How do you implement ITSM successfully?

Pink Elephant – Translating Knowledge into Results

Implementing IT Service Management

Pink Elephant EMEA Ltd

Think Differently. Think Pink

Presented by: Eddie Potts

Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.

IT Service Management Consultant

Worked in ITSM for over 20 years

Worked in a variety organisations,

Small, Medium & Large and small

Private, public

UK, European, Global

Introduction – Eddie Potts


The inconvenient truth about change management

However…… without change there is no innovation, creativity, or

incentive for improvement. Those who initiate change will have a

better opportunity to manage the change that is inevitable.--William Pollard (The Soul of the Firm)

of change initiatives fail! (Kotter, 1995)


People

• Enhanced Skills

• Multi Functional

Teams

• Values / Beliefs

• Cultural Biases

• Training

• Career Development

Process

• Single Point Of Accountability

• Logical Group Of Activities

• Cross Departmental

• Defined Procedures

• Repeatable, Consistent

• Global Standards

Management

• Mgmt. Commitment

• Mgmt. Participation

• Compensation / Rewards


• Coaching / Enabler

• Career Opportunities

• Organizational Design

Technology • Teamwork Enabled

• Service Management Tools

• Integrated Data Sharing

• Knowledge Management

• Management Information

Implementing ITSM is a complex undertaking


There is little empirical evidence on how to conduct an

implementation project successfully, and how to measure the

success of an implementation initiative” (Iden and Eikebrokk, 2013)

Implementing ITSM is a complex undertaking

%23_ENREF_24


Critical Success Factors

“the things that must happen if a Process, Project, Plan, or IT

Service is to succeed” (Rudd, 2010).

CSF’s …… are the most populous subject in the academic articles,

that discuss the adoption of ITIL (Iden and Eikebrokk, 2013).

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%23_ENREF_46

%23_ENREF_24


CSF: Management Support

Executive &

Sr. Mgmt

Middle Mgmt.

Operational

Staff

Transformation Process



Perceived ImportanceOrganizational Role

Changes with impact are usually initiated from top down.


CSF: Competence & Training

8


CSF: Stakeholder management

9

Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 10

The biggest reason for ITIL initiatives failing is resistance to change (Forrester, 2011)

CSF: Organisational Change


Continual Service Improvement Model

11

(Rudd, 2007)

What is the vision?

Service & process

improvement

Measurable targets

Baseline

assessments

Where do we want to

be?

How do we get

there?

Did we get there?Measurements &

metrics

Business vision,

mission, goals and

objectives

Where are we now?

How do we keep

the momentum

going?


What is the vision?


What is your ITSM Vision

What is your ITSM vision?

?What are your business drivers?

Reduce cost?

Improve quality?

Improve Business/IT alignment?


Why do organisations implement ITIL?

Classical economics theories e.g.

Reduced costs

Improved quality

Improved IT business alignment

OR

Coercive pressures such as

Mimetic: Organisations may opt to mimic industry leaders to seek

competitive advantage.

Coercive: External pressure from Customers, government

agencies, IT service providers, and vendors.

Normative: Influence from the ITIL community

(Powell and DiMaggio, 1991).

%23_ENREF_43


Technology

Customer Focus

Business Focus

Value Chain Focus

LOW

HIGH

Role Of IT/IS In The Organization

Required

position

The Vision: New Role For IT

IT is perceived as an

internal business partner

IT customers are the

customer of the organization

IT is focused on the customer and is

perceived as a external supplier of services

IT is focused on

products

IT is focused on technology and is

perceived as a “TV Repair Man”

Product / Service


Where Are We Now?


Customer Perspective?

Total Calls per Month

0

500

1000

1500

2000

2500

3000

3500

4000

4500

5000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Month

No

of

Call

s Total ACD Calls

Incidents Logged

Total Abandoned

No of Calls Ans

Need to get more meaningful measures of the level of service quality delivered to customers


Self Assessment?

Summary Page

Service

Management

Configuration

Management

Service Desk and

Incident

Change

Management

Problem

Management

Release

Management (V3)

Service Level

Management

IT Service

Continuity

Availability

Management

Capacity

ManagementFinancial ManagementCollated by ???????

Question No: Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des ManDes

PASS 72%

NEAR PASS 40%

1 No Yes Yes Yes Yes No No Yes Yes No Yes FAIL <40%

2 No No Yes Yes No No Yes Yes No No Yes

3 No No Yes Yes No No No Yes No No Yes

4 Yes No Yes Yes No No Yes Yes Yes No Yes

5 Yes No Yes Yes No No Yes Yes Yes No Yes

6 No Yes Yes No No Yes Yes No No Yes

7 No Yes Yes No No Yes Yes No No No

8 No Yes Yes No No Yes No No No No

9 No Yes No No No Yes No No Yes

10 No Yes Yes Yes No

11 Yes

12 Yes

13 Yes

14 Yes

15 Yes

16 Yes

17 Yes

18 No

19 Yes

Count 4 1 4 6 11 8 5 4 4 6 5 4 6 4 4 4 3 6 0 10 0 9 108

Pass 1 1 1 0 11 7 5 3 1 1 0 0 4 4 4 3 2 1 0 0 0 7 56

Score 25% 50% 25% 0% 100% 44% 100% 38% 25% 8% 0% 0% 67% 50% 100% 38% 67% 8% 0% 0% 0% 39%

Combined 28.6% 16.7% 98.4% 96.6% 22.7% 0.0% 72.7% 93.8% 46.7% 0.0% 77.8% 50%

Overall Assessment 0 0 1 1 0 0 1 1 0 0 1

Weighting 5 3 5 5 4 3 3 3 3 3 3

Max Score 21 18 63 29 22 19 22 16 15 10 9

Actual Score 6 3 62 28 5 0 16 15 7 0 7


Capability Maturity Model Index – Estimate!

