuals who have doubted the
effectiveness of ITIL. A network
specialist who attended an Apollo 13
session initially felt it was going to be
a wasted day listening to ITIL theory.
When he left, he said the simulation
opened his eyes to how his group
can improve the way it supports the
business and he planned to go
straight back to his team to discuss
adopting ITIL-guided processes.
• ITIL Champions: ITIL champions are
ITIL supporters who can continue to
evangelize ITIL throughout the
organization in between formal
education and training. While ITIL
supporters can be found at any level
within the business, not everyone
should be asked to play the role of an
ITIL champion. According to Dr.
Carle, “The practice of using an
internal ‘champion’ for any belief
system is important to provide
positive reinforcement for the
behavior or belief change.
Characteristics of a champion include
diplomacy, understanding – or
willingness to see and understand
where others are coming from, and
persuasiveness because in the end,
the champion’s goal is to maintain or
shift support.” Someone who isn’t
persuasive or who team members
don’t respect wouldn’t make a
positive role model ITIL champion.
• Education: While a business
simulation delivers the hands on
experience of ITIL in action,
education of ITIL guidance is still
needed to support the adopted
processes. Continued ITIL education
goes hand-in-hand with simulation
and real-time implementation
throughout the organization. ITIL in
itself is an ongoing process of
improvement; it adopts a Plan, Do,
Check, Act execution model and is
an ongoing cycle that benefits greatly
from continued education.
Overall, if an organization has
embraced ITIL, is sold on the benefits
and is perhaps moving towards a
standard certification such as ISO/IEC
20000, everyone must support and
adhere to the direction. As the saying
goes, there are three choices: lead,
follow or get out of the way.
14
By Brian Johnson, ITIL Worldwide Practice Manager for CA
Web: http://community.ca.com/blogs/itil/archive/tags/brian+johnson/default.aspx
Brian Johnson is one
of the original authors of
the first ITIL books, and
an ITIL worldwide
practice manager for
CA. He has authored
more than 15 books on
ITIL or related topics and is the
founder of itSMF, a professional
organization focused on IT service
management and ITIL.

For more information:
IT Service Management
ISO/IEC20000
D
O
P
D
O
P
D
O
P
D
O
P
Internal Audit
Procedure
Service Management
Policy
ServiceImprovement
Program
Recording
Logging
Reporting
Copyright @ 2008 Datapro Computer Systems Co., Ltd.,
All rights reserved
6.6ISM
7.2BRM
10.1 RM
8.3PM
8.2
IM7.3 SM
6.5CM
6.4 BAI
6.3SCAM
6.1 SLM 5. PIN
6.2.SR
9.2 CHM
9.1 CFM
CMDB
4.1 Plan 4.2Do
4.4Act
4.3Check
Business
Requirement
Customer
Requirement
Request for new/
changed services
Other Processes
Business,
Supplier,
Customer
Service Desk
Team & People
Satisfaction
Business Result
Customer
Satisfaction
Change Service
Other Process
Business,
Supplier,
Customer
Team & People
Satisfaction




IT Outsourcing Services Model
  











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


 





 






