ITSM in Practice - Dipl.-Ing. Walter Abel Management ... in Practice.pdf · Walter Abel Management...

© Dipl.-Ing. Walter Abel Management Consulting5.3 - ITSM in Practice 1

IT Service Management in Practice

Karl Czerny - Gasse 2/2/32A - 1200 Wien

' +43 1 92912 657 +43 1 92912 66

[email protected]

www.itsmprocesses.com

mailto:[email protected]

http://www.walter-abel.at

http://www.itsmprocesses.com


IT Service Management in Practice

Our pragmatic approach for the

sustainable optimization of the IT services

Dipl.-Ing. Walter Abel

Managing Director

Experience, how it works … .

Success factors, without which it does not work … .

Pitfalls to avoid … .


One word for the beginning:Service everywhere !

u The car dealer is selling mobility today, not only a car … .

u The telecommunication provider sells a reachability- and information

service today, not only provides a phone … .

u The cleaning company provides a clean house today, not only provides

cleaning personnnel … .

„Customers don‘t ask for a ¼ inch drill, they want a ¼ inch hole.“

Theodore Levitt

Harvard Business School


What is the issue ?

u IT Service Management as the whole of company specific activities,

required to achieve the optimal support of business processes by the IT

organization … .

u … . enabling your individual business processes (your competitive

advantage), because … .

u … . your IT is no more a simple cost centre or internal service provider, but

leading part of company success !


Why do we need this ?

u Ad - hoc activities

u Hey Joe - principle („catching“the IT - personnel)

u Assignment of task according to skills and personal interests

u „Estimated“customer expectations (IT „assumes, that“)

u Reactive development of IT


The actual situation:Integration of operational business

u 85% of organizations do not have Service Level Agreements, that means

they have no agreement with their internal customers, defining their

requirements and what has to be provided

u 77% of organizations think that their IT services do not exactly fit to the

business requirements

u 74% of organizations do not charge their services internally

u 73% of organizations fail permanently to comply to budgets and schedules

of their IT projects


The actual situation:Development of IT within the company

u 70% of organizations do not have defined procedures for changes of the IT

infrastructure

u 64% of organizations do not have responsible persons in the business

organization to manage the development of the IT with the IT management

u 51% of organizations complain about not sufficient resources in IT

u 33% of organizations are mainly driven by technological development of

the IT market and not by requirements of the business regarding their

development of the internal IT


The results of the actual situation

u 80% of the total IT costs are operational costs

u 50% of them (i.e. 40% of the total IT costs) derive from reactive incident

handling, correction of failures and work arounds

u 60% of IT relevant projects do not provide the planned results

© Dipl.-Ing. Walter Abel Management Consulting5.3 - ITSM in Practice

The real context:Processes - Services - Infrastructure

How you execute your business(what makes you unique)

With what you are working(what enables the uniqueness)

Technology in the background(which simply has to work)

Here the ¼ inch hole is made !

Here are the ¼ inch drills !


The real context:Management Perspective

Business ManagementPlan (Strategy)

Control (Management)Measure (Controlling)

provides Business Services for the Customers

IT Service ManagementPlan (Information System Strategy)

Control (Service Level Management)Measure (Service Level Agreement)

provides IT Services for the Business Management

IT Infrastructure ManagementPlan (Information Technology Strategy)

Control (Capacity-, Availability-. Security Management)Measure (Monitoring, Continuity Management)

provides the Tools for the IT Service Management


The real context:Process Perspective

Business Process Management

IT Service Process Management


Service:The Definition

A Service is a Bundle of singular and punctual Useful Effects

provided by Activities of the responsible Service Provider

created by separate Functionalities of IT Systems

ordered by the Service Customer from the Service Provider

provided to an entitled Service Consumer on his/her request

utilized by the requesting Service Consumer to fulfil his/heractually due Business Activity


Service:The Identification

Definition:

A Service is

a Bundle of Useful Effects

which the requesting Service Cosnumer

consumes uniquely

and which is transient

Example:

The service „Mobil Telephony“

transports Data and Voice

ordered by the Subscriber

for a Connection from - to - at

and is gone with the End of the Call


Service:The Specification


Service:The Provision

A Service always is created by the cooperation of

Resources of the responsible Service Provider,

is enabled by separate Functionalities of IT Systems

based upon Service Level Agreements

supported by the IT Infrastructure and System Services of theService Provider

and is delivered to the requesting Service Consumerto fulfil the actually due Business Activity


The holistic view:Service Landscape

BusinessService

(Process)

ITService

(Application)

IT Service -Components

(System Service)

IT - Systems

IT System -Components

Infr

ast

ruc

ture

–T

ree

Se

rvic

e L

an

dsc

ap

e

BusinessService 1

BusinessService n

IT Service 1 IT Service 2 IT Service n

IT Service -Component 1




IT Service -Component n


The real issue:Fusion of Business- and IT - Processes

Goals

External Risks

Customer orientedBusiness - Services

Business orientedIT - Services

Service-Arrangement

(SLA)

Operational Business

IT

Internal Risks


The real issue:IT - Risk Management

Critica

lity fr

om B

usine

ss P

erspe

ctive

Busine

ss R

isk

Criticality from Technology Perspective

Technology Risk

Criticality from Resource PerspectiveResource Risk

Criticality ofthe ServiceService Risk

How critical is theBusiness Process for

the Success of theCompany ?

