itsmf_oct23 ITIL_Next Steps_v11_step0

ITIL® Best PracticesPractical advice for senior leaders

Your Next Steps?

As presented on 10/23/2014 for itSMF at The Federal Reserve, Kansas City, Missouri And 7/31/2014 at the Interface Conference in Overland Park, Kansas

Greg Rowe, President KC itSMF

Focused Management, Inc.

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ITIL

Industry Frameworks and the Service Lifecycle

TOGAF SDLC

PMi

ISO20000

CM

Mi

BAAIIBA

CoBIT 5

Continual S

ervice Improvem

ent

Today’s Executive

Topics

LS

S

Business Strategy

IT Service Strategy

IT Service Design

IT Service Transition

IT Service Operation

2© Gregory P. Rowe, [email protected]

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Information Technology and Management Consulting

Contents

• Overview: Typical Organizational Challenges• Introduction: Why ITIL®?• Strategic IT Leadership• Service Management Office (SMO) IT Management• Where Projects meet IT Operations meet Technical Teams• A Whole New World?


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Presenter

Greg Rowe, Focused Management, Inc. – Certified IT Service Management ITIL® Expert

Version 2, Version 3-2007, Version 2011, Tutor 1 at HP, itPreneurs, others– USMA, West Point Graduate (Class of ‘84)– Data center hiring manager - oversaw Enterprise Architecture & Governance.– ASQ-Certified Six Sigma Black Belt– BMC AR System Administrator including Remedy– Enterprise Applications, App Dev, Data Center Management– 22 years in the IT Industry, 8 of which were in the Federal space after service

Fortune 500 companies

Focused Management: A Verified Service-Disabled Veteran-Owned Small Business (SDVOSB) and Software Engineering Institute (SEI) – CMMI Maturity Level-2 SW Rated Company

Clients from Cupertino to DubaiAccenture, Booz Allen, PWC, Perot Systems, UNISYS, Symantec, General Dynamics, Lockheed Martin, Raytheon, FedEx, DHL, Wal-Mart, Bank of America, Boeing, Freddie Mac, Accredo Health, Kraft, Temple-Inland, Electric Reliability Council of Texas, Jacksonville Electric, NATO, DOD, Dept. of Commerce, USDA…

Problem MgmtIncident Mgmt

Technical Management

Application Mgmt *and Product and Project)