Hosting Service :
Co-Loacation Service :
IT Outsourcing Services by Datapro Computer Systems Co., Ltd.
บริการ IT Outsourcing Services จาก DCS
ปจจุบัน DCS เปนหนึ่งในไมกี่บริษัทในประเทศไทยที่ไดรับรองการใหบริการเทคโนโลยีสารสนเทศ ตามมาตรฐาน ISO/IEC 20000:2005 ลูกคาจึงมั่นใจ
ในการใหบริการเทคโนโลยีสารสนเทศของ DCS วาสามารถใหบริการเทคโนโลยีสารสนเทศไดอยางมีประสิทธิภาพ มีเสถียรภาพ
Software as a Service :
บริการ IT Outsourcing Services จาก DCS สามารถรองรับความตองการ
ขององคกรตั้งแตธุรกิจขนาดเล็ก (SME) ไปจนถึงองคกรระดับเอ็นเตอรไพรส
โดย DCS สามารถดูแลและบริหาร กิจกรรมดานไอทีแทนลูกคาครบวงจร
ไดแก
Disaster Recovery Solution and Service :
Professional Service :
เปนการใหบริการระบบสำรอง ซึ่งสามารถทำงานทดแทนไดทันทีหากระ
บบคอมพิวเตอรหลักของลูกคาเกิดปญหา ชวยใหธุรกิจของลูกคาสามารถ
ดำเนินไปไดอยางตอเนื่อง อีกทั้งยังจัดหาสถานที่ทำงานสำหรับเจาหนาที่
อีกดวย
การใหบริการทางดานซอฟตแวรทางธุรกิจตางๆ ที่สามารถใชงานไดผาน
ทางอินเทอรเน็ต โดยคิดคาบริการตามบริมาณการใชงาน แทนที่ลูกคาจะ
ตองลงทุนพัฒนาหรือซื้อซอฟตแวรมาใชเองไมวาจะเปนโปรแกรมทาง
บัญชีการเงิน และซอฟตแวรบริหารงานบุคคล ตางๆ เปนตน
Mr.Somkiat Vivattanaphan
1 Premier Corporate Park, Soi Premier 2, Srinakarin Road,
Nongbon, Prawet, Bangkok 10250, Thailand.
Tel : 66-(0)2301-1100 Fax : 66-(0)2301-1199
E-mail: somkiat.v@dcs.premier.co.th
www.datapro-itoutsource.com
เปนบริการสนับสนุนทางดานเทคนิค การกำหนดนโยบายการใชงานตางๆ
สนับสนุนทางเทคนิคที่บริษัทของลูกคา และการสนับสุนแบบ remote
support เปนตน
การบริหารทรัพยากรดานไอทีของลูกคาที่นำมาฝากไวที่ศูนยคอมพิวเตอร
โดยมีเซิรฟเวอรตั้งอยูที่ศูนยคอมพิวเตอรของ DCS และสามารถใชบริการ
แอพพลิเคชันทางธุรกิจตางๆ เชน ระบบ ERP ฐานขอมูล ระบบรักษาความ
ปลอดภัยรวมถึงโซลูชันสำหรับการดูแลระบบเครือขายขององคกรรวมถึงมี
บริการแบบ Dedicate ซึ่งลูกคาอาจจัดหาเซิรฟเวอรมาเองแลวนำมาตั้งไว
ที่ดาตาเซ็นตเตอรของ DCS ก็ไดเชนกัน
เปนการใหบริการเชาใชพื้นที่ในดาตาเซ็นเตอร ใหลูกคานำอุปกรณซึ่งเปน
ทรัพยสินของลูกคามาติดตั้งไว
Service Desk Support Service :
การใหบริการออกแบบดาตาเซ็นเตอรขนาดใหญ ศูนยควบคุมระบบเครือ
ขายรวมถึงใหคำปรึกษาในการวางระบบไอที

You’ve decided to transform your IT
organization through adoption of the
ITIL best practice for IT Service
Management (ITSM). Your ITSM
investment in time, budget and
reputation, which will take leadership,
tenacity, skill, and even a bit of artistry
to achieve the desired results over an
extended period. So, how do you best
position your organization to succeed?
This article takes a look at 3
practical tips for success in your
ITIL/ITSM initiative. From how you
prepare the PMO, to how to approach
the ITIL V2 versus V3 debate, and even
what you name your initiative — these
takeaway techniques will help you
achieve sustainability and success
through the length of your program.
Tip # 1: Prepare your PMO
In my role as Program Advisor for
large ITSM initiatives, a large part of my
time has been spent coaching and
consoling the assigned IT Project
Manager. This is not your regular IT
implementation project to upgrade
servers or to roll out new network
points of presence. These ITSM
initiatives deal with the management of
change elements associated with
people’s individual acceptance of
change. The essence of the ITIL best
practice typically requires behavior
changes, for example — the shift to a
balance between reactive and
proactive activities, to a balance
between an IT-centric and a customer
Practical Tips for a Successful ITSM Initiative
focus, and to embrace a knowledge
sharing culture.
Those IT Project Managers out there
who have managed large ERP
implementation projects are probably
nodding their heads in understanding
of how great a focus on people’s
acceptance of the change translates to
the overall success of the project.
There’s even a standard formula in
quality assurance practices that
reinforces this success dynamic that
states:
“Result = Quality x Acceptance”,
where acceptance is the element of
individual’s acceptance of change.
One practical approach to this
management of change challenge is to
leverage John P. Kotter’s “8 Steps to
Manage Major Change” activities
directly in your project plan. Starting
with “Create a sense of urgency” as
step 1, and continuing through to step
8 — “Institutionalize the change”,
management of change activities that
you can embed in your overall ITSM
initiative planning and execution. These
proven steps can best position your
team to manage the human element of
change acceptance that is so critical
for your success. A good reference
16
By Abbey L. Wiltse of Service Management Ventures (SMV) Inc.
Web: http://www.smvinc.ca/about.htm
Kotter’s 8 Steps for Managing Major Change
 Create a sense of urgency
 Form a guiding coalition
 Create a vision
 Communicate the vision
 Empower others to enact on the vision
 Create quick wins
 Consolidate improvements, and create more change
 Institutionalize the change