How robust is theTechnology utilized in

the IT - Services ?

How redundant is theTechnology utilized in

the IT - Services ?

How is theperformance ofthe Technologyutilized in the

IT - Services ?

Which Availabilityrequires the Business

Process ?

Which Skills requiresthe Provision of the

IT - Services ?

Which PersonnelCapacity requires the

Provision of theIT - Services ?

Which Capacityrequires the

BusinessProcess ?


The right approach:

u „Paradigm shift“- the new view of the IT (from cost factor to production

factor - IT as an asset)

u Permanent closest possible integration of business- and IT - processes

u Integrated, holistic risk management

u Management of the lifecycle of the IT services

u Business relevant IT - processes according to ITIL®


The pitfalls on the journey:Processes - Services - Infrastructure

How you execute your business(what makes you unique)

With what you are working(what enables the uniqueness)

Technology in the background(which simply has to work)

Here the ¼ inch hole is made !

Here are the ¼ inch drills !

Pitfall 1: No structured Business Processes

Pitfall 2: IT interprets the Business

Pitfall 3: Criticality only from TechnologyPerspective


Business (Process) Management

IT Service (Process) Management

Avoiding the pitfalls:Processes - Services - Infrastructure


The interaction:Collaborative IT - Management

ERP

(Cost- andService Accounting,

Budgets,Personnel Data)

Basic Data(Employees,

Cost Centres,Organizational

Units,Facilities,Contracts)

Reporting

(KPIs, SLAs, OLAsOrders)

ProcessManagement

EventManagement

(Monitoring,Network Management)

Security(Authorization,Authentication,

Encryption,Data Integrity,

Intrusion Detection,Virus Defence)

Service Desk(Processes for Incident-, Problem Management and User Support)

Operational Configuration Management(User, Services, System Services, Infrastructure, Topology)

Configuration Management DataBase

Configuration Items (CIs) Service -Landscape

Process Control and -Automation

Tactical ITSM - Processes(Installation, Configuration, Software Deployment, Rollout, Change)


u Accepted international standard for IT Service Managementu Mature and field tested - actual version 3 with extensions of 2011u Goal is the lifecycle management of IT Services

The first question:What is ITIL® ?

ITIL® is a Registered Trademark of the Cabinet Office in Great Britain and other countries.


The second question:Impact of ITIL® for the company ?

u Defined, documented processesu Risk minimization

u Planning of IT engagementu strategy oriented (integration into business processes of customers)u customer oriented (common understanding of service supplies)

u Documentation of IT engagementu documentation of know howu risk minimizationu work much easier

u If it is implemented wisely ITIL® achieves a shift from error correction topreventionu cost optimization !u increased customer orientation, -loyalty and -satisfaction !


u Defined, documented processesu clear responsibilities without hectic and chaos

u Planning of IT engagementu structured and foreseeable work without excess worku better relation to users

u Documentation of IT engagementu documentation of know howu decision reliabilityu work much easier

u If it is implemented wisely ITIL® achieves a shift from error correction topreventionu not more work, but changed work content !u more constructive „interesting“work content !

The third question:Impact of ITIL® for everybody ?


Strategic Processes

CompanyStrategy

PersonnelOrganisationIT Service Strategy

IT Financial-and DemandManagement

FinancialManagement

RelationshipManagement

Account Management

Service LevelManagement

Service DeskIncident

Management

OperationalProcesses

IT Services

Use

rsSuppliers

Cus

tom

ers

Man

agem

ent

Development Service Planning

Service Design

ServiceDevelopment

and Test

SecurityManagement

ContinuityManagement

Availability-,Capacity

Management

ChangeManagement

ProblemManagement

ConfigurationManagement

Service Operation

ReleaseManagement

SupplierManagement

ITIL® - the environment:Relevant Process Groups


1. Incident-, Problem Management including System Support

2. Configuration Management including System Support

3. Change-, Release Management

4. Service Level-, Availability-, Capacity Management

5. Security-, Continuity Management

6. Service Design, Validation and Test

7. Service Strategy, Demand-, Financial Management

8. Supplier Management

ITIL® step by step:Work Packages


Strategic Processes

CompanyStrategy

PersonnelOrganisationIT Service Strategy

IT Financial-and DemandManagement

FinancialManagement

RelationshipManagement

Account Management

Service LevelManagement

Service DeskIncident

Management

OperationalProcesses

IT Services

Use

rs

Suppliers

Cus

tom

ers

Man

agem

ent

Development Service Planning

Service Design

ServiceDevelopment

and Test

SecurityManagement

ContinuityManagement

Availability-,Capacity

Management

ChangeManagementProblem

Management

ConfigurationManagement

Service Operation

ReleaseManagement

SupplierManagement

28

Implement ITIL® optimally:Work Packages

1

2

3

4 6

5

7

84


ITIL® - why this sequence:Interdependence of Work Packages


ITSM implementation:The Impact of Organization Size

u Generally all necessary processes are identical for big and small

businesses … .

