ITIL Success: Five Years Later
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Session 408 Tuesday, October 22, 10:00 AM - 11:00 AM Track: Industry Insights ITIL Success: Five Years Later Paul Fibkins Director and Founder, FIBKO LLC [email protected] Session Description In 2007, a major global financial services organization launched a service transition and CSI effort to improve change, release, and deployment management. This organization saved $10 million by reducing outages caused by change; employee and user satisfaction went up, and the change success rate increased from 60 percent to nearly 100 percent (97.97%). By every measure, this project was a huge success! In this session, we’ll revisit this implementation and discuss the following questions: How have the processes evolved over the past five years? Have they improved or degraded? Which factors have promoted continual improvement? (Advanced) Speaker Background Paul Fibkins is a seasoned ITSM professional who has implemented ITIL processes in many organizations, notably a major global financial services organization. He is an ITIL Expert, consultant, and instructor, and he is passionate about ITIL implementation, best practices, and metrics. Paul is the director and founder of FIBKO LLC and he has twenty-five years of experience managing ITSM organizations and projects.
Transcript of ITIL Success: Five Years Later
Session 408Tuesday, October 22, 10:00 AM - 11:00 AM
Track: Industry Insights
ITIL Success: Five Years Later Paul Fibkins Director and Founder, FIBKO LLC [email protected]
Session Description In 2007, a major global financial services organization launched a service transition and CSI effort to improve change, release, and deployment management. This organization saved $10 million by reducing outages caused by change; employee and user satisfaction went up, and the change success rate increased from 60 percent to nearly 100 percent (97.97%). By every measure, this project was a huge success! In this session, we’ll revisit this implementation and discuss the following questions: How have the processes evolved over the past five years? Have they improved or degraded? Which factors have promoted continual improvement? (Advanced) Speaker Background Paul Fibkins is a seasoned ITSM professional who has implemented ITIL processes in many organizations, notably a major global financial services organization. He is an ITIL Expert, consultant, and instructor, and he is passionate about ITIL implementation, best practices, and metrics. Paul is the director and founder of FIBKO LLC and he has twenty-five years of experience managing ITSM organizations and projects.
PAUL FIBKINSFIBKOLLC AND LEARNING TREE INTERNATIONAL
ITIL SUCCESSFive Years Later
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2007 - 2012
ITIL SUCCESS 5 YEARS LATERIS LONG TERM SUCCESS FUELED BY BLOCKING AND TACKLING OPERATIONAL TACTICS?
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2007 - 2012
ITIL SUCCESS 5 YEARS LATER
OR DO HOME RUNSMAKE THE DIFFERENCESECURING LONG TERM
PROCESS IMPROVEMENT?
IN 2007 A MAJOR GLOBAL FINANCIAL SERVICES
ORGANIZATION LAUNCHED A SERVICE TRANSITION CHANGE
MANAGEMENT SERVICE QUALITY IMPROVEMENT PROGRAM
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2007 - 2012
ITIL SUCCESS 5 YEARS LATER
The success netted …
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2007 - 2012
ITIL SUCCESS 5 YEARS LATER
60% Reduction in service outages
$10 Million savings
42% Increase in change velocity
A 15% Improvement in employee and customer satisfaction
* A 6.0 Sigma is 1 defect per million opportunities
A 4.8 Quality Sigma Level (104 defects in 189,717 opportunities) *
2007 CHAOS
• Consolidated 20 data centers
• Aligned 6 regions
• Integrated 10 lines of business
• Absorbed double digit growth
2012 OPTIMIZATION
• Change velocity increased
• Change success improved
• Customer satisfaction was up
2007 - 2012
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CHAOS TO OPTIMIZATION
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2007 - YEAR 1
INITIATE AND PLAN
BAU (Business As Usual)
• Experienced weekend command center chaos
• Accepted a culture of chaos
• Lacked hope and vision
ITIL ADOPTION
• ITIL was the latest framework
• Last resort
• Why not try ITIL?
