View
217
Download
0
Category
Preview:
Citation preview
SESSION 701 Friday, November 3, 9:00am - 10:00am
Track: The Strategist
Your Service Operating Model: It's About Actionable Delivery
Kathryn Howard Service Management Provocateur, Visual Explanations kathryn@kathrynhoward.com
Session Description Organizations are being asked to deliver innovative services faster and with improved quality. As a result, traditional service operating models with emphasis on reactive operations and support simply won’t cut it anymore. Collaborative cohesive systems are required for seamless service delivery, and this session will show you how IT4IT provides a framework to better plan, build, deliver, and run your services.
Speaker Background Kathryn Howard has thirty years of experience in IT service delivery/management, implementing policy/process and service improvement change programs in many prominent Australian financial institutions and telecommunications providers. She has presented at many itSMF conferences around the world, as well as PINK, SITS, and ISACA. Kathryn serves on the itSMF Australia board, and she is committed to enhancing the customer experience evolution through adoption of standards and frameworks.
Your Service Operating Model…it’s about actionable delivery!
Kathryn Howard
http://about.me/kathrynhoward@KathrynHoward
@ITSM_Catwoman
Kathryn Howard
http://about.me/kathrynhoward@KathrynHoward
@ITSM_Catwoman
. . . It’s about actionable delivery !
Attribution: Styled after Metro-Goldwyn-Mayer Logo
Lights
Camera
Action!
Photo Source: Wikimedia Commons Leo the Lion 1928
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Icon Source: Freeiconspng
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Icon Source: Freeiconspng
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo Source: Creative Commons& Wikipedia commons
Insert transport card of choice
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Please
Sir……..
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo Source: Mark Lester ‘Oliver” 1968
MORE?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo Source: Harry Secombe ‘Oliver” 1968
Photo Source: Wikimedia Commons Ford Assembly Line 1913
I think this is a
wheel? How many
do I need to put
sprockets into
before
5 o’clock?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Who’s digging and
who’s on lookout
today?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo Source: Meerkat Attention Animal Sand Vigilant Desert Zoo Creative Commons Public Domain
11 |
It’s all about VALUEPhoto Source: Wikimedia Commons
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
This agile thing
makes me
uncomfortable
Photo Source: clasiccnemagold.com/greta-garbo/greta-garbo-and-leo-the-lion 1926
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Performance delivery
is everything
Photo Source: Wikimedia Mariomanias (Own work) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 4.0
13 |
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
I need a
service
model!
Shirley Temple in “Glad Rags to Riches” (1933) – Image in public domain
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
A Service Model?Wikimedia Julie Newmar “Batman” TV Series 1966-68 – Image in public domain
http://about.me/kathrynhoward
I have an IT Operating Model that says:
• Customer Centric• Standardised• Optimised• Efficient & Agile• Stable & reliable• Scalable & Flexible• Seamless• Transparent
@KathrynHoward@ITSM_Catwoman
A Service Model?How can you achieve this outcome?
