aht’ intermediation GmbH ITIL Knowledge ManagementKM_final.pdf · ITIL in the IT-Organization...

9-December-2008

Public

aht’ intermediation GmbH

Clariant International AG

ITIL KnowledgeManagementSKMF Roundtable — December 10, 2008 — Basel

Thomas Schell, Clariant International Ltd.

Pavel Kraus, aht’ intermediation GmbH, SKMF

Slide 2 / 289-December-2008Thomas Schell, Clariant International Ltd — Pavel Kraus, aht Intermediation GmbH

Knowledge Management in ITIL V3

Presenters

Pavel Kraus

Partner of aht’ intermediation GmbH

President of SKMF

Name

Company

Function

Projects

SPECIALS

KONTAKT

Lecturer for

Knowledge management,

Innovation management and

Information management

[email protected]

Customer projects and business

consulting (see www.aht.ch)

[email protected]

IT Service Management

IT Process Management

IT Quality Management

Speaker at SW- and ITSM-

Kongresses; Lecturer for ITIL-

Seminars for Pharmaceutical Industry;

Member of itSMF Germany

Thomas Schell

Clariant International AG

Head of ITSM Processes

Responsible for ITIL in Group IT

formerly Roche Pharma

/ 289-December-2008Thomas Schell, Clariant International Ltd — Pavel Kraus, aht Intermediation GmbH


Clariant — Exactly Your ChemistryKey Facts

A global leader in colors, surface and performance chemicals

Posted annual sales of more than CHF 8.5 billion for 2007

More than 20,000 employees

Worldwide operations with more than 100 group companies on five

continents

Headquartered in Muttenz near Basel in Switzerland

Products and services of its four divisions are based on innovative

specialty chemicals



Clariant — Exactly Your ChemistryITIL @ Clariant

13’000 IT users in 4 divisions and 11 corporate functions

Group IT is corporate function

IT staff of about 300 internal and 150 external persons globally

ITIL Project started in 2006 and finished in 2008

Introduction of the operational ITIL processes with the objective

– to raise the maturity and professionalism of IT as global service provider

– to improve and standardize the quality of IT services

– to lower operational costs in IT infrastructure & application management

ITIL in theIT-Organization



The ITIL Framework

ITIL – Version 1

~68 Books, 1992

ITIL — Version 2

6 Books, issued 2000

spreading since 2002

ITIL — Version 3

5 Kernel-books, issued April 2007



ITIL Observed Industry Benefits 1/2

Lessons learned since 2002

ITIL offers a systematic, professional approach to the management of IT service

provision.

Adopting its guidance can provide benefits such as:

– Increasing customer satisfaction with IT services

– Reducing the risk of not meeting business requirements for IT services

– Reducing costs when developing procedures and practices within an organization

– Better communication and information flows between

IT staff and customers

– Standards and guidance for IT staff

– Greater productivity and better use of skills and

experience

– A quality approach to IT services



ITIL Observed Industry Benefits 2/2

Benefits to the customer of IT services, examples:

– Reassurance that IT services are provided in accordance with documented procedures

that can be audited

– The ability to depend upon IT services, enabling the customer to meet business objectives

– The identification of contact points for enquiries or discussions about changing

requirements

– The knowledge that information is produced to

justify charges for IT services and to provide

feedback from monitoring of service level

agreements



Processes versus Functions

Functions

Silos

Ivory towers

Pointing and blaming

Vertical

Responsibilities not well defined

Room-managers

Lots of redundancy and overhead

Processes

Cross functional

We all work for the same organization

Team-based effort

Horizontal

Clear roles and responsibilities

Process-owners

Well defined and assigned tasks

ITIL is process based and processes are by definition cross-functional

We have to work together to make things happen



IT Service Support — Service DeskFirst Point of Contact

Service Desk

Phone

Voicemail

Email

Self-Service

Fax

En

d-U

ser Incid

ent R

esolu

tion

IMACIMAC

SchedulingScheduling

End-User End-User

AdministrationAdministration

ExceptionException

HandlingHandling

VIPVIP

SupportSupport

CCC

Business Applications

Local

Onsite Support

Regional/Global

CISC

Regional/Global

CCSC

Regional/Global

MCSC

Data Center

Services



1st Level Support

Knowledge Distribution in IT ServiceSupport

IT E

nd U

sers

depth

scope

depth

scope

depth

scope

rather local rather global

Service Desk

Agent

2nd Level Support 3rd Level Support

Problem Mgmt.