Request

Fulfillment

Event Mgmt

Operations Control

Continuous

Improvement

Preventat

ive

Correctiv

e

Transition

Planning &

Support

B

A

PM

Finance & Budgeting

Architects & Developers

Charging & Accounting

Service DeskRelationship Mgmt

Relationship

Mgmt

Physician’s Offices (PCP), Outpatient Clinics

Rehab. Pharmacy Medical Services

Insurance – Payables - etc

Fo

reca

stin

g

CUSTOMERS

SUPPLIERS

Pu

rch

asin

g

Production

Fin

ish

ed G

oo

ds

War

eho

use

/Sh

ipp

ing

Tru

ck L

oad

Pla

nn

ing

Fin

al In

spec

tio

n/C

red

it C

hec

k

Changes

OrderProcessing

Credit Checks &Scheduling

Satis-faction

Require-ments

Expecta-tions

Cu

st

om

er

Se

rvi

ce

Relationship MgmtCu

sto

mer

Ord

ers

Ack

no

wle

dg

e/P

rom

ise

S

hip

men

t

Invo

ice

Sa

les

Supplier Mgmt

Raw

Mat

eria

l

Pu

rch

ase

Ord

ers

Supplier Mgm

t

Continual Improvement

Transition Management

Business Strategy

ServiceDesign

ServiceOperation

Continuity Mgmt

Knowledge Mgmt

Service Validation and Testing

Change

Management

Demand

Mgmt

Measurement

Lean Six

Sigma

Financial

Management

Release and Deployment Mgmt

Application

Mgmt

Portfolio

Management

Transformati

on Events

Evaluation

Transition Planning & Support

Availability

Mgmt

Problem Mgmt

Incident

Mgmt

Capacity

Mgmt

Service Asset and Configuration Mgmt

Infrastructure

Technical Management

Facilities Management

at Various Localitieszzzzzzzzzzzzz

Application Mgmt

Supplier Mgmt

Service Desk

Request

Fulfillment

Relationship

Mgmt

Catalog Mgmt

Service Level

Mgmt

Proactive

Problem Mgmt

Event Mgmt

Standard

Changes

Infor

mati

on

Secu

rity

Mana

geme

nt

Acce

ss

Mgm

t

Operations

Control

Architects & Developers

at Various Localities

Dis

bu

rsem

ent

Ven

do

r In

voic

e

Rem

itta

nce

Acc

ou

nti

ng

Pro

du

ctio

nO

rder

s

Gurney-HallsAdmitting

Hold

Rehab.

Beds,Units

Admission Registration Triage/ED Discharge

Pathology Histology

Direct Admits

Patient

PPT

Clean Recovery

Post-opRms

PACU SurgeryO.R.s

Equipm.

Prep. for Surgery

PreopHold

Turn-over

Supplies, Instrum.

Diagnostics

Trauma

Pharmacy

Physician’s Offices,Outpatient Clinics

Heart Catheriterization

Medical Services

Trauma

Procedural unitsBeds,

Telepathy

Beds,ED

Beds,Med/Surg

Beds,ICU

Cath LabCVOU

Neural

Transplant EvaluationOrganList

PAT (Pre-Admit)

Supplies

Radiology

Other Diagnostics

Laboratory

Hospice

Command, Manufacturing, Healthcare , infrastructure Awareness? First wave 10 years ago.

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Today’s Concepts

1. Leadership -- ITIL ® Strategic Framework

2. Processes -- Service Management Office (SMO)

3. Schedules -- Transition Planning & Support

4. Procedures -- Change Models, Incident Models

5. Workflow – OLAs and RACI a) ITSM Technologies

b) Organizational Development

Not taught in a Foundation course

Advanced Concepts from ITIL®

5

Commonalities of strategic plans, including roadmaps

© Gregory P. Rowe, [email protected]

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Preview

• Typical ain’t best• Process isn’t natural• Governance can’t be heavy• Companies can have heart problems• Technology is part of the solution


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Overview: Typical Ain’t Best

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What is typical is not always best.

“We have learned to live in a world of mistakes and defective products as if they were necessary to life. It is time to adopt a new philosophy...”

(W. Edwards Deming, 1900–1993)

ITIL v2 SS Para D.1.1 8

Next: example typical

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Strategy

Architects

IT CustomerAccount Reps.

SoftwareEngineers

GovernanceAuditors

Security

ProjectManagement

DataCenter

HelpDesk

NOC

ProductManagement

Silos of Blame and

Shame

Silos within Silos, including IT

Field Support

© Gregory P. Rowe, [email protected].

How to build synergy at painful joints?

Your throbbing, painful, daily headache?Common strife between organizational functions.

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Strategy

Architects

IT CustomerAccount Reps.

SoftwareEngineers

GovernanceAuditors

Security

ProjectManagement

DataCenter

HelpDesk

NOC

ProductManagement

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Change Management

Scheduling

Change Review

Change Advisory

Audit & Testing

Tra

ns

itio

n

Release Management

ProblemManagement

IncidentManagement

ServiceDesk

Design & Architecture

Authorizations

Project Review

Executive Team

Engineering

De

ve

lop

me

nt

Project Management

BusinessAnalysis

ProductManagement

BusinessRelationshipManagement

TechnicalManagement

ApplicationManagement

Operations Management

As

se

t &

Co

nfi

gu

rati

on

Ma

na

ge

me

nt

Se

rvic

e S

tra

teg

y

IT Steering Group

Holistic Functional Integration

Solution

How to build synergy at painful joints.

© Gregory P. Rowe, [email protected].