book to build out the activities around
these 8-steps is “The Heart of
Change Field Guide” by Dan S.
Cohen and John P. Kotter. This guide
provides tools, frameworks and
practical advice that the team can
leverage to manage change within your
ITIL initiative.
Tip # 2: V2 or V3 — It really doesn’t
matter!
Without introducing the individual
training certification schemes into this
discussion, the main difference
between ITIL V2 and V3 is the intro-
duction of a Service Lifecycle. To deal
with the service lifecycle gap that
existed in ITIL V2, most ITSM consult-
ing and software vendors provided
their own proprietary versions of a
service lifecycle, for example, Microsoft
with MOF, HP with their ITSM Refer-
ence Model, and Quint-Wellington
Redwood with their IPW Model. ITIL V3
rightly recognized the requirement for
an integrated lifecycle model when
planning for and running IT services —
from Service Strategy through to
Service Operation and Continual
Service Improvement. Other than this
main difference, the processes from
ITIL V2 are all included in V3 — there
are just more of these processes
defined in V3. Simply put, I would
argue that anyone who has adopted
ITIL V2 already has also adopted V3 —
just at a limited scope.
Sure, there are some new subtleties
in V3 outside of the main Service
Lifecycle difference, such as splitting
Service Catalog out as a separate
process from the V2 Service Level
Management process. But, these
changes do not fundamentally alter the
fact that we are still managing
incidents, controlling changes, planning
releases, and delivering to agreed
service level targets throughout the
lifecycle of a service. As evidenced
during the ITIL V2 decade, most
organizations found the greatest initial
efficiency and ROI gains in the tangible
elements of the Service Transition and
Service Operation processes, often
complimented by Service Level Man-
agement from Service Design. Only
when a sustainable level of is maturity
achieved in these core processes do
many organizations consider investing
in the old V2 “Service Delivery”
processes or our new V3 “Service
Design” and “Service Strategy” set of
processes.
So, if you find yourself in debate as
to whether to adopt V2 or V3, feel
confident in stating V3, perhaps just at
a limited scope until such time the
organization is ready to move to
increased levels of maturity to gain the
full value of the ITIL V3 best practice.
Tip # 3: What you name your
initiative does make a difference!
The seemingly insignificant point
around naming your ITIL/ITSM initiative
can be instrumental in positioning your
program for success. An initiative
called the “ITSM Programme” or the
“ITIL Programme” is less likely to
succeed and sustain over time. The
reasons for this are many-faceted.
One reason is that funding is difficult
to attain at the best of times and
especially difficult to sustain in an
initiative that could last anywhere from
6 months to 2 years! Political and
economic business environments
change quickly in these turbulent
times, and a standalone project called
the “ITSM Programme” is hard pressed
to compete for funding and resources
when compared to a “New sales
application release” project that will
directly enhance the profitability of your
sales team. Another reason is that it is
difficult to intuit the bottom-line impact
of the “ITIL Programme” from its name
alone, especially when effective
communication tends to be the single
common area for improvement in most
IT organizations!
What I recommend instead is that
the initial introduction of ITSM be linked
into a higher-level corporate initiative,
such as “the new ERP launch project”
or the “let’s pass our next SOX audit”
effort. The ITSM/ITIL activities of the
project then become enablers to the
success of the larger initiative. Not only
can this provide some protection
against cancelled funding and support,
it also puts the ITIL “toolkit” of activities
into a positive cycle of change. So,
instead of trying to “push a string” by
asking the organization to follow the
new ITIL best practice, the organization
may instead be drawn to your team to
say: “Wow — your implementation of
the ABC initiative went great — what
did you do differently, and how can we
leverage this experience?”
In closing, there are many other
elements that can contribute to the
success of your ITSM/ITIL adoption,
such as meaningful measurements,
education, and relevant communication
planning. Here’s hoping this “starting”
set of ideas positions you well for
success!
17
Abbey L. Wiltse With
over 25 years IT
business experience,
Abbey L. Wiltse is
recognized as a world-
class strategic process
solution consultant who
partners with her clients to become
more efficient and effective in running
their IT organizations. An early
pioneer of ITIL® in North America,
Abbey’s area of expertise is in ITSM
program management and process
design. Her focus is on the mentor-
ing of key IT executive and process
roles through the management of
change aspects of their ITSM
journey. Abbey is also in demand as
an experienced facilitator, lecturer
and trainer.

