A eye view of IT Service ManagementA                eye view of IT Service Management

One candy company ‐Multiple frameworks ‐ Improving IT Services

Bill HomlishSr. Technology Governance Architect

Sponsored by

About ITSM Academy

Accredited Education Certified Process Design Engineer (CPDE)

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Ice BreakerIce reaker

Did You Know…..How Just Born got its name?

How long HOT TAMALES® have been around? g

MIKE AND IKE® Lemonade Blends is a proud supporter of what cause?

PEANUT CHEWS® were developed during World War I and made popular how?

In 1953 it took 27 hours to create one Marshmallow Chick How long doesIn 1953, it took 27 hours to create one Marshmallow Chick. How long does it take today?

What is the best selling color of Marshmallow PEEPS®What is the best selling color of Marshmallow PEEPS®

BackgroundOver 22 years of Help Desk experienceCertifications include ITIL ® Expert and COBIT ® Foundations

Background

itSMF USA Member since 2005 ‐ Lehigh Delaware Valley LIGISACA® Member since 2009 – Philadelphia ChapterSr Technology Governance Architect at Just BornSr. Technology Governance Architect at Just BornSupporting our IT strategy through implementing best practices in technology governance, compliance, and service management. 

AgendaAgendaSound familiar?The A‐HA moment!How did I relate this to my ITSM Journey?What did I do?What were the results?What were the results?Final Thoughts!

Sound Familiar?Just Born’s IT Department faces the same Goals & Challenges as you:  Goals:Goals:

Improve IT servicesDemonstrate valueReduce costsReduce costsDeliver!!!

Challenges:Leadership supportBusiness supportBusiness supportPeer supportWhere to startHow to measureHow to measure

The A‐HA Moment!

The analogy of a symphony orchestraFusion 10 Keynote Speaker – Boris Brott

e o e

The analogy of a symphony orchestra….

Timing of bringing in musicians and instruments….

Each musician has a talent….

Each instrument has a purpose ….

d h th k t th i h thi d f l h….and when they work together in harmony, something wonderful happens. 

How did I relate this to my ITSM journey?Each tool has a purpose Each associate has a talent

o d d e a e s o y S jou ey

Session 161: Framework Methodologies and Standards. A recipe for determining the right mix of each for ITSM success Deborah Anthony, HPGreg Peat, HP

How did I relate this to my ITSM Journey?and when they work together in harmony, something wonderful happens.

o d d e a e s o y S ou ey

Session 244: The Perfect Pair: Combining ITIL® and COBIT ® for Improved Service CapabilityGary Hardy, IT Preneurs

How did I relate this to my ITSM Journey?

C d ll f h

ITIL®, Project Management, COBIT® , ISO, Six Sigma – Which one to use?

o d d e a e s o y S ou ey

Can draw upon all of them…..

The question is not WHICH to use… 

The question is WHEN to use!

What Did I Do?at d oEstablished a Baseline using Gartner’s Maturity ModelLeveraged what I learned about COBIT ®

Integrated with our “PMO”Connected with our resident Lean/Six Sigma Experts

What Did I Do?

Survival Awareness  Committed Proactive Service‐Aligned  Business  

IT Maturity Model

a d o

Partnership

Little to no focus on IT infrastructure and operations.

Realization that infrastructure and operations are critical to the business; beginning to take actions (in people/organi ation

Moving to a managed environment, for example, for day-to-day IT support processes and improved success in project management

Gaining efficiencies and service quality through standardization, policy development, governance structures and implementation of

Managing IT like a business; customer-focused; proven, competitive and trusted IT service provider.

Trusted partner to the business for increasing the value and competitiveness of business processes, as

ell as the b siness asOctpeople/organization, process and technologies) to gain operational control and visibility.

in project management to become more customer-centric and increase customer satisfaction.

and implementation of proactive, cross-departmental processes, such as change and release management.

well as the business as a whole.

Oct 2010

Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

What Did I Do?