• A Path (or vision)• A Framework• A Timeline• Measures
Wikimedia Julie Newmar “Batman” TV Series 1966-68 – Image in public domain
http://about.me/kathrynhoward@KathrynHoward@ITSM_Catwoman
Operational ProactiveTactical Reactive
Tactical ProactiveStrategic Reactive
Operational Reactive
2016
1. Incident Management
2. Service Desk Function
3. Problem Management
4. Service Asset & configuration
Management
5. Request Fulfilment
6. Reporting Management
7. Availability Management
8. Change Management
9. Supplier Management
10. Continual Service Improvement
11. Service Level Management
1. Incident Management
2. Service Desk Function
3. Problem Management
4. Service Asset & configuration
Management
5. Catalogue Management
6. Reporting management
7. Event Management
8. Change Management
9. Release & Transition Mgmt
10. Capacity Management
11. Security & Risk Mgmt
12. Supplier Management
13. Continual Service Improvement
14. Service Level Management
15. Continuity Management
16. Service Design & Co-ordination
17. Knowledge Management
1. Incident Management
2. Service Desk Function
3. Problem Management
4. Service Asset & configuration
Management
5. Catalogue Management
6. Reporting management
7. Release & Transition Mgmt
8. Demand Management
9. Security & Risk Mgmt
10. Service Integration Mgmt
11. Continual Service Improvement
12. Business Relationship Management
13. Continuity Management
14. Service Design & Co-ordination
15. Knowledge Management
16. Strategy & Service Portfolio Mgmt
2017 2019
1. Problem Management
2. Service Asset & configuration
Management
3. Catalogue Management
4. Reporting management
5. Release & Transition Mgmt
6. Demand Management
7. Security & Risk Mgmt
8. Service Integration Mgmt
9. Continual Service Improvement
10. Business Relationship
Management
11. Continuity Management
12. Service Design & Co-ordination
13. Knowledge Management
14. Strategy & Service Portfolio Mgmt
Strategic Proactive
2018
Establish the SMS & governance ownership
Benchmark existing process activities
Establish process health executive reporting
Align proposed maturity roadmap to desired future state
Establish/develop COP
Areas of Focus Now
ITSM Focus Path Operational → Tactical → Strategic
ABC Program dependencies
http://about.me/kathrynhoward@KathrynHoward@ITSM_Catwoman
http://about.me/kathrynhoward@KathrynHoward@ITSM_Catwoman
Photo Source: Pixabay
Photo Source: PixabayPhoto Source: WikimediaAttribution: Roger Higgins, World Telegram staff photographer
Photo Source: WikimediaAttribution: US National Archives
Photo Source: pxhere
Photo pre 1923 public domain
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo Source: Pixabay
Photo Source: PixabayPhoto Source: WikimediaAttribution: Roger Higgins, World Telegram staff photographer
Photo Source: WikimediaAttribution: US National Archives
Photo Source: pxhere
Photo pre 1923 public domain
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
ITSM
Go
vern
an
ce M
od
el
Au
dit
Co
ntro
lsTactical
StrategicO
peratio
nal
Arch
itecture
Delivery Control
Release ResolutionRelationship
ValidationISO20000
Operation Continual Service
Improvement
Strategy Design Transition
ITILEfficiencies of process
Evaluate Direct Monitor
Align Plan Organise
Build Acquire Implement
Deliver Service Support
Monitor Evaluate Assess
COBITControl and governanceIT4IT
Strategy to Portfolio Requirement to Deploy
Supporting Activities
Request to Fulfil
Detect to Correct
Value Chain
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Business Value ChainIT4IT Standard Accelerate transition to IT service broker model with
strategic multimodal challenges
Govern and Manage the IT ecosystem leveraging industry best practice technology frameworks & tools
End to end streamlined delivery across suppliers, providers and strategic partners.
http://about.me/kathrynhoward@KathrynHoward@ITSM_Catwoman
http://about.me/kathrynhoward@KathrynHoward@ITSM_Catwoman
COBIT5
Plan
Build
Run
@KathrynHoward@ITSM_Catwoman
http://about.me/kathrynhoward
Design the
Service
Management
System (ISO/IEC 20000)
Capability aligned Processes supporting
ITSM Operating model
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
26
Strategyto Portfolio
Requirementto Deploy
Requestto Fulfil
Detectto Correct
Manage IT framework
Manage Programmes & Projects
Manage Strategy
Manage Enterprise Architecture
Manage Innovation
Manage Portfolio
Manage Relationships
Manage Availability & Capacity
Manage Requirements Definition
Manage Solutions Identification & Build
Manage Organisational Change Enablement
Manage Changes
Manage Change Acceptance & Transitioning
Manage Knowledge
Manage Service Agreements
Manage Service Requests and Incidents
Manage Operations
Manage Security
Manage Problems
Manage ContinuityAlign, Plan & