Transcription
CRAWL, WALK, RUNAPPROACH TO ITILEmtec Boot camp Web Event– April 2011
AgendaITIL at a GlanceITIL and FriendsHow About Real BenefitsCrawl, Walk and Run to ITILThe Power of a Value Based Management(VBM) approachConclusion2
ITIL AT A GLANCE
ITIL V3.0 at a Glance4
ITIL AND FRIENDS
ITIL and FriendsITIL – Build it.CMMI – Measure it.CoBit (Val IT/Risk IT) – Audit it.PMBok / Prince – Govern it.ISO/IEC – Explain it to the CIO6
ITIL and FriendsThe Service Catalog Hub!Service Level ManagementManage MeetingExpectationsClient RequirementsManagementManage RequirementsService TransitionManage Change7
HOW ABOUT REALBENEFITS?
What We Usually Hear Improved Availability, Reliability & Security of IT ServicesIncreased IT Project Delivery EfficienciesReduced TCO of IT infrastructure Assets and IT ApplicationsProvisioning of Services that meet Business, Customer and UserDemands, with Justifiable Costs of Service QualityImproved Overall Quality of ServiceImproved Consistency of ServiceImproved Service AlignmentImproved IT Governance9
What We Usually See Improved ResourceUtilization 20% Productivity Gain (decreasedrework & elimination of redundantactivities)Reduced Average Cost 60% decrease in average cost toresolve incidents 50% reduction in days that IncidentBetter Customer Servicetickets remain openIncrease in SuccessfulChanges 50% more successful changesMore Effective Third-party Elimination of extra tools & nonuseful systemsRelationships & Contracts10
CRAWL, WALK, RUN TO ITIL
Continual Service Improvement ModelThe classical approachHow do wekeep themomentumgoing?What is thevision?Business visionand objectivesWhere are wenow?BaselineassessmentWhere do wewant to be?MeasurabletargetsHow do weget there?Service andprocessimprovementsDid we getthere?Measurementand metrics12
Crawl, Walk, Run ApproachCrawlWalkRun13StrategicTacticalOperational
Crawl to ITILCommon Mistakes Don’t know whatand why? No communication– ITILPeople14 Planning: Big bangapproach Not realistic Not sufficienttimeProcess Tool will solve allproblemsTechnology
Crawl to ITILRecommended ApproachStrategicTacticalOperational15Define What and WhyDefine communication planEstablish a BaselineUse Project Management,Assign roles & Define CSF & KPIsBuild a team - internal resourcesITIL trainingTechnology
Walk to ITILCommon Mistakes Roles toinappropriateresources Minimizing impacton organizationalstructurePeople16 Not documentingprocesses properly Adding too manyprocesses Not finishing whatwe startedProcess Spending too muchtime and onCMDBTechnology
Walk to ITILRecommended ApproachStrategicTacticalOperational17Named a Service ManagerBuild a Service CatalogCreate a dashboardDefine a Service modelThink about Service Transition processesDefine Service target in toolTeam providing KPIsImplement corrective action
Dashboards can be Simple!Bla4 metrics categoriesColored indicatorsindicating ifobjectives are met monthlyCombinations ofExcel and ITSM toolquery mechanismsAudiences: KPIs formanagers and VP18
Dashboard ProcessesTableau de bordDirection des services informatiquesblablabladécembre 2010Résolution d'incidentsDisponibilité des systèmes critiques100%CATI (niveau1) 100%ÉquipesNbre recus00010000EXTISATIIOTICATI (niveau 1)CATI (niveau 2)CATI (niveauFournisseurs2)0%0%LogiproQuébec LogistiqueEXTI 0%QuébecSATI 0%Logistique 0%IOTI 0%Logipro 0%FournisseursTotal desincidentsrecus :Total desincidents1 résolus :Système critiqueNbre 00%Temps non‐disp.Réel48 96048 960342 9%Cible Kronos99%99%99%1100,0%Temps disp.établiKronosCibleKronos 99%CibleSGM 99%CibleEXE 99%SLA KronosSLA SGMSLA EXECible SGMCible EXETemps d'arrêtglobal en min :098%80%ProcessusObjectif cibleMoyenne mois précédent85%Analysen/dMoyenne mois précédentRespect du niveau de service ‐ Gestion des incidents1Non respect SLATotal des incidentsouverts :80%Objectif cibleMoyenne mois précédent85%Analysen/dRespectSLA 37%80%n/dObjectif cible100%Moyenne mois précédent100%0%19Total des incidentsouverts :Délai rép. P160,0Délai rép. P2Délai rép. P380%Objectif cibleMoyenne mois précédentn/d85%AnalyseDélairéponseDélai rép. lai résolution80,020,037%Délai réponse40,0RespectSLA 100%93Analyse100,01Total desrequêtesplanifiées :70%120,0Non respect SLA3459Délais moyens ‐ réponse (SPV) et résolution140,0NonrespectSLA 0%Non respect SLARespect SLA1Respect du niveau de service ‐ Temps de réponse (Service Points de Vente)Respect SLA100%Analyse100%0%NonrespectSLA 63%RespectSLA 100%85%Respect du niveau de service ‐ Gestion des requêtesNonrespectSLA 0%Respect SLA80%n/dObjectif cible100%Délai réponseDélai résolutionMoyenne mois précédent ‐ réponseMoyenne mois précédent ‐ laiRésolution(minutes)2130