Survival Awareness                     Committed Proactive Service‐Aligned                  Business  Partnership

a d oIT Maturity Model

No organizational focus on IT infrastructure and operations

Defined technology centric organization for IT infrastructureand operations

Technology centric organization; investment in IT service desk function and staff

Process-centric organization, defined governance structure

Customer and business focused, IT service and delivery centric, formal governance

Business optimizationand entrepreneurial focused culture

No formal IT processes for IT

Ad hoc, but aware thatprocesses are

Defined processes for IT service support and

Repeatable and individually

Integrated automated and extended beyond

Dynamic optimization of IT Services;

People

2006Pre 1995 199720002004infrastructure and operations

necessary, dependent on tools to implement de facto processes

project management automated; focus on IT service delivery-related processes

I&O; focus on all service and business management processes

implement processes fostering business innovation

No formal strategy or execution on technology investments

Basic management tools; no formal infrastructurehardware or software

IT support and project related management tools; desktop hardware/software

Formal infrastructurestandards and policies; process and domain centric

Formal IT management process/tools architecture. Shared services; aggregated

Proactively promoting new technologies and impact to business;real time infrastructure

Process

Technology

To2010

Pre 1995 to 

1997To 

2000To 

2004To

2006

investments hardware or software standards

hardware/software standards defined; begin infrastructurestandardization/rationalization

domain centric management tools; virtualization foundation in place

services; aggregated capacity management

real time infrastructure

No formal IT business management functions

Very little outside of budgeting

Project ManagementOffice

Financial management form all key performance

IT service cost metrics, competitiveness

Business contribution metrics

Technology

Business Management performance

indicatorscompetitiveness

0 1 2 3 4 5

g

Maturity Level       

Gartner IT Infrastructure and Operations Maturity Modelwww 05 ibm com/ /Gartner The Road to Infrastructure and Operations Maturity through Service Management pdfwww‐05.ibm.com/.../Gartner_‐_The_Road_to_Infrastructure_and_Operations_Maturity_through_Service_Management.pdf 

What Did I Do?Leveraged what I learned about COBIT® 

at d o

COBIT ® starts by linking Business Goals to IT Goals;

FinancialCustomerCustomerInternalLearning & Growth

There are 17 pre‐defined Business Goals across the 4 perspectives

That are supported by 28 IT Goals 

Through 34 IT Process Controls.

Session 244: The Perfect Pair: Combining ITIL® and COBIT for Improved Service CapabilityGary Hardy, IT Preneurs

What Did I Do?

Where to Start A “bottom up” approach:Where to Start A “bottom up” approach:

Leveraged what I learned about COBIT® 

a d o

Where to Start – A “bottom up” approach:

The pain points from our customers point of view?Identify and Allocate Costs (DS6) OR Manage Projects (PO10)

Where to Start – A “bottom up” approach:

The pain points from our customers point of view?Identify and Allocate Costs (DS6) OR Manage Projects (PO10)Identify and Allocate Costs (DS6) OR  Manage Projects (PO10)

OR

The ones we already know as mission critical?

Identify and Allocate Costs (DS6) OR  Manage Projects (PO10)

OR

The ones we already know as mission critical?yEnsure System Security (DS5) OR Manage Changes (AI6 )

OR

yEnsure System Security (DS5) OR Manage Changes (AI6 )

OR

The ones that can be quickly improved?Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )

The ones that can be quickly improved?Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )

What Did I Do?Leveraged what I learned about COBIT® 

a d o

COBIT ® Online Benchmark –COBIT Online Benchmark Production/Manufacturing/Retail (121)

Monitor & EvaluateDeliver & SupportAcquire & ImplementPlan & Organize

What Did I Do?

COBIT ® Online Benchmark –

Leveraged what I learned about COBIT® 

a d o

COBIT Online Benchmark PO10 (Manage Projects)

Plan & Organize

What Did I Do?

