Post on 12-Nov-2014
description
DTS Introduction• Welcome!
– Dee Smith,
DTS Project Management Office Manager
– Presentation Slides will be available on the DTS website
– Please complete your Evaluation Surveys!
– Claim your PDUs under Category 4 at: http://www.pmi.org/info/PDC_Cert_CCR_Qualfy_Act.asp
• Upcoming DTS Technology Days and Customer Forums
• May 16th DTS Customer Forum @ GTChttp://www.dts.ca.gov/calendar/view.asp?key=53&id=1207
• DB2 User Group, June 7 http://www.dts.ca.gov/calendar/view.asp?key=53&id=1310
• June DTS Rates Customer Forum (Tentative)
• Look for more DTS events coming soon at http://www.dts.ca.gov/calendar
Today’s Agenda
WelcomeDee SmithManager, DTS Project Management Office
Practical Advice to Successfully Implementing ITIL Best Practices
Ed HolubResearch Vice President,IT Operations Management,Gartner
Implementing ITSM at DTSDee SmithManager, DTS Project Management Office
Practical Advice to Successfully Implementing ITIL Best Practices
Ed HolubResearch Vice President,
IT Operations Management
Hype Surrounding ITIL
ITIL makes the business love the IT group!
ITIL is easy! Buy our tool and have ITIL! Everybody is doing it …
What's next …– ITIL cures cancer!
– ITIL solves world hunger!
Technology Trigger
Peak ofInflated
Expectations
Trough of Disillusionment Slope of Enlightenment
Plateau of Productivit
y
time
visibility
ITIL 2005
ITIL 2012
ITIL 2006
ITIL 2008
ITIL 2010
IT Operations Management Hype Cycle
Key Issues
1.What is ITIL and how can it serve as a guide to transforming operations?
2.What pitfalls should be avoided whenimplementing ITIL?
3.What are the critical success factors and practical methods to maximize return on investment?
Key Issues
1.What is ITIL and how can it serve as a guide to transforming operations?
2.What pitfalls should be avoided whenimplementing ITIL?
3.What are the critical success factors and practical methods to maximize return on investment?
Positioning the Frameworks
Level of Abstraction HighLow
ITRelevance
Holistic
Specific
TCO
ITIL CMMI
CobiT
Six Sigma
ISO 9000
National Awards(e.g., Baldrige)
People CMM
Scorecards
ISO 20000
CMM =capability maturity model
CobiT =Control Objectives for Information and Related Technology
ITIL =IT Infrastructure Library
TCO =total cost of ownership
IS0 20000 = IT service mgt standard
ISO 9000 = quality mgt standard
Point solutions are useful, but a broader, holistic approach to process and quality
improvement is POWERFUL.
0% 20% 40% 60%
"Completed" adoption
Implementing 2+ years
Implementing 0-2 years
Plan to start in next 18 months
No plans at this time
2006
Polling Results – ITIL Adoption
Source: Audience polling survey at 2006 Gartner Data Center conference in November 2006 (n=171)
Process Framework — ITIL
ITIL is a best-practice process framework.– Service delivery
– Service support
– Others (application management, security management)
Initiated by the U.K.'s government Central Computing and Telecommunication Agency (CCTA). CCTA is merged into the Office of Government Commerce.
Shows the goals, general activities, inputs and outputs of the various processes.
Does not "cast in stone" every action you should do on a day-to-day basis.
ITIL Refresh or "Version 3" is in development.
0% 20% 40% 60%
Aware, but no immediate plansto adopt
Plan to adopt V3, but notslowing down in meantime
Slowing down until V3 isavailable
Previously unaware of V3
We have no ITIL plans
2006
Polling Results – Impact of ITIL Version 3
Source: Audience polling survey at 2006 Gartner Data Center conference in November 2006 (n=178)
ITIL: The Good and the Bad
Service Delivery:
– Service-level management
– Financial management
– Capacity management
– IT service continuity
– Availability management
Service Support:
– Incident management
– Problem management
– Change management
– Configuration management
– Release management
Service Desk
Core Benefits: Standard process language
Emphasis on process vs. technology
Process integration
Standardization enables cost and quality improvements
Focus on customer
Limitations:
– Not a process improvement methodology
– Specifies "what" but not "how"
– Doesn't cover all processes
– Doesn't cover organization issues
– Hype driving unrealistic expectations
0% 20% 40% 60%
Improve quality of service
Lower cost of deliveringservice
Improve agility to respond tobusiness requirements
Address compliance or riskissues
None of the above
2006
Polling Results – Primary Driver for ITIL
Source: Audience polling survey at 2006 Gartner Data Center conference in November 2006 (n=180)
0% 20% 40% 60%
Lack of guidance onorganization and roles
Process definitions too highlevel to implement
Requires too much change inculture
Cannot justify ROI
Too much focus on tools inyour organization
Lack of experienced ITILconsultants
2006
Polling Results – Biggest Hurdle Implementing ITIL
Source: Audience polling survey at 2006 Gartner Data Center conference in November 2006 (n=164)
Key Issues
1.What is ITIL and how can it serve as a guide to transforming operations?