u … . but the features from content perspective are different in terms of

implementation depth !

u The critical factors for the depth of implementation are:

u the complexity of the IT landscape

u the criticality of the IT landscape

u the number of users


Success Factors 1 - 3:Continual

Improvement Process

ITSM sustainability:The Self Learning Organization

Business ManagementBusiness Management Projects Steering CommitteeProjects Steering Committee

Business Unit 1

Manager

Process- &IT Coordinator

Business Unit 1

Manager


Business Unit 2

Manager


Business Unit 2

Manager


Business Unit n

Manager

Business Unit n

Manager

Process Management(business oriented)

Process Management(business oriented) IT Service ManagementIT Service Management

Success Factor 1: Involve IT in Strategy Work

Success Factor 3: Control requirements to Processes and IT together

Success Factor 2: Process- and ITSM not separated


ITSM system implementation:Basic Approach

Target Definition,Delimitations,Requirements

DetailedConception

Installation(Production,

Test,Training)

DataMigration

InventoryScan

Setup ofUser

Accounts

TacticalProcesses

Integration(Adaptions,

Interfaces)

u definition ofdetailedtargets

u setup ofprojectorganization

u project targetsin detail

u project planu resourcesu common

understandingRe

sult

s

Me

tho

do

log

y

u processesu architectureu sizingu design of

interfacesu access

structureu failover

concept

u documentedprocesses

u systemarchitecture

umethodologiesu structure of

CMDBu interfacesu securityu reliability

u installation ofstandardsoftware

u provideconnectivity

u ensurestandardfunctionality

u administratortraining

u standardfunctionality

u Integration incustomerenvironment(routing,firewalls)

u trained ad-ministrators

u realization ofinterfaces(monitoring,accounting)

u adaption toindividualcustomerprocesses

u implementationof inventoryscanning

u customizingu add onsu interfacesu reporting

umigration ofpersonneldata

umigration ofinventory data

u available datamigrated

u prepared forautomatedinventorydetection(inventoryscanning)

u implementationof user roles

u provision ofaccess rights

u user training(service desk,configuration-,availability-,capacitymanagement)

u implementedprocesses ofservice desk

u trained usersu documentation

of processesand installation

u automatedinventory scan

u first datatransfer toCMDB

u optimizationinventoryscanning

u inventory dataavailable

u implementedprocesses ofconfigurationmanagement

u documen-tation ofprocesses andinstallation

u implementationof change-,releasemanagement

u implementationof service levelmanagement

u implementationof knowledgebase

u user training

u implementedtacticalprocesses

u nucleus ofknowledge base

u trained usersu documentation of

processes andinstallation


ITSM implementation:What we are prepared to do for you

u Evaluating analysis of yout IT processes based upon our best practicereference model ITIL® 2011 Process Library

u Definition of your service landscapeu Definition of your business specific to - be - processes including

responsibilities and service level agreementsu Planning of implementationu Cost evaluation of your IT servicesu Implementation within (our own or even other) ITSM solutionsu Implementation support (project management, time based management)u If required periodical reviews

u We fetch you where you are on your journey actually !u We guide you to your individual target !


u 114 best practice standard processes according to ITIL®

2011 in BPMN 2.0

u Multilingual (German, English)

u Level of detail without limitations to universal validity

u Detailed role descriptions

u Extensive checklists and templates for implementation andoperation

u Easy to adapt to the requirements of any business

u Capable to be integrated into any business process model

u Available as editable process model (http://bit.ly/sjRppq ) for theSignavio Process Editor (http://bit.ly/u6jjMl ), respective asebooks (http://www.itsmprocesses.com)

u Reduces the effort of implementation remarkably

(less consulting- and project costs, accelerated

implementation)

Our tools:ITIL® 2011 Process Library

http://bit.ly/sjRppq

http://bit.ly/u6jjMl



Your questions ?


Schlussbild Business with sense and sensibility … .

Karl Czerny - Gasse 2/2/32A - 1200 Wien

Tel: +43 1 92912 65Fax: +43 1 92912 66Email: [email protected]: www.walter-abel.at

www.itsmprocesses.com

When tasks change to solutions … .… . let us create the future together

mailto:[email protected]

http://www.walter-abel.at


ITSM in Practice - Dipl.-Ing. Walter Abel Management ... in Practice.pdf · Walter Abel Management...

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