COBIT ® Online Benchmark

Leveraged what I learned about COBIT® 

a d o

COBIT Online Benchmark –DS10 (Manage Problems)

Deliver & Support

What Did I Do?

Established a Project Management ProcessConnected with our “PMO” 

a d o

Immediately Identified 2 issues with “Target Date”Customer Target vs. IT Target

j g

Before Connecting with “PMO”

g gActually having a Target Date

gProjects completed by Customer’s Target Date – 15%Projects without a defined Target Date – 10% 

What Did I Do?Connected with resident Lean/Six Sigma Experts

a d o

Session 340: Six Sigma, ITIL®: Powerful and Practical Tools for Service Desk Quality, Improvements and Cost SavingsKirk Holmes, Holmes and Associates, Inc.

What Did I Do?

Signed up for our Brown Bag “Intro to Lean” sessions

at d oConnected with resident Lean/Six Sigma Experts

Signed up for our Brown Bag “Intro to Lean” sessions

Learning a new “language”Gemba WalkGemba WalkKaizenKanban5S5 WhyA3

What did I do?Connected with resident Lean/Six Sigma Experts

Established an A3 Template for Problem SolvingEstablished an A3 Template  for Problem Solving

Identify Problem or Need Determine Countermeasures

Understand Current State Countermeasure Plan

Define Target State Check Results

Root Cause Analysis Update Standard WorkRoot Cause Analysis Update Standard Work

What were the results?“PMO”Lean/Six SigmaCOBIT ®

Maturity Model

What were the results?Connected with our PMOProjects Completed by “Agreed Upon” Target Date

15% 30% 80% +48%

Before PMO After PMO 12 month TargetAfter 6 months

What were the results?

COBIT ® Online Benchmark

Leveraged what I learned about COBIT® 

COBIT Online Benchmark –PO10 (Manage Projects)

Plan & OrganizePlan & Organize

What were the results?Connected with resident Lean/Six Sigma Experts

Starting to “connect the dots” between Lean/Six Sigma and ITIL.Starting to  connect the dots  between Lean/Six Sigma and ITIL.  Tapping into their knowledge.

Lean/Six Sigma ITIL

Lean ‐ Systematic Problem Solving• Identify• Contain• Root Cause

Problem Management• Problem Detection• Investigate & Diagnose• ResolveRoot Cause

• Countermeasure• Verify

Resolve• Monitor & Measure

Six Sigma ‐ DMAICD fi

Continual Service ImprovementD fi h• Define

• Measure• Analyze• Improve

C t l

• Define what to measure• Define what you can measure• Collect the data• Process the data

A l th d t• Control • Analyze the data• Present the data• Implement the change

What were the results?Connected with resident Lean/Six Sigma Experts

Creating an atmosphere of trust, teambuilding and understanding.

What were the results?

COBIT ® Online Benchmark

Leveraged what I learned about COBIT® 

COBIT Online Benchmark –DS10 (Manage Problems)

Deliver & SupportDeliver & Support

What were the results?

COBIT ® Online Benchmark

Leveraged what I learned about COBIT® 

COBIT Online Benchmark –Monitor & Evaluate

Monitor & Evaluate

What were the results?Leveraged what I learned about COBIT® 

Service Desk Metrics

90 0%

100.0% 91.3% 93.4%25Jan 2011 – Started measuring Closure Rates of Service Desk Tickets

Service Desk Metrics

50.0%

60.0%

70.0%

80.0%

90.0%77.0%

76.2%

91.0% 93.4%

IncidentIncident

15

20

20.1

23.6

Incident

0 0%

10.0%

20.0%

30.0%

40.0% SupportIncident

Support

0

5

10

2.3 2.5

4.7 3.3

Support

Ticket Closure Rate within SLA Time Limits

0.0%2010 Q1 2011 Q2 2011

Closure Rates of Service Desk Tickets

2010 Q1 2011 Q2 20112010 Q1 2011 Q2 2011

Average Age of Ticket

What were the results?

