3 Steps to ITSM Success: How to Deliver Lasting Business Value
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Transcript of 3 Steps to ITSM Success: How to Deliver Lasting Business Value
3 Steps to ITSM Success: How to deliver las7ng business value
March 14, 2013
Three Steps to ITSM Success: How to Deliver Las7ng
Business Value
Copyright 2013, Navvia -‐ a division of Consul7ng-‐Portal 2
Visit SlideShare.com, search for GoNavvia
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Today’s Hosts
David Mainville, Co-‐founder Navvia
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Rafael Alencar, Marke7ng Navvia
Live from beau7ful…
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Housekeeping
QA&Type Your Ques7ons Here
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Helping organizations Navigate IT and Business Process Complexity Via our tools and services
Combining fresh ideas with 14 years of ITSM success
Navvia is a division of:
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The Navvia Business Process Management Toolkit
SURVEY LEARN VERIFY DESIGN
hXp://navvia.com/tools/test-‐drive/
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When you need the help we are here!
• Virtual Consul5ng -‐ access to ITSM and Process help when you need it
• Onsite Consul5ng -‐ From strategy through to process assessments, design and implementa7on
• ITSM Tool Implementa5on
• Onsite ITSM Educa5on -‐ a robust curriculum of ITSM courses delivered on-‐premise
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David Mainville • 32 Years in IT Service
Management – Field Engineer – Customer Support Manager – Director ITSM Services – ESM Solu7ons Architect – ESM Prac7ce Director – CEO & Co-‐founder Navvia
• TwiXer: @mainville
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Why do you think ITSM programs fail?
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The vendor says no need for process, it’s “out of the box”….
…It takes too long & it is hard work
…We can never get anyone to agree
The last project that focused on process failed…
…We tried to implement ITIL and that didn’t work
Our management is not suppor7ve…
…It’s SaaS, just turn it on
We’ll just do a “lif and shif” from our old tool…
Three Steps to ITSM Success
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Assess – as a catalyst for change
Design – to drive business value
Govern – with an eye on CSI
Assessments • Open a dialog with your
ITSM stakeholders • Provide you an opportunity
to communicate the why • Are a catalyst for making
improvements • Provide a baseline to
measure success • Are an important part of CSI
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Assessments -‐ Communicate the value • Kickoff Event
– Live and in person, don’t shy away from travelling to your stakeholders
• Webinars – Recorded and live to keep the
informa7on flowing
• During Interviews and Workshops – Never miss the opportunity to
sell the why
• Valida7on sessions and final report are your opportunity to shine
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ITSM Strategy & Plan
Ques7onnaires
Interviews Workshops
Observa7ons
Assessments – An approach
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Assessments -‐ Building a roadmap
Current State
Future State
Quick Wins
Process Enhancement
Technology Deployment
Organiza7onal Change
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Assessments -‐ Management report
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• It’s not about the score • Assessments are an
opportunity to communicate value and drive change
• Ques7onnaires are only one small part of an assessment
• Spend 7me with people. Ask ques7ons and make observa7ons
• Base recommenda7ons on findings and observa7ons
Assessments – In summary
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Process Design • Can’t be done in a vacuum
• Must engage the stakeholders
• Must balance best-‐prac7ce with prac7cality
• Must drive out requirements for automa7on
• Must also get down to the procedural, tool and data level
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Design -‐ Don’t start from scratch • What are you doing today from a
process perspec7ve?
• Are there templates or standards you can leverage?
• What is being employed in other areas of your organiza7on?
• Can you leverage other programs (ISO, Six Sigma…)
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Best prac7ces, by their very nature, are absent of your company's organiza7on, business, cultural and technology requirements
To realize the full benefits, organiza7ons must re-‐introduce their own reality
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Design -‐ Don’t try this on your own • Processes built in a vacuum, in
isola7on, will not get adop7on
• People need to understand “why”
• Do you understand your stakeholders requirements?
• Are you actually making things beXer for people?
• Balance consensus with gerng things done
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Design -‐ What’s in it for me?
“Why should I embrace your vision or change, what’s in it for me”?
