ITIL CSI 2011Vernon Lloyd
12th December 2011
International Client Director
Fox IT
Vernon Lloyd
Implementing or Improving?
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Here is Pooh Bear, coming downstairs now,
bump, bump, bump, on the back of his head, behind
Christopher Robin.
It is, as far as he knows, the only way of coming
downstairs, but sometimes he feels that there really is
another way, if only he could stop bumping for a moment and think of it.
AA Milne
Without change there is no innovation, creativity, or incentive for improvement
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ITIL 2011 a reminder
A “Refresh”
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New Edition
• Not 4.0; not 3.1; but 2011
• 5 core books released on July 29th
• Introduction quite soon
• KEGs and other pocket guides in a few months
• No trumpets
• No capitals
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More SwirlsMore Swirls
Official Seal of ApprovalOfficial Seal of Approval
Same Organic
Mysteries
Same Organic
Mysteries
2011 Edition Title
2011 Edition Title
Highlights
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In & Out
• In scope– Clearer roles & responsibilities
– Ensuring consistent presentation of processes
– Standardize glossary definitions & their use in text
– Consistent chapters across lifecycle and much more on interfaces
• Out of scope– Completely new concepts
– Any change that would invalidate current use of ITIL, either in adoption or certification
• Many previously confusing diagrams have been replaced or clarified
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An example – Service Portfolio 2007
Service Catalogue
Marketspaces
Service concepts
Customeroutcomes
Service Design
Service Transition
Service Operation
Third-party catalogue
Resources engaged
Return on assets earned from
Service operation
Resources released
Common pool of resources
Retired ServicesService Pipeline
© Crown Copyright 2007 Reproduced under licence from OGC
Service Portfolio – simplified view
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The same diagram - 2011
Business and market
opportunities
Technology opportunities
Customer requests for new services
Service improvements Service
pipelineService
catalogueRetired services
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CSI
• Seven-step improvement process– Now has 7 steps– Documented as every other ITIL
process– Relationship with Plan-Do-Check-Act more explicit
• CSI model renamed CSI approach• CSI register introduced• Improved interfaces between CSI and other lifecycle stages• Lots of small improvements• Measuring and reporting not defined as processes now covered in
chapters 3&5– Part of everything else
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Seven-step improvement
PLAN
DOACT
CHECK
Data
InformationKnowledge
Wisdom 1. Identify strategy for improvement• Vision• Business need• Strategy• Tactical goals• Operational goals
2. Define what you will measure
3. Gather the data• Who? How? When?• Criteria to evaluate
integrity of data• Operational goals• Service measurement
4. Process the data• Frequency?• Format?• Tools and systems?• Accuracy?
5. Analyse the information and data
• Trends?• Targets?• Improvements required?
6. Present and use the information
• Assessment summary?• Action plans?• Etc.
7. Implement improvement
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Analyzing the data
• Data analysis transforms the information into knowledge of events that are affecting an organization
• During analysis the following questions need to be answered– Are there any clear trends?– Are they positive or negative trends?– Are there underlying structural problems?– Are changes required?– Are we operating according to plan?– Are we meeting targets?– Are improvements required?
• Analysts also need to ask– Is this good or bad?– Is this expected?– Is this in line with targets?
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CSI approach
13
How do we keep the momentum going?
What is the vision?
Where are we now?
Where do we want to be?
How do we get there?
Did we get there?
Business vision, mission, goals and objectives
Baseline assessments
Measurable targets
Service and process improvement
Measurements and metrics
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Where are you now?