Survival Awareness                         Committed Proactive Service‐Aligned                 Business  Partnership

Maturity Model

No organizational focus on IT infrastructure and operations

Defined technology centric organization for IT infrastructureand operations

Technology centric organization; investment in IT service desk function and staff

Process-centric organization, defined governance structure

Customer and business focused, IT service and delivery centric, formal governance

Business optimizationand entrepreneurial focused culture

No formal IT Ad hoc, but aware that Defined processes for Repeatable and Integrated automated Dynamic optimization

People

Oprocesses for IT infrastructure and operations

processes are necessary, dependent on tools to implement de facto processes

IT service support and project management

individually automated; focus on IT service delivery-related processes

and extended beyondI&O; focus on all service and business management processes

of IT Services; implement processes fostering business innovation

No formal strategy or execution on t h l

Basic management tools; no formal i f t t

IT support and project related management t l d kt

Formal infrastructurestandards and

li i d

Formal IT management process/tools

hit t Sh d

Proactively promoting new technologies and i t t b i

Process

Technology

JUN2011

Oct2010

technology investments

infrastructurehardware or software standards

tools; desktop hardware/software standards defined; begin infrastructurestandardization/rationalization

policies; process and domain centric management tools; virtualization foundation in place

architecture. Shared services; aggregated capacity management

impact to business;real time infrastructure

No formal IT business management functions

Very little outside of budgeting

Project ManagementOffice

Financial management form all key

IT service cost metrics

Business contribution metrics

Technology

Business management functions budgeting Office form all key

performance indicators

metrics, competitiveness

metrics

0 1 2 3 4 5

Management

Maturity Level       

What were the results?

Survival Awareness Committed Proactive Service Aligned Business

Maturity Model

Survival Awareness  Committed Proactive Service‐Aligned  Business  Partnership

Little to no focus on IT infrastructure and operations.

Realization that infrastructure and operations are critical to the business; beginning to take actions (in

Moving to a managed environment, for example, for day-to-day IT support processes and improved success

Gaining efficiencies and service quality through standardization, policy development, governance structures

Managing IT like a business; customer-focused; proven, competitive and trusted IT service provider

Trusted partner to the business for increasing the value and competitiveness of business processes asto take actions (in

people/organization, process and technologies) to gain operational control and visibility.

and improved success in project management to become more customer-centric and increase customer satisfaction.

governance structures and implementation of proactive, cross-departmental processes, such as change and release management.

IT service provider. business processes, as well as the business as a whole.

Oct 2010

Jun 2011

Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

32

Final Thoughts 

Ensuring organization’s satisfaction with IT by

By using these frameworks we are….

g

Ensuring organization s satisfaction with IT by….Reducing service/support delivery defects and rework Responding  to requirements aligned with Business StrategyDelivering on time/on budget & meeting quality standardsDelivering on time/on budget & meeting quality standardsProviding transparency to IT costs, service levels, strategy, etcEnsuring  that IT continuously improves  & is ready for future change

Which adds Value to the organization by….Ensuring service continuity and availabilityManaging  IT‐related business riskImproving corporate governance and transparency.Obtaining  reliable & useful information for strategic decision makingManaging business change

Final Thoughts We can be satisfied with this…..

g…or strive for this.

Final Thoughts gSample Whitepapers available online

COBIT® MAPPING: MAPPING OF ITIL V3 WITH COBIT® 4.1IT Governance Institute ‐ Available through ISACA (membership required)

INTEGRATING PROJECT MANAGEMENT AND SERVICE MANAGEMENTReginald Lo, Third Sky, Inc ‐ Available through itSMF USA (membership required)

INTEGRATING SIX SIGMA AND ITIL® FOR CONTINUAL SERVICE IMPROVEMENTJack Probst and Gary Case Pink Elephant Available through Best Management Practice (OGC)Jack Probst and Gary Case, Pink Elephant – Available through Best Management Practice (OGC)

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