2007 - YEAR 1
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INITIATE AND PLAN
JANUARY 2007• Created and chartered the
Project Management Plan
• Held Executive Formula One ITIL Simulation for CIOs
• Conducted a Capability Maturity Model Integration (CMMI) Assessment
DECEMBER 2007 • Created a guiding
coalition and sponsorship
• Employed Business Process Management Notation (BPMN) tools
2007 – YEAR 1
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INITIATE AND PLAN
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• July 2007 – Executed Global Road Show
2007 – YEAR 1
INITIATE AND PLAN
• May 2007 – Defined strategy, secured CIO sponsorship, completed proposal, charted the project and conducted a CMMI assessment (service and process) followed by a BPMN mapping exercise
• July 2007 – Held Global Change Management Workshops
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2007 - YEAR 1
INITIATE AND PLAN
LESSONS LEARNED IMPACTINGLONG TERM SERVICE IMPROVEMENT
1. EMPLOY A SERVICE FOCUSED ASSESSMENT TOOL AND REPEAT USE OFTEN
2. EMPLOY A POWERFUL BUSINESS PROCESS MANAGEMENT NOTATION (BPMN) TOOL - AND SPEND EXTRA CYCLES AND RESOURCES GETTING THE ‘AS IS’ AND ‘TO BE’ PROCESS DOCUMENTED
3. KNOW SERVICE YOUR ORGANIZATION WANTS TO IMPROVE WITH ITIL DISCIPLINE – NOT JUST PROCESSES
4. USE SMART GOALS FOR GUIDANCE (SPECIFIC, MEASURABLE, ATTAINABLE, REALISTIC AND TIMELY) 11
2008 – YEAR 2
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THE BUILD
JANUARY 2008 • Held Formula One ITIL
Simulation Workshops
• Focused on People and Process
• Jump started the marketing campaign
DECEMBER 2008 • Defined the ‘to be’
state and communicated it
• Achieved Quick Wins
• Updated tool
• Experienced collaboration and success
2008 – YEAR 2
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THE BUILD
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2008 – YEAR 2
THE BUILD
People
ProcessesPartners
Products/ Technology
Exploited The 4 P’s of Design
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2008 – YEAR 2
THE BUILD
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2008 – YEAR 2
THE BUILD
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2008 – YEAR 2
THE BUILD
Build Process
Init
iate
Def
ine
De
sig
n
ITIL Project Lifecycle /Methodology
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2008 - YEAR 2
THE BUILD
LESSONS LEARNED IMPACTINGLONG TERM SERVICE IMPROVEMENT
1. PRIORITIZATION TRAINING PENETRATION AND MARKETING EMERSION
2. ASSESS AND IMPROVE PEOPLE AND PROCESS – THEN PARTNERS, PRODUCTS AND TECHNOLOGY
3. ENGAGE THE PROJECT MANAGEMENT ORGANIZATION AND EMPLOY PMPs WHEN POSSIBLE
4. COLLABORATE WITH THE PMO – STRIVE TO EMBED ITIL PRACTICES IN THE PMO
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2009 – YEAR 3
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THE BASELINE
JANUARY 2009
• Executed 20 Quick Wins
• Imbedded a strong governance structure
• Achieved measurable improvements
• Propagated training
DECEMBER 2009
• Implemented tool changes
• Embedded metrics
• Employed ITIL speak
• CAB structure took hold
2009 – YEAR 3
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THE BASELINE
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2009 – YEAR 3
THE BASELINE
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0
500
1000
1500
2000
2500
1/1/07 1/1/08 1/1/09 1/1/10 1/1/11 1/1/12
ITIL FOUNDATIONS
ITIL OVERVIEW
2009 – YEAR 3
THE BASELINE
Change Volume vs. Service Incidents
2009 – YEAR 3THE BASELINE
CHANGE INCIDENTS DOWN 60%
CHANGE CHANGE VELOCITY
UP 42%
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BASELINE
2009 – YEAR 3THE BASELINE
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DEMING MODEL FOCUS
Root Cause # of Incidents
Release and Deploy 37
Service Asset & Config 6
Supplier 7
Change 23
HUMAN ERROR
TESTING
INSTALL
CHECKOUT
PIR (POST IMPLEMENTATION REVIEW) ACTIONS:1. Expand maker checker
process 2. Ensure implementation
procedures are detailed3. Enforce change process best
practices
CHECK
ACT
DESIGN
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2009 - YEAR 3
THE BASELINE
LESSONS LEARNED IMPACTINGLONG TERM SERVICE IMPROVEMENT
1. COMMODITIZE TRAINING
2. ENGAGE HR AND LEARNING MANAGEMENT –EMBRACE KNOWLEDGE & THE SKMS
3. MAKE VISIBLE CSF’S, KPI’S AND METRIC AND KEEP THE FOCUS ON PERFORMANCE
1. EXPLOIT THE POST IMPLEMENTATION REVIEW (PIR) PRACTICE AND ZERO IN ON ‘CHECK AND ACT’ DEMING ACTIVITIES 25
2010 - YEAR 4
THE STANDARD CHANGE
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• Favorable run rate continued
2010 - YEAR 4
THE STANDARD CHANGE
– From 2007 to 2010 while incidents were reduced by 35% - outages spiked
• As Momentum slowed– Re-executed the CMMI Assessment and
determined 3 pain points:– 1. Lack of service and process efficiency
