Service Management in 30 Days

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November 12th -14th, 2003 1

HP Software Universe

Hamburg, Germany12th - 14th November



HP Software UniversNovember 12th - 14th, 200

HP Software Universe Service Management in 30Days

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

and

Geoff Evansdirector

Partners in IT



page 3November 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; withoutit,it is very difficult to control the level and cost of ITservices.

• 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 RegulatoryAgency

– Manchester Airport

– Steria / Defence Information Infrastructure


http://slidepdf.com/reader/full/service-management-in-30-days 5/30page 5November 12th -14th, 2003 HP Software Universe

History



3Months

3Months

4Months

4Months

5Months

5Months

6Months6Months

History

30 days30 days1999 2000 2001 2002 2003



7

Risk Elimination



Risk Factors

• There are several reasons why Service Managementimplementations 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 untilsenior management understands its importance and iswilling 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 of the 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 ServiceManagement application

– This database should contain all settings to ensure that theService Management application can efficiently support the

field-proven processes.– This completely eliminates the tool customization phase of

the Service Management implementation




Risk Elimination

• Resistance from IT Specialists

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

– Provide specialist with practical instructions, rather

than academic guidelines– Make these instructions readily accessible on the

organization’s intranet, rather than handing out thickprocess 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 theimplementation 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 toolcustomization phases

– Minimize the training effort required by ensuring that:

• the processes are common sense, rather than an

intellectual challenge• that the terminology used to describe the processes

is not confusing (e.g. incident / problem)

• the tool is configured to prevent people from makingmistakes




Risk Elimination

• Summary

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

– Obtain a set of processes to eliminate the process definitionphase

– Ensure that the processes:• are field-proven

• are common sense

• provide practical instructions that are readily accessiblefor reference

• use easy to understand terminology

– Obtain a preconfigured database with tool settings forcompleteand 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 trainin




Result

• A Service Management implementation project canbe 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 riskfactors are eliminated, the implementation is alwayssuccessful




Can’t we just useITIL ?




ITIL

• The IT Infrastructure Library (ITIL)

provides the guidelines fororganizations that want to definetheir Service Managementprocesses. It does not provide theprocesses themselves.

•

Even the processes are not enough,however. They will need to havedetailed work instructions behindthem to provide a practical benefitto the people who are expected tofollow the processes.

• Naturally, ITIL also does not providetool settings.

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

TheoryTheoryTheoryTheory

HP OpenView

Service Desk

HP OpenView

Service Desk

GuidelinesGuidelinesGuidelinesGuidelines

ProcessesProcessesProcessesProcesses

ProceduresProceduresProceduresProcedures

WorkWorkInstructionsInstructions

WorkWorkInstructionsInstructions

Tool SettingsTool SettingsTool SettingsTool Settings

ServiceService

ManagementManagement

ToolTool

ServiceService

ManagementManagement

ToolTool

ITILITIL

GAPGAPAlignabilityAlignability



20

ExternalExperts




Hiring External Experts

Before you hire external Service Management experts:

– Review their processes• Ensure that the processes come with detailed work instructions (steer

clear 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 donethisbefore, 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




Case Studies




Learning from Experience

• Accenture forMedicines and Healthcareproducts Regulatory Agency(MHRA)

• Manchester Airport

• Steria forDefence Information Infrastructure(DII)

Accenture for




AccentureMedicines 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 purchased

covering 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 andyou

cannot 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 money

2). 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 theprocesses in place as fast aspossible

• Put all your effort into makingthe team achieve bestpractice results

M I f i




More Information

Partners in IT

Mr. Geoff Evans

5 Milbanke Court

Milbanke Way

Bracknell, Berkshire, RG12 1RP

United 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 Prins

24537 Scooter Bug Lane

Auburn, CA 95602

U.S.A.

Tel: +1 (530) 269 1314

Fax: +1 (530) 269 1315

E-mail: [email protected]

URL: www.it-smp.com

www.alignability.com

Service Management in 30 Days

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