November 12th -14th, 2003 1 HP Software Universe Hamburg, Germany 12 th - 14 th November.

November 12th -14th, 2003

1

HP Software UniverseHamburg, Germany12th - 14th November

HP Software UniverseNovember 12th - 14th, 2003

HP Software Universe Service Management in 30 Days

Cornelis A. Winkler Prinssenior consultant & partnerService Management Partners, Inc.

and

Geoff EvansdirectorPartners in IT

November 12th -14th, 2003 HP Software Universe

The Industry’s Perception

• IT Service Management has been around since theearly 1980’s.

• The IT industry has learned a lot from its experiencewith Service Management.

• Service Management is now considered essential; without it,it is very difficult to control the level and cost of IT services.

• Unfortunately, many Service Management implementationshave failed, or had limited success.


Contents

• This presentation will review:– History of the 30-day implementation– Major risk factors– How these risks can be eliminated– How this makes a 30-day implementation possible– What customers should not accept from consultants

• In conclusion, 3 case studies will be reviewed, which havehelped develop the 30-day implementation proposition

• The cases are:– Accenture / Medicines and Healthcare products Regulatory

Agency– Manchester Airport– Steria / Defence Information Infrastructure


History


3Months

3Months

4Months

4Months

5Months

5Months

6Months

6Months

History

30 days30 days1999 2000 2001 2002 2003

7

Risk Elimination


Risk Factors

• There are several reasons why Service Management implementations fail:

– Lack of senior management commitment

– Unable to reach consensus on process definitions

– Processes cannot be supported by a tool

– Tool customization takes too long

– Resistance from IT specialists

– Inadequate training of IT specialists


Risk Elimination

• Lack of Senior Management Commitment

– Do not start a Service Management implementation until senior management understands its importance and is willing tosupport it.

– Ask senior management to send an e-mail to all IT managersand specialists. This e-mail must state the commitment of senior management to Service Management.


Risk Elimination

• Unable to Reach Consensus on Process Definitions

– Use a detailed set of field-proven processes to get started

– Set-up a board that will review and approve improvementrequests after the organization has had some experiencewith the processes (and the supporting tool)

– This completely eliminates the process definition phase ofthe Service Management implementation


Risk Elimination

• Processes Cannot be Supported by a Tool

– Ensure that the field-proven processes can be supportedby a Service Management application

– Do this before starting the implementation project


Risk Elimination

• Tool Customization Takes too Long

– Ask for a preconfigured database for the Service Management application

– This database should contain all settings to ensure that theService Management application can efficiently support thefield-proven processes.

– This completely eliminates the tool customization phase ofthe Service Management implementation


Risk Elimination

• Resistance from IT Specialists

– Ensure that the specialists receive an e-mail from senior management indicating senior management’s commitmentto Service Management

– Provide specialist with practical instructions, ratherthan academic guidelines

– Make these instructions readily accessible on the organization’s intranet, rather than handing out thick process documents

– Give the specialists a tool:

• that is pleasant to work with

• of which the GUI can be personalized


Risk Elimination

• Inadequate Training of IT Specialists

– Because training is normally provided towards the end of the implementation project, it is often compromised because:

• the deadline needs to be met

• there is not enough budget left

– Avoid this by eliminating the process definition and the tool customization phases

– Minimize the training effort required by ensuring that:

• the processes are common sense, rather than anintellectual challenge

• that the terminology used to describe the processesis not confusing (e.g. incident / problem)

• the tool is configured to prevent people from making mistakes


Risk Elimination

• Summary

– Ask senior management to send an e-mail to all specialists stating its commitment to Service Management

– Obtain a set of processes to eliminate the process definition phase

– Ensure that the processes:

• are field-proven• are common sense• provide practical instructions that are readily accessible

for reference• use easy to understand terminology

– Obtain a preconfigured database with tool settings for completeand efficient support of the processes


Benefits

• Apart from eliminating all major risks, the benefits are:

– Process definition phase eliminated

• Significant time savings (approx. 60 days)

• Significant cost savings (external process consultant)

• Avoids internal arguments and frustration

• Avoids unsatisfactory compromises

– Tool customization phase eliminated

• Time savings (appox. 10 days)

• Cost savings (external tool consultant)

– Implementation project team can concentrate on training


Result

• A Service Management implementation project can be completed in 30 days

• A major portion of this time is dedicated to training

• Because the processes, the tool, and the implementationplan are field-proven, and because all major risk factors are eliminated, the implementation is always successful


Can’t we just use ITIL ?