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Design -‐ Everyone has their own perspec7ve
Shouldn’t IT just work? I’ve got a business to run and services to deliver
How do I demonstrate that IT is aligned to the business?
I&O is consuming 60% of my budget, I can’t fund new projects
Those users just don’t understand!
The CEO The CIO
The IT Manager The Technical Staff
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Design -‐ Who needs to be involved?
Core Team
S.M.E.’s
Stakeholders
Steering CommiXee
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Process Design Timeline
Design -‐ Simultaneous process & technology
Process Path
Technology Path
Process & Technology - You can’t do one without the other!
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“It’s seldom the tool that’s the problem”
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Design -‐ Business outcomes
Business Outcomes Requirements Processes Tools and
Technology
Start Here
Not Here
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Design -‐ Don’t be a technophobe • Out of the box seldom works
• Map business outcomes to tool and data requirements
• Iden7fy the mandatory fields, define pick lists, figure out the triggers
• Make sure you are capturing the right data to produce metrics
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Design -‐ Detailed requirements
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Design -‐ Don’t forget to validate • Itera7ve process design
• Use of “show & tell” sessions
• Watch out for scope creep
• Validate ofen and get sign off against requirements
• Be wary of “I didn’t agree to that…”
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Design -‐ Remember to educate • Training fosters adop7on of
the processes
• Build an educa7on curriculum and plan that addresses all your stakeholders
• Consider various training formats from CBT to instructor led
• Consider using people involved in the process to do the training
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• Don’t design your processes in isola7on
• Get the right people involved • Balance consensus building
with execu7on • Simultaneous process &
technical design • Gather the requirements to
tailor the tool • Remember to educate
Process design -‐ In summary…
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Governance • Maximize value from the
organiza7ons significant investment in IT
• Support complex regulatory requirements
• Sarbanes-‐Oxley, Basel-‐II
• Third party cer7fica7ons
• ISO20000, SAS70…
• Con7nual Service Improvement
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• ITIL version 3 • Provides guidance on the
processes
• COBIT version 4.1 • Widely accepted by the IT audit
community
• Defines controls, processes and audit tests (evidence)
• ISO20000 • Defines a standard for a Service
Management System
Governance -‐ Frameworks
Our experience shows that the best approach is to use a combinaBon of frameworks for ITSM governance
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Governance -‐ Roles
An ITSM “Program Office” or “Governance Board” is the ideal place to center your
governance acBviBes
• Prescrip(ve role assigns authority and accountability
• Audit role reports on compliance to process owners, execu7ves and directors
• CoordinaBon role assigns and coordinates the governance tasks
• Monitor role tracks governance repor7ng for the audit role
• User/Provider roles execute the governance tasks
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EVIDENCE
TASKS
CONTROLS
PROCESS CHANGE MANAGEMENT
AI6.1 STANDARDS & PROCEDURES
AI6.2 ASSESSMENT & AUTHORIZATION
AI6.3 EMERGENCY CHANGES
Task 1 Provide Evidence of Change Mgmt. System
Emergency Change Categories
Emergency Change Reports
Task 2 Provide Evidence of Emergency Change
Handling
Documented Emergency Procedures
Review of Emergency Changes
AI6.4 TRACKING AND REPORTING
AI6.5 CHANGE CLOSURE
& DOC
Governance -‐ An approach
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Governance -‐ Service delivery
Actual Service Levels
Desired Service Levels
� Ungoverned processes “wear down” over 7me
� The result is service variability versus consistency
� More effort to manage/less customer sa7sfac7on
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• Define the controls, policies & standards then make people accountable
• Define your governance organiza7on and structure
• Define the controls & frameworks you are required to report against
• Governance is key to CSI
• Governance of cloud applica7ons means extending your controls to your vendor
– Remember, you are s7ll accountable
Governance -‐ In summary…
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Assess
Govern
Design
Our Social Media Links
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hIps://navvia.net/OpenSurvey/default.aspx?UniqueID=c29d4bad-‐a36e-‐4cf3-‐9652-‐58073ccf6c93&Email=webinar
Thank You!!David Mainville
TwiXer: @mainville
navvia.com/resources
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