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

SMS

SLM

Incident

Problem

Change

ReleaseConfig

ITSCM

Availability

Financial

Capacity

Where we are now?

Where we want to get to?

Utopia?

ITSM implementation or improvement?


Where Do We Want To Be?


Technology

Customer Focus

Business Focus

Value Chain Focus

LOW

HIGH

Role Of IT/IS In The Organization

Required

position

What is the vision

IT is perceived as an

internal business partner

IT customers are the

customer of the organization

IT is focused on the customer and is

perceived as a external supplier of services

IT is focused on

products

IT is focused on technology and is

perceived as a “TV Repair Man”

Product / Service


5) Value Chain Focused Service Strategy

Service Portfolio Mgmt.

4) Business Partner Focused Financial Mgmt (costing and charging)

IT Service Continuity Mgmt. (Integrated with Bus Cont)

Demand Mgmt.

Transition Planning and Support

3) Business Customer Focused Service Portfolio Mgmt. (CSI Focused)

Financial Mgmt. (service based costing)

SLM (Business Relationship Mgmt.)

Service Catalog Mgmt. (Interactive / business customer)

Capacity & Availability Mgmt.

Enterprise IT Supplier Mgmt.

Knowledge Mgmt.

2) Service Focused Service Portfolio Mgmt. (Project Focused)

Service Level Mgmt. (ola / sla)

Release & Deployment Mgmt. (SVT & Evaluation)

Service Asset & Configuration Mgmt.

Problem Mgmt. (Proactive)

Information Security Mgmt.

Request Fulfillment / Event Mgmt.

IT Service Continuity Mgmt. (IT focused)

1) Technology Focused Change Mgmt

Problem Mgmt. (RCA – Reactive)

Incident Mgmt.

Service Catalog Mgmt. (IT & user focused)

Access Mgmt

Logical and Physical Device Security

Capacity, Availability, Event (component / domain)

So where should I start my journey?

Continual S

erv

ice I

mpro

vem

ent


Where do we want to be? - CMMI

CMMI Model

0 – Non-existent: Describes a total lack of process activities.

1 - Initial Describes evidence that the enterprise recognizes issues

exist and need to be addressed.

2 – Repeatable Describes processes designed so that similar procedures

are followed by individuals. There is a high reliance on

individual knowledge and skill level

3 – Defined: Describes a standardized and documented level of

process which is communicated through training.

4 – Managed: Describes processes which are good practice and under

constant improvement. Automation and tools are used to

support the activities.

5 – Optimized: Describes the facility of the ITIL process to receive and

provide quality data to external management and

business processes.


Value OfIT Processesto the Business

Maturity of IT Processes

High ££

High

Low ££

Low

RISK!!

0 1 2 3 4 5

IMPM

CM

Config

Additional Considerations

• Added business value

• Ability to implement

• Quick gains

• Costs

• Resources

• Competing projects

• Culture

• Etc.

“Largely Overdoing It" In Relation To The Low Value Of IT To

The Business

Area Where The Business Runs

High Risks

RM

SLM

Where do we want to be?


How Do We Get There?


Our Iceberg is Melting

26


1) Establish a sense of urgency

27

Help others feel a gut-level determination to move and win, now

Related CSF’s

Feasibility study before the actual implementation


2) Create a guiding coalition

28

Putting together a group with enough power to lead the change

Related CSF’s

Management support / Project champion

Interdepartmental collaboration

Customer orientation


3) Develop a shared vision

29

Clarify how the future will be different from the past

Related CSF’s

Goal setting through process maturity framework

Implementation strategy and design


4) Communicate the vision

30

Ensuring that as many people as possible understand and accept the vision

Related CSF’s

Continuous reporting and auditing through a quality management framework

Stakeholder management

Ability of IT Staff to Adapt to Change


5) Empower people to act on the vision

31

Removing as many barriers as possible and unleashing people to do their best work.

Related CSF’s

Management support

Competence and training

Tool selection


6) Create short term wins

32

Create some visible, unambiguous successes as soon as possible.

Related CSF’s

Process priority

Customer orientation

Quick wins


7) Consolidate and build on the gains

33

Consolidating gains and producing more change

Related CSF’s

Implementation strategy and design

Continuous reporting and auditing through a quality management framework


8) Institutionalise the change

34

Anchoring new approaches in the culture for sustained change

Related CSF’s

Monitoring and evaluation of ITIL implementation

Project management and continuous service improvement


People

• Enhanced Skills

• Multi Functional

Teams


• Cultural Biases

• Training

• Career Development

Process

• Single Point Of Accountability

• Logical Group Of Activities

• Cross Departmental

• Defined Procedures

• Repeatable, Consistent

• Global Standards

Management

• Mgmt. Commitment

• Mgmt. Participation

• Compensation / Rewards


• Coaching / Enabler

• Career Opportunities

• Organizational Design

Technology • Teamwork Enabled

• Service Management Tools

• Integrated Data Sharing

• Knowledge Management

• Management Information

Process reengineering changes everything


Process Implementation

High Level

Process

Model

Detailed

Process

Description

Process

Implementation

Process:

Gather Tool

Requirements

Install &

Customize

Deploy and

ScaleTechnology:

Awareness Campaign

ITIL TrainingProcess

WorkshopsPeople:

Roles definition &

authority matrix


Future BrightTALK Events

What is the vision?

Service & process

improvement

Measurable targets

Baseline

assessments

Where do we want to

be?

How do we get

there?

Did we get there?Measurements &

metrics

Business vision,

mission, goals and

objectives

Where are we now?

How do we keep

the momentum

going?


Questions?

[email protected]

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Transcript of How do you implement ITSM successfully?