ITIL

• The IT Infrastructure Library (ITIL) provides the guidelines for organizations that want to define their Service Management processes. It does not provide the processes themselves.

• Even the processes are not enough, however. They will need to have detailed work instructions behind them to provide a practical benefit to the people who are expected to follow the processes.

• Naturally, ITIL also does not provide tool settings.

• Hence, ITIL is not enough. Organizations are still expected to do a lot of work.

TheoryTheoryTheoryTheory

HP OpenView Service DeskHP OpenView Service Desk

GuidelinesGuidelinesGuidelinesGuidelines

ProcessesProcessesProcessesProcesses

ProceduresProceduresProceduresProcedures

Work Work InstructionsInstructions

Work Work InstructionsInstructions

Tool SettingsTool SettingsTool SettingsTool Settings

Service Service Management Management

ToolTool

Service Service Management Management

ToolTool

ITILITIL

GAPGAPAlignabilityAlignability

20

External Experts


Hiring External Experts

Before you hire external Service Management experts:– Review their processes

• Ensure that the processes come with detailed work instructions (steerclear of high-level models).

• Ensure that the work instructions specify how the tool should be used.

– Ask them which tool they recommend• Do not pay for a tool selection. They are the experts; they should

know from experience which tool is best for you.• Ask to see their tool settings that support their processes.

– Make sure that they do not change your organizational structure• This is hardly ever necessary. It will only cost a lot of money, and

will result in a lot of organizational unrest.

– Ask for a detailed project plan as part of their proposal• Do not pay for the development of a project plan. If they have done this

before, they should be able to provide this to you.

– Ask for a fixed price• If they do not want to implement for a fixed price, the risk is probably too

high.


Case Studies


Learning from Experience

• Accenture forMedicines and Healthcare products Regulatory Agency (MHRA)

• Manchester Airport

• Steria forDefence Information Infrastructure (DII)


Accenture forMedicines and Healthcare products Regulatory Agency • Outsource contract began Jan 1st 2003

• Required integrated helpdesk by 1st April

• Also required full operations management(OVOW, NNM, etc.)

• Started 15th January. Finished 31st March

• APM modification and agreement 50 days

• Implementation 30 days

Learning Experience:APM does not need modification and agreementcan be achieved before the project starts


Britain’s 3rd largest Airport

• All OpenView products previously purchasedcovering Operations Management andService Desk

• APM introduced at start of engagement• Investment made in communication in Project kick-off

• All products implemented within agreed timescales• Service orientation and business to IT alignment• Role changes required more work

Learning Experience: Preparation is critical and youcannot communicate too much.


Britain’s largest IT project


Britain’s largest IT project – DII

• All processes defined before the engagement• About to be reviewed by consultancy at £40K• APM accepted instead and it goes a lot further

• Tight contractual timescales met• Reporting definition was a big job

Learning Experience:1). The APM saves 6 months and a lot of

money2). Reporting can be a project in it’s own right


Conclusion


30 day service management proposition

• Best practice is the goal

• Get the technology and the processes in place as fast as possible

• Put all your effort into making the team achieve best practice results


More Information

Partners in IT Mr. Geoff Evans5 Milbanke CourtMilbanke WayBracknell, Berkshire, RG12 1RPUnited Kingdom

Tel: +44 (1344) 488123 Fax: +44 (1344) 488456 E-mail: [email protected] URL: www.partners-in-it.co.uk

Service Management Partners, Inc.Mr. Cornelis A. Winkler Prins24537 Scooter Bug LaneAuburn, CA 95602U.S.A.

Tel: +1 (530) 269 1314 Fax: +1 (530) 269 1315 E-mail: [email protected] URL: www.it-smp.com

www.alignability.com

November 12th -14th, 2003 1 HP Software Universe Hamburg, Germany 12 th - 14 th November.

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