front-end back-end



Communication Processes in theIT Organization

Su

pp

lier,

Del

iver

y F

acto

ryS

up

plie

r, D

eliv

ery

Fac

tory

Business Alignment & GovernanceBusiness Alignment & Governance

Cu

stom

erC

usto

mer

End UserEnd User

ATBATB

IT OperationsIT OperationsGlobal SAP & Global SAP &

SW DevelopmentSW Development

Regional sharedRegional shared

serviceserviceRegional Regional

SAP & NSASAP & NSA

Local onsite Local onsite

supportsupportLocal BA Local BA

SupportSupport

Dem

and

Man

agem

ent:

Dem

and

Man

agem

ent:

Bu

siness P

artner an

d L

ocal IT

Man

ager

Bu

siness P

artner an

d L

ocal IT

Man

ager

GTIGTI CCC BACCC BA

globalglobal

regionalregional

locallocal

Business Service CatalogBusiness Service Catalog

Service Request CatalogService Request Catalog

Service DeskService Desk

Prozess



Knowledge Channels in IT Support 1/2

Solution Paths for the IT userS

up

plie

r, D

eliv

ery

Fac

tory

Su

pp

lier,

Del

iver

y F

acto

ry

Cu

stom

erC

usto

mer

End UserEnd User

InfrastructureInfrastructure

SupportSupport

—— Back-end Back-end

—— Front-end Front-end

BusinessBusiness

ApplicationApplication

Maintenance &Maintenance &

SupportSupport

Dem

and

Man

agem

ent:

Dem

and

Man

agem

ent:

Bu

siness P

artner an

d L

ocal IT

Man

ager

Bu

siness P

artner an

d L

ocal IT

Man

ager

Service DeskService Desk



Knowledge Channels in IT 2/2

IT Services — Demand & Delivery

InfrastructureInfrastructure

SupportSupport

—— Back-end Back-end

—— Front-end Front-end

BusinessBusiness

ApplicationApplication

Maintenance &Maintenance &

SupportSupport

Business Alignment & GovernanceBusiness Alignment & Governance

Su

pp

lier,

Del

iver

y F

acto

ryS

up

plie

r, D

eliv

ery

Fac

tory

Cu

stom

erC

usto

mer

Dem

and

Man

agem

ent:

Dem

and

Man

agem

ent:

Bu

siness P

artner an

d L

ocal IT

Man

ager

Bu

siness P

artner an

d L

ocal IT

Man

ager

IT Service ManagementIT Service Management



Knowledge Management Processin ITIL V3

Purpose

„Ensure that required knowledge based on existing information is provided in a

timely manner.”

Goal (strategically)

„Enable the IT-Organization raising the quality of all management decisions.“

Goal (tactical)

„Enable the IT service providers to work effectively by sharing between all

collaborators a clear and common understanding on the values of the IT service that

is delivered to the customer.“

Scope

„Knowledge Management is a process with relevance for the whole life cycle of an IT

service. KM is integrated in all other ITIL processes.”