– 2. Stagnating governance
– 3. Splintering Standardization
– Change velocity increased and global standardization challenged scalability
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• Development pressure mounted
2010 - YEAR 4
THE STANDARD CHANGE
– Applications Development drove ITIL Training demand
• The Standard Change symbolized ITIL efficiency
– And became the rallying call to action in the
Development Community
– Development began to lead ITIL Process Improvement discussions
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2010 - YEAR 4
THE STANDARD CHANGE
The Standard Change Model
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2010 - YEAR 4THE STANDARD CHANGE
&
• ISO Standards bolstered governance
2010 - YEAR 4
THE CONSOLIDATION
– Service Management took the lead on ISO9001 Quality Management Certification and supported ISO27001 assessments
• Global standardization
– Through industry certification, directly supported Global Service Management standards consolidation
– And achieved ISO 20000 Certification
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2010 - YEAR 4
THE STANDARD CHANGE
LESSONS LEARNED IMPACTINGLONG TERM SERVICE IMPROVEMENT
1. PRIORITIZE SERVICE EFFECTIVENESS PAIN POINTS FIRST, THEN EFFICIENCY PAIN POINT (IF POSSIBLE)
1. EXECUTE ITIL ‘BIG WIN TYPE’ PRACTICES INCLUDING THE STANDARD CHANGE AND THE EXPANDED INCIDENT LIFECYCLE
1. ENSURE CONTINUOUS CONSOLIDATION AND BUILD UPON ISO STANDARDS TO RE-ENERGIZE THE CSI EFFORT
2. ENGAGE DEVELOPENT AND ENSURE INCLUSION – MAKE ROOM AT THE ITIL LEADERSHIP TABLE
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Dev Ops GENERATION ARRIVES
2011 – YEAR 5
JANUARY 2011
• Formed the Software Engineering Process Group - SEPG
• Fostered by Development and Operations
• Established a governance structure
DECEMBER 2011
• Dev Ops was born through the SEPG
• ITIL provided common ground
• Included the main Dev Ops Practices
2011 – YEAR 5
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Dev Ops GENERATION ARRIVES
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2011 – YEAR 5
Dev Ops GENERATION ARRIVESImplemented Dev Ops Practices
through the Development and Operations Coalition
DEV OPS PRACTICES 1. Defined the Workload for Change Management and made
the process visible
2. Created Robust Applications Testing Environments
3. Embedded Development in Operations IncidentEscalation Process – used Expanded Incident Lifecycle
4. Included Development in PIR Leadership
5. Cross- trained Development on Operational Practices
7. Injected failure scenarios before Production
8. Enhanced Communication Ops to Dev
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2011 - YEAR 5
Dev Ops GENERATION ARRIVES
LESSONS LEARNED IMPACTINGLONG TERM SERVICE IMPROVEMENT
1. EXPAND ITIL APPLICATION AND TRANSLATE INTO DEVELOPMENT LANGUAGE
1. EMBED DEVELOPMENT IN THE INCIDENT ESCALATION AND PIR PROCESSES
2. APPLY THE DEVOPS PRACTICES – PROACTIVELY
1. APPLY CLOSED FEEDBACK LOOP FROM OPS TO DEV – ASSURING CONSTANT FEEDBACK
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MOMENTUM OR STAGNATION?
2012 – AND TODAY
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2012 – AND TODAY
MOMENTUM OR STAGNATION?LONG TERM SUCCESS IS FUELED BY DAILY BLOCKING AND TACKLING OPERATIONAL TACTICS
TACTICAL AND OPERATION PRACTICES WHICH SUPPORTED LONG TERM PROCESS IMPROVEMENT
1. EMPLOYED A POWERFUL BPMN TOOL – AS IS AND TO BE
2. DEFINED SERVICE IMPROVEMENTS – NOT JUST PROCESS
3. USED SMART SERVICE GOALS
4. EMPLOYED PENETRATION TRAINING - MARKETING EMERSION
5. COMMODITIZED TRAINING
6. SHOWCASED QUICK WINS, GOVERNANCE AND LANGUAGE
7. MADE VISIBLE CSF’S, KPI’S AND METRIC
8. APPLIED THE DEV OPS PRACTICES – DID NOT DEBATE THEM
9. APPLIED CLOSED LOOP FEEDBACK FROM OPS TO DEV38
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2012 – AND TODAY
MOMENTUM OR STAGNATION?
1. Embedded ongoing CMMI Assessment
2. Integrated with Project Management
Embedded ITIL in PMO
3. Embraced Learning Management
System and SKMS Creation
4. Exploited the PIR ACTIVITY and Checkand Act
5. Implemented Standard Change Model for Improved efficiency
6. Achieved ISO 20000 Certifica-tion. Bolstered Governance and Consoli-dated Standards
7. Adopted DevOpsPhilosophy and Practice. Achieved synergies and establish Develop-ment and Operations intensive collabora-tion
LONG TERM SUCCESS IS ALSO BOLSTERED BY HOME RUN NOTORIETY AND IMPACT
PAUL FIBKINSFIBKOLLC AND LEARNING TREE INTERNATIONAL
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ITIL SUCCESS
• Questions?
• Thank you for attending this session
• Please fill out an evaluation form: Session 408
• Enjoy the conference
• For additional information:
Paul [email protected]
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5 YEARS LATER