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Focused Management,

Inc.Been there, done that?

• Help Desk / Service Desk• Incident Management• CABs and Change Management• SWAT/Tiger/RCA and Problem Management

1. Strategic Framework

2. SMO concept

3. Transition Planning and Support

4. OLAs and agreed procedures 11

Focused Management,

Inc.Still painful, though?

• Customer complaints• Bureaucratic assessments• Everything’s a crisis• Projects vs. Operations


2. SMO concept


4. OLAs and agreed procedures 12

Fire House or Mission Control?

Your organization:

Chaos is “typical” for many organizations. How was NASA different, going to the moon?

Focused Management,

Inc.Next Steps?


Focused Management,

Inc.What’s next in your organization?

• First line escalations to technical teams?• 24 x 7 role of operations control?• Project management and technical management?• Process people keeping the peace or being bureaucratic?


2. SMO concept


4. OLAs and agreed procedures

Common next steps. Role of scribes.


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Introduction: Why ITIL®?

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Focused Management,

Inc.

TOPICSThe IT Infrastructure Library (ITIL®)

1. Typical ain’t best

2. Process isn’t natural

3. Governance sounds bad

4. Companies have heart problems 16

ITIL®

The IT Infrastructure Library (Ver. 3 2011)

“A bunch of books”?

Or uncommon common sense?

17Small companies do some of it naturally.

Five core and many supplemental books

• Governance grows wild– Bureaucracy grows to maintain itself– Taxes and charge-backs increase– “Power corrupts”

• Teams turn inward– Mr. Inside and Mr. Outside– Cross-Functional matrix creep– We-they, in the box

• Processes flip upside-down– Processes meander– Everyone’s a customer driving on one-way streets– “The tail will wag the dog.”

Without strong leadership…

Process maintenanceOrganizational pruning

Focused Management,

Inc.Truths with which we Must All Wrestle


Common Initial Benefits of ITIL®

• 50% decrease in downtime• 30% increase in IT staff productivity• 25% more efficient in implementing new services

Source: IDC study CA601OIU

Quality = Doing more with less…

or having more time to do what matters.

Benefits

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Focused Management,

Inc.

My experience from maturity from a 1 or 2 to a 2 or 3

1. Problems are specified away from Incidents

2. Change authorities are distinguished from Release Management

3. Strategy becomes distinct from Architecture, initiating BRM

4. Performance Improvement leverages innovation

5. Governance judicially integrates technical specialization

© Gregory P. Rowe, [email protected]

Organizational Development as Cell Meiosis

Common increases in maturity.

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TOPICS

OutlineNEXT SECTION

1. Typical ain’t best

2. Process isn’t natural

3. Governance sounds bad

4. Companies have heart problems 21

Focused Management,

Inc.

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Outline

1. Leadership -- ITIL ® Strategic Framework

2. Processes -- Service Management Office (SMO)

3. Schedules -- Transition Planning & Support

4. Procedures -- Change Models, Incident Models

5. Workflow – OLA, RACI, ITSM Technologies

Not taught in a Foundation course

Advanced Concepts from ITIL®

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Commonalities of strategic plans and roadmaps

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Preview

• Typical ain’t best• Process isn’t natural• Governance can’t be heavy• Companies can have heart problems• Technology is part of the solution

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Focused Management,

Inc.

Topics

1. Strategic Framework: Shared, Strong Leadership

2. Service Management Office (SMO): Integrated Processes

3. Transition Planning & Support : Integrated Schedules

4. Change Models, OLA and RACI: Agreed Procedures

5. Technology Improvements

Collaboration spanning OCIO, division, branches, teams

It’s about framing existing roles, not creating new ones.

Strategic Concepts from ITIL®

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Contents

• Overview: Organizational Challenges• Introduction: Why ITIL®?• Strategic IT Leadership• Service Management Office (SMO) IT Management• Where Projects meet IT Operations meet Technical Teams• A Whole New World?

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itsmf_oct23 ITIL_Next Steps_v11_step0

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