2.What pitfalls should be avoided whenimplementing ITIL?
3.What are the critical success factors and practical methods to maximize return on investment?
More Process Refinement Initiatives Fail Due to Ineffective Governance than Due to Bad Designs
Stakeholders
IT operations and production engineering
Architecture and standards IT controller IT service desk Security and compliance Business applications
Steering Committee Responsibilities
Service management vision Project management
and process prioritization Funding and infrastructure
investment Technical architecture Standards, tools and
vendor criteria Measurement criteria Reporting to management
Trying to Run Before Walking
Reactive
Proactive Analyze trends Set thresholds Predict problems Measure appli-
cation availability Automate Mature problem,
configuration, change, asset and performance mgt processes
Fight fires Inventory Desktop SW
distribution Initiate
problem mgt process
Alert and event mgt
Measure component availability (up/down)
IT as a service provider
Define services, classes, pricing
Understand costs Guarantee SLAs Measure & report
service availability Integrate processes Capacity mgt
Service
Value IT as strategic
business partner IT and business
metric linkage IT/business
collaboration improves business process
Real-time infrastructure
Business planning
Level 1
Level 2
Level 3
Chaotic Ad hoc Undocumented Unpredictable Multiple help
desks Minimal IT
operations User call
notification
Level 0
Tool Leverage
Manage IT as a Business
Service Delivery Process Engineering
Operational Process Engineering
Service and Account Management
Level 4
Assuming Tools Will Solve Your Problems
Be wary of vendor hype Focus on process first Tools can be enablers or inhibitors Assess capabilities of your
current tools Review new tools where they
would pay significant dividends Buy what you need, as you need it
"Man is a tool-using animal. Nowhere do you find him without tools; without tools he is nothing, with tools he is all." – Thomas Carlyle
Confusing the 'Means' With the 'End'
This Is Not the Goal!
ITIL
Six Sigma
CMM-IMalcolm Baldrige
"Certification"
Etc.
Certification Does Not Guarantee Good Outcomes!
Beware of Process for Its Own Sake!
Process Improvement Is About Better Outcomes and Experiences for Customers
Key Issues
1.What is ITIL and how can it serve as a guide to transforming operations?
2.What pitfalls should be avoided whenimplementing ITIL?
3.What are the critical success factors and practical methods to maximize return on investment?
Keep Focus Narrow and Deliver Benefits
Determine Where to Start Not necessarily on the least mature processes 80 percent of clients start on core service support processes like change, incident
and problem management Configuration management is a steeper challenge Service-level management is often first of service delivery processes
Deliver Benefits Quickly to Address "Pain Points" Examples: Reduce percentage of changes causing incidents, improve MTTR Builds momentum
Take an Iterative Approach Design 80 percent solutions and plan to improve later Channel benefits to "self-fund" the next phase Periodically reassess priorities
Build Top-Down and Grass-Roots Support
Tailor messages for stakeholder groups Reward process victories vs. traditional hero behavior
Emphasize "WIIFM"
Treat as an Organizational Change Initiative
Communicate Frequently and Consistently
CIO or Head of Infrastructure and Operations must be visible champion
ITIL is much more about people than technology Change culture to embrace standardization vs. unique
solutions Don't ignore the aspects of people change and simply
concentrate on process and tools
Clearly articulate underlying goals and objectives Report on progress – macro and micro
Take a Structured and Holistic Approachto Process Refinement
Structure ProgramWhat is the Governance Structure?What pain points are addressed?
Measurement and GovernanceHow will you know when you achieve the desired maturity?
How will you market and communicate the program value and progress?
Task-Level Process Detail
InformationRequirements
AutomationDetail = Reference Material
= Detail Design
= Implementation
Adopt Process Taxonomy
Common and consistent language!Better alignment of expectations!
Adopt Process Reference Architecture
Define a conceptual, integrated target state!Clean-sheet design concept!
Develop Process Baseline(s)How do the current processes perform?Identify key gaps against best practice!
Develop Transition Approach and Plan
How should the target state be implemented?Knowledge transfer and training!
Build Technical IntegrationFramework
What standards and protocols should be used?How should new automation be assimilated?