Clientele: Survey resultsSatisfaction de la clientèle (sondage)Nonsatisfait17%362412Très satisfaitSatisfaitNon satisfaitSatisfait33%Trèssatisfait50%Sans objetSans objet0%Total des sondagesrépondus :90%n/dObjectif cibleMoyenne mois précédentProcess: Levels of service for7295%Incident & ServiceRequest83%Respect du niveau de service ‐ Gestion des incidentsRespect du niveau de service ‐ Gestion des requêtesNonrespectSLA 0%Respect SLA50%33%17%######1Non respect SLA100%0%NonrespectSLA 63%RespectSLA 100%Total des incidentsouverts :80%Objectif cibleMoyenne mois précédent20n/d85%AnalyseRespectSLA 37%1100%Non respect SLA3459Total desrequêtesplanifiées :93Respect SLAObjectif cibleMoyenne mois précédent80%n/d70%Analyse37%
Run to ITILCommon Mistakes Watch-out for starsin your eyes!People21 Failure to reviewdeployedprocesses Assuming all ITILprocesses must bedeployedProcess Assuming Servicelevels Servicelevel management Adding too manytoolsTechnology
Run to ITILRecommended ApproachStrategicThink Service PortfolioConsider Service strategy processesTacticalIntroduce Service Design processesTie IT tools to ITSM toolEstablish a formal CSI modelOperational22Get staff focused on serviceMaintain quality
CSF and KPIsCSFCrawl Define CSF and KPIsRoles assignedDocumented baselineProject charter defined 1 KPIs defined for every CSFIncrease in # of roles assignedIncrease in # of process assignedProject charter approved by ManagementWalk Documented processesDocumented proceduresDocumented IT ServicesPublished DashboardImproving ITIL organizationalknowledge Increase in # of processes documentedIncrease in # of procedures documentedIncrease in # of services defined anddocumentedMonthly dashboard publishedIncrease in # of people trained on ITIL Deployed ITIL processes basedon their business needsImproving control over TCOReducing IT cost Run 23KPIs Reduced TCO per IT services10% reduction in the cost of handlingprinter incidents (for ex)
ITIL BaselineCRAWL24WALKRUN
THE POWER OF A VALUEBASED MANAGEMENT (VBM)APPROACH
Value Maturity RoadmapRUNWALKCRAWLLevel 1Risk ManagedFocus on“what do we do” and“what do we deliver”to minimize risksthrough understanding.26Level 4Value ManagedLevel 3Cost ManagedLevel 2PerformanceManagedFocus on“how well we perform”and gatheringperformance metricsby service.Focus on“cost models” forunderstanding cost ofdelivering, supportingand maintainingservices.Focus on”creating businessvalue” usingperformance, cost andrisk for decisionsand planning.
The Value ModelBusiness Needs“Driven by business goals, objectives”DemandService ValueValue Realization27Value of ServiceMetricsQuality of ServiceMetricsIT Service PortfolioIT Value Chain“What services dowe provide?”“How do wedeliver services?”
AVAILABLE RESOURCES
Available Resourceswww.isaca.org (COBIT, VAL-IT, Risk-IT)www.pmi.org (PM-BOK)www.sei.cmi.edu (CMMI)www.iso.org (ISO2000, 27000)VBM Webcast (Sept 2010)Health First Case StudyVBM Whitepaperwww.emtecinc.com29
CONCLUSION
Crawl, Walk, Run ApproachCrawl Establish a Baseline Use Project Management Assign Roles & Define CSF & KPIsWalk Create a Dashboard Define a Service Model Think about Service Transition ProcessesRun Introduce Service Design Processes Tie IT Tools to ITSM tool Establish a Formal CSI Model31
Crawl, Walk, RunApproach to ITILContact Details:Andrew Braden613-591-9131 (office)613-301-4236 (mobile)andrewbraden@emtecinc.comRenee-Claude Lafontaine613-591-9131 (office)613-327-9131 (mobile)Renee-ClaudeLafontaine@emtecinc.comGeneral Inquiries:Deanna Eversdeannaevers@emtecinc.com973-232-7897Visit our Website:32http://www.emtecinc.com
Crawl, Walk and Run to ITIL The Power of a Value Based Management (VBM) approach Conclusion. ITIL AT A GLANCE. 4 ITIL V3.0 at a Glance. ITIL AND FRIENDS. 6 ITIL and Friends. . Assuming Service levels Service level management Adding too many tools Technology. Common Mistakes Run to ITIL. 22 Think Service Portfolio