• Need to assess the current situation – techniques include– Gap– SWOT– CMMI– Benchmark– Risk– ISO/IEC 20000 audit
• What are you assessing– Processes (don’t be restricted by ITIL but use it as guidance)– Organization structure and capabilities including roles and responsibilities – Technology
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Assessments – advantages and risks
• Advantages include– The provision of an objective perspective of the current operational process
state compared to a standard model– The provision of a repeatable process giving results which can be compared
to previous assessments– Assists in comparing company process maturity to industry benchmarks
• Risks include– An assessment is only a snapshot in time– Organizations may strive to achieve maturity scores rather than improve
effectiveness and efficiency of the process– Assessments can be very labour intensive– Although an assessment attempts to be objective, the results are still the
opinion of the assessor
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Type of assessment – internal or external
•Lack of objectivity (internal agendas)•Little acceptance of findings•Internal politics•Limited knowledge or skills•Resource intensive•Assessment often needs a fresh set of eyes•Detracts from the day job
•No expensive consultants•Self-assessments available for free•Promotes internal cooperation and communication•Good place to get started•Internal knowledge of environment
•Can repeat exercise in future at minimalcost, using newly acquired skills
•Cost•Risk of acceptance•Limited knowledge of existing environments•Improper preparation affects effectiveness•May not be there to see it through to the end – witness the results, good or not
•Objectivity•Expert knowledge•Broad exposure to multiple IT organizations•Analytical skills•Credibility•Minimal impact to operations
DisadvantagesAdvantages
Inte
rnal
-Ex
tern
al
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Method
• Don’t assume knowledge• Plan the initiative carefully
– Raise awareness to alleviate fears– Organization chart– Rooms and meetings– Capturing data
• Interview service provider staff at all levels– You need to prepare questions but do not be restricted by them– Be wary of what they say
• Interview customers
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Method
• Seek confirmation of findings– In documentation
– By attending meetings
– Following or initiating the process
– By observing
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Consideration of required maturity levels
© Crown Copyright 2007 Reproduced under licence from OGC
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Output
• Prioritized list of recommendations for improvement – input to the CSI Register
• Roadmap for improvement
• Regular assessment of changing current situation
• Full re-assessment every 1 or 2 years
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CSI register
• CSI register will record all the improvement opportunities• It will be a coordinated and consistent view of the many improvement opportunities
• Each opportunity should– Be categorized by size (amount of effort)– Be defined as a long, medium or short term aim– Show the benefits that will be achieved– Have a priority (against the other opportunities)
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CSI register (cont.)
Date required by
To be actioned by
Raised by
Justification
KPI metric (n% reduction in failures)
Priority
Description
Timescale (short, medium, long)
Size (small, medium, large)
Date raised
Opportunity number
CSI register (possible fields)
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Return On Investment
• “Sounds like a good idea” is no longer an acceptable way of making a decision of whether or not to proceed with an improvement
• Organizations today want to see a solid business case for expending resources on improvement
• This, however, can present some challenges– Limited experience in identifying measurable benefits– Lack of understanding about the difference between a benefit and ROI – Tangible and intangible benefits are difficult to distinguish – no intrinsic value in a
service– Success criteria are inadequately identified or measurement is not straightforward– Failure to progressively measure and monitor benefits and returns
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ROI Examples for ITSM
• Average incident costs the business £50– By using problem management techniques we can reduce repeat incidents by
10 per week
– 10*50*52 = £26,000 per year
• Reduce failed changes by 40% by better process and testing– 1,000 changes per month 10% fail = 100 reduction = 40 changes
– Average cost of failed change = £2,500 * 12 = £30,000 per year
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Value chain
Value added
Valuerealized
• If IT wants to show that it has added value, it must link its activities to where the business realizes value
Based on OGC ITIL® material. Reproduced under licence from OGC
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What needs to be considered?
• The business objectives
• The business/IT alignment
• Organizational change
• Clear ownership for the processes
• Integrated technology
• Evidence of success (CSFs and KPIs)– IT value is measured by the success of the business
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The ITIL lifecycle
• The better the strategy the more cost effective delivery will be• The better the design the less the need for rework• The better the transition the less chance of failure• The better the operation the happier IT customers will be• The better the CSI activities the better the business will be
Vernon Lloyd2011
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Any Questions
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