The ITIL FrameworkKM as integral partof all Processes



Knowledge Pyramid

Expertise

Comprehension

Knowledge

Information

Data

Decision



The ITIL Knowledge Management Process

Knowledge

Management

Strategy

Knowledge

identification

Knowledge

registration

Knowledge

maintenance

KM SystemKnowledge

distribution

Start

Service

Delivery

Service

Transition

Service

Operation

Continual

Service

Improvement

Service

Strategy



Identification of valuable internal and external knowledge sources

Design of systematic processes to extract, document

and process knowledge

Helpdesk orService Desk

Continuously enhance knowledge in regular cycles and selectively dispose

of outdated knowledge

Systematically fill gaps with new knowledge

Know

ledge tra

nsfe

r

ApplicationManagement

IT InfrastructureManagement

Event management& Service Monitoring

KM Strategy und Governance Model

Service Knowledge Management System

Measurement of effectiveness and efficiency of the service (KPIs, Quality)

Knowledge management & ITIL










Kn

ow

led

ge

tran

sfe

r







Knowledge sources identification

Past issue analysis

Lessons learned workshops

Sociogram

Community building










Kn

ow

led

ge

tran

sfe

r







KM integration into processes

Define information architecture

– Taxonomy

Identification of concrete activities to

identify, capture, document and depict

knowledge

– Walkthroughs

– Debriefings

– FAQs

Process visualization

Explicit process integration of the KM

activities

Defining appropriate KPIs



Key Performance Indicators forKnowledge Management

Key Performance Indicators (KPI‘s)

„Increased resolution rate by a single access to Service Knowledge Management

System“

„Decrease effort and resources in IT service support“

„Lower the average time to find material and documentation“

„Raise customer satisfaction — by education, briefings, notifications, …“

„Degree of knowledge deployment“

„Lower the dependency on the knowledge of individual persons“










Kn

ow

led

ge

tran

sfe

r







Closing the gaps

Systematic walkthrough and gap

identification

– Change of culture

– Open communication

– Stakeholder identification

– Expert / Key user identification

Workshops to identify and close the gaps










Kn

ow

led

ge

tran

sfe

r







Continuous review

Process quality review

– Special focus on how the agents deal

with knowledge

Regular input on weak points and gaps

Define and control activities to fill the gaps










Kn

ow

led

ge

tran

sfe

r







KM Strategy & Governance Model

Derive KM strategy from theIT Service Strategy

– Focus on the same direction

– Make the link between bothstrategies explicit andmeasurable

Develop an IT governance model

Integrate KM within

– How to deal with experts

– MBOs and knowledge work

– Responsibilities and activities

Regularly measure and give feedback(KPIs)










Kn

ow

led

ge

tran

sfe

r







Service KM system

Build a system delivering results

Knowledge database vs. knowledge base

Identify the right balance between face-to-

face activities and database driven

approach

Base all inputs on the taxonomy

Provide context search with various

search paths

– Key words

– Visual processes

– Etc.



ITIL V3 —Service Knowledge Management System

Data &

Information

Sources & Tools

Unstructured

CMDBCMDB

Structured CMS Media library

Information

Integration

LayerService Knowledge Management Database

Knowledge

Processing

Layer

Presentation

Layer

Query &

AnalysisReporting

Performance

ManagementModelling Monitoring

Po

rtale

IT

Governance

Qualitäts-

sicht

Kunden

Support-Sicht

Selbst-

Bedienungs-

Sicht

Service-

Sicht



Clariant International Ltd

Group IT

Rothausstrasse 61

CH-4132 Muttenz 1/Switzerland

Phone: +41 61 469 62 89

Fax: +41 61 469 65 77Mobile: +41 79 209 97 50

[email protected]

Thomas Schell

Head of IT ServicesManagement Processes

Office Location:Binningerstrasse 2

CH-4142 Münchenstein

Pavel KrausDr. sc. nat. ETH Partner

Business-Park TenumGrammetstrasse 14CH-4410 Liestal

Mobile +41 79 396 5535Phone +41 61 923 [email protected] www.aht.ch

aht’ intermediation GmbH ITIL Knowledge ManagementKM_final.pdf · ITIL in the IT-Organization...

Documents

Transcript of aht’ intermediation GmbH ITIL Knowledge ManagementKM_final.pdf · ITIL in the IT-Organization...