Implement and ManageImplement the target state!
Operate and manage new processes!
Build Process Logical ArchitecturesDefine the target state detail for each process!
Leverage Process Integration Comprehensive monitoring Iteratively tune thresholds Filter out noise Train operations center staff Automate on call staff notification
Perform parallel investigation Designate senior technical leaders Utilize problem isolation tools Prioritize effort based on criticality
Dedicate staff to problem management Conduct quick review on all problems Perform in-depth postmortem on
significant problems Identify root cause risk areas Identify action items and track
to completion Maintain an Availability Hit List
AvailabilityManagement
Smell the smoke
ProblemManagement
Fireproofing
Incident Management
Firefighting
Take action to prevent future
problems
Discover anomalies as soon
as possible, preferably before customer impact
Resolve incidents as quickly as
possible
1
2
3
Use Metrics to Drive Behavior andMeasure Progress
People inherently want to do a good job What gets measured gets attention What doesn't get measured drops off the radar People will take action to move a metric in a
positive direction– People will do "dumb" things
– People will stop doing "smart" things
Focus on analysis and action vs. reporting– Select a few key metrics instead of many
– Measure what will help you improve, not what's easy to measure
– Create "tiers" of metrics tailored to different audiences
Effectively Staff Crucial Roles
Designate individuals as process owners
Assign (virtual) teams of subject matter experts
Utilize program or project managers Desirable characteristics for team
members
– Credibility
– Communication skills
– Process and customer focus
– Ability to deal with ambiguity
– Commitment to the cause
People will make or break your ITIL initiative
0% 10% 20% 30% 40%
Full time positions
Part-time role by seniormanagement
Part-time by first levelmanagers
Part-time by individualcontributors
No one assigned processownership role
2006
Polling Results – Implementing Process Owners
Source: Audience polling survey at 2006 Gartner Data Center conference in November 2006 (n=165)
Leverage External Resources
Formal training– Foundation certification
– Practitioner certification
– Manager/Master certification
– Overview exposure methods
Sharing lessons learned– Vendors, Gartner, Peers, itSMF
Consulting assistance– Assessment, planning, implementation assistance
Don't reinvent the wheel, learn from others!
Key to Success
Comprehensive Approach to Improvement
Six σ
IT Operational Processes — ITIL
App. Development Processes — CMM, CMMI, ASL
Project Management Processes — PMI
1. Establish the Work
2. Align Roles With Work RACIRACI
3. Identify Appropriate Measures
4. Apply Governance
CobiT
Recommendations
Keep the scope narrow enough to deliver tangible benefits before losing momentum.
Demonstrate senior management commitment repeatedlyto inspire grass-roots support.
Remember that ITIL is an organizational change initiative.
Look for "best of fit" process modifications.
Tools are not a substitute for good process.
Set attainable process improvement measurement targets.
Maintain awareness that process improvement is ameans to an end.
Implementing ITSM at DTS
Dee Smith,DTS Project Management Office Manager
ITIL Best Practices Technology Day May 9, 2007
Implementing ITSM at DTS
• Our approach
• Current efforts
Approach
• Why we are embracing ITSM– Serve our customers more efficiently and
effectively– Position DTS to take on new services– Prepare DTS to manage services across two
data centers
Approach
• Leverage experience/expertise of others
• Change to an IT service culture
• Internalize incremental changes
Approach
• Build an ITSM foundation core– Tendency to look at a single ITIL process– Keep in mind the linkages between processes
Approach
• Take actions to address specific organizational issues– Completed ITIL Foundations training– Began the “change the language” campaign– Established the Service Desk function – Developed first version of a service level
agreement – Conducted assessments
Current Efforts
• Developing a Service Catalog – 1st version targeted for publication on DTS website June 30, 2007
• Revising service support processes to better align with ITIL best practices
• Upgrading to Remedy 7™ which supports Incident, Problem, Change and Asset Management targeted for 3rd quarter 2007
Current Efforts
• Defining Service Request Management process to replace our current SR system
• Procuring consulting services– To support refinement of implementation
roadmap– To raise the maturity of other processes
How is DTS Implementing ITSM?
• With multiple projects following project management practices
• With Executive sponsorship
• With stakeholder involvement
• With some communication and a lot more to come
• With feedback and course adjustments
Questions?
THANK YOU
• Please complete your surveys and hand them in to DTS Event Staff.
• Claim your PDUs under Category 4 at: http://www.pmi.org/info/PDC_Cert_CCR_Qualfy_Act.asp
• Please look for future DTS Events at:http://www.dts.ca.gov/calendar