3 steps to itsm success: how to deliver lasting business value

3 Steps to ITSM Success: How to deliver las7ng business value

March 14, 2013

Three Steps to ITSM Success: How to Deliver Las7ng

Business Value

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Today’s Hosts

David Mainville, Co-‐founder Navvia

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Rafael Alencar, Marke7ng Navvia

Live from beau7ful…

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Housekeeping

QA&Type Your Ques7ons Here


Helping organizations Navigate IT and Business Process Complexity Via our tools and services

Combining fresh ideas with 14 years of ITSM success

Navvia is a division of:

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The Navvia Business Process Management Toolkit

SURVEY LEARN VERIFY DESIGN

hXp://navvia.com/tools/test-‐drive/

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When you need the help we are here!

•  Virtual Consul5ng -‐ access to ITSM and Process help when you need it

•  Onsite Consul5ng -‐ From strategy through to process assessments, design and implementa7on

•  ITSM Tool Implementa5on

•  Onsite ITSM Educa5on -‐ a robust curriculum of ITSM courses delivered on-‐premise

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David Mainville •  32 Years in IT Service

Management –  Field Engineer –  Customer Support Manager –  Director ITSM Services –  ESM Solu7ons Architect –  ESM Prac7ce Director –  CEO & Co-‐founder Navvia

•  TwiXer: @mainville

February 19, 2013 Copyright 2013, Navvia -‐ a division of Consul7ng-‐Portal 9

Why do you think ITSM programs fail?



The vendor says no need for process, it’s “out of the box”….

…It takes too long & it is hard work

…We can never get anyone to agree

The last project that focused on process failed…

…We tried to implement ITIL and that didn’t work

Our management is not suppor7ve…

…It’s SaaS, just turn it on

We’ll just do a “lif and shif” from our old tool…

Three Steps to ITSM Success


Assess – as a catalyst for change

Design – to drive business value

Govern – with an eye on CSI

Assessments •  Open a dialog with your

ITSM stakeholders •  Provide you an opportunity

to communicate the why •  Are a catalyst for making

improvements •  Provide a baseline to

measure success •  Are an important part of CSI


Assessments -‐ Communicate the value •  Kickoff Event

–  Live and in person, don’t shy away from travelling to your stakeholders

•  Webinars –  Recorded and live to keep the

informa7on flowing

•  During Interviews and Workshops –  Never miss the opportunity to

sell the why

•  Valida7on sessions and final report are your opportunity to shine


ITSM Strategy & Plan

Ques7onnaires

Interviews Workshops

Observa7ons

Assessments – An approach


Assessments -‐ Building a roadmap

Current State

Future State

Quick Wins

Process Enhancement

Technology Deployment

Organiza7onal Change


Assessments -‐ Management report


•  It’s not about the score •  Assessments are an

opportunity to communicate value and drive change

•  Ques7onnaires are only one small part of an assessment

•  Spend 7me with people. Ask ques7ons and make observa7ons

•  Base recommenda7ons on findings and observa7ons

Assessments – In summary


Process Design •  Can’t be done in a vacuum

•  Must engage the stakeholders

•  Must balance best-‐prac7ce with prac7cality

•  Must drive out requirements for automa7on

•  Must also get down to the procedural, tool and data level


Design -‐ Don’t start from scratch •  What are you doing today from a

process perspec7ve?

•  Are there templates or standards you can leverage?

•  What is being employed in other areas of your organiza7on?

•  Can you leverage other programs (ISO, Six Sigma…)


Best prac7ces, by their very nature, are absent of your company's organiza7on, business, cultural and technology requirements

To realize the full benefits, organiza7ons must re-‐introduce their own reality


Design -‐ Don’t try this on your own •  Processes built in a vacuum, in

isola7on, will not get adop7on

•  People need to understand “why”

•  Do you understand your stakeholders requirements?

•  Are you actually making things beXer for people?

•  Balance consensus with gerng things done


Design -‐ What’s in it for me?

“Why should I embrace your vision or change, what’s in it for me”?