ITSM Books to Read
18
by Gonzague Patinier
Passing Your ITIL Foundation Exam (2e)
This publication is endorsed by APM Group, the official ITIL Accreditor, and is
suitable for those taking the foundation exam. It has been updated in line with the
new 2009 syllabus.
This publication provides an overview of the purpose, objectives and format of
the examination. It offers a top level introduction to understanding the Service
Lifecycle and each of the five components of the Lifecycle to help candidates pass
the foundation exam and the Version 2 to Version 3 Bridging Exam.
ITIL V3 Small-Scale Implementation
This has been updated in line with ITIL V3, the Service Lifecycle approach. It
provides guidance to smaller organizations who wish to implement the ITIL
guidance, or who are already using it and wish to improve their ITSM. The
publication discusses the significance of size, the characteristics of small
organizations and how to scale ITIL down for small organizations. Key features:
• A practical guide to scaling ITIL for use in smaller organizations.
• Publication structure follows the Lifecycle approach, looking at how each
phase of the lifecycle can be scaled for Small and Medium Businesses.
• Uses terminology consistent with the ITIL Service Management Practices and
the ITIL Glossary
• Suggest roles and role combinations suitable for a smaller organization.
Basic Service Management
In that light, it seems ironic that this latest book is focused on promoting service
management as a generic business discipline when we still haven’t got our IT act
together, but at least it is focused on the basics. Basic Service Management is a
50-page introduction to SM for business people everywhere. It is what Service
Management for Dummies should have been: they tried to take the authors out of
IT but they couldn’t take the IT out of the authors.
And, it is what USMBOK needs to complement it. That 450-page doorstop is a
definitive masterwork, but it is hardly accessible to beginners. So, I think I’m hitting
a sweet spot just as awareness of the value of SM begins to grow outside of IT.
For all the gloomy remarks, there are successful ITSM operations within IT
departments, and they are being noticed by the rest of their organization, who look
to them as centers of excellence.
TSM has proven value whatever Stevie Chambers may say. Calling the book
“BSM” may annoy a few people who need annoying too.
Measuring ITIL
How do you measure and report your ITIL processes? Which ITIL metrics
matter the most to Senior Executives? Finally, there is a book that shows you how!
This is not a theoretical treatise, but a practical guide that shows you the
operational metrics to use and how these can be calculated into Key Performance
Indicators (KPIs) and Critical Success factors (CSFs) that resonate with Senior
Management. In this book you will learn about:
Defining and building a comprehensive ITIL metrics program; Which metrics are
the most important and how to calculate them; Dealing with staff resistance to a
metrics program; Tips and suggestions for what to do if inadequate tools and
reporting exist; Suggested work plan for how to build your metrics program
step-by-step.
In addition, this book contains a helpful CD with a helpful ITSM modeling tool
that covers all 10 ITIL processes. Simply enter your key operational metrics and
the KPIs and CSFs get automatically calculated! This is a comprehensive guide for
building any ITIL metrics program with all the information you need in one place.

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