Design -‐ Everyone has their own perspec7ve

Shouldn’t IT just work? I’ve got a business to run and services to deliver

How do I demonstrate that IT is aligned to the business?

I&O is consuming 60% of my budget, I can’t fund new projects

Those users just don’t understand!

The CEO The CIO

The IT Manager The Technical Staff


Design -‐ Who needs to be involved?

Core Team

S.M.E.’s

Stakeholders

Steering CommiXee


Process Design Timeline

Design -‐ Simultaneous process & technology

Process Path

Technology Path

Process & Technology - You can’t do one without the other!


“It’s seldom the tool that’s the problem”


Design -‐ Business outcomes

Business Outcomes Requirements Processes Tools and

Technology

Start Here

Not Here


Design -‐ Don’t be a technophobe •  Out of the box seldom works

•  Map business outcomes to tool and data requirements

•  Iden7fy the mandatory fields, define pick lists, figure out the triggers

•  Make sure you are capturing the right data to produce metrics


Design -‐ Detailed requirements


Design -‐ Don’t forget to validate •  Itera7ve process design

•  Use of “show & tell” sessions

•  Watch out for scope creep

•  Validate ofen and get sign off against requirements

•  Be wary of “I didn’t agree to that…”


Design -‐ Remember to educate •  Training fosters adop7on of

the processes

•  Build an educa7on curriculum and plan that addresses all your stakeholders

•  Consider various training formats from CBT to instructor led

•  Consider using people involved in the process to do the training


•  Don’t design your processes in isola7on

•  Get the right people involved •  Balance consensus building

with execu7on •  Simultaneous process &

technical design •  Gather the requirements to

tailor the tool •  Remember to educate

Process design -‐ In summary…


Governance •  Maximize value from the

organiza7ons significant investment in IT

•  Support complex regulatory requirements

•  Sarbanes-‐Oxley, Basel-‐II

•  Third party cer7fica7ons

•  ISO20000, SAS70…

•  Con7nual Service Improvement


•  ITIL version 3 •  Provides guidance on the

processes

•  COBIT version 4.1 •  Widely accepted by the IT audit

community

•  Defines controls, processes and audit tests (evidence)

•  ISO20000 •  Defines a standard for a Service

Management System

Governance -‐ Frameworks

Our experience shows that the best approach is to use a combinaBon of frameworks for ITSM governance


Governance -‐ Roles

An ITSM “Program Office” or “Governance Board” is the ideal place to center your

governance acBviBes

•  Prescrip(ve role assigns authority and accountability

•  Audit role reports on compliance to process owners, execu7ves and directors

•  CoordinaBon role assigns and coordinates the governance tasks

•  Monitor role tracks governance repor7ng for the audit role

•  User/Provider roles execute the governance tasks


EVIDENCE

TASKS

CONTROLS

PROCESS CHANGE MANAGEMENT

AI6.1 STANDARDS & PROCEDURES

AI6.2 ASSESSMENT & AUTHORIZATION

AI6.3 EMERGENCY CHANGES

Task 1 Provide Evidence of Change Mgmt. System

Emergency Change Categories

Emergency Change Reports

Task 2 Provide Evidence of Emergency Change

Handling

Documented Emergency Procedures

Review of Emergency Changes

AI6.4 TRACKING AND REPORTING

AI6.5 CHANGE CLOSURE

& DOC

Governance -‐ An approach


Governance -‐ Service delivery

Actual Service Levels

Desired Service Levels

�  Ungoverned processes “wear down” over 7me

�  The result is service variability versus consistency

�  More effort to manage/less customer sa7sfac7on


•  Define the controls, policies & standards then make people accountable

•  Define your governance organiza7on and structure

•  Define the controls & frameworks you are required to report against

•  Governance is key to CSI

•  Governance of cloud applica7ons means extending your controls to your vendor

–  Remember, you are s7ll accountable

Governance -‐ In summary…



Assess

Govern

Design

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Thank You!!David Mainville

[email protected]

TwiXer: @mainville

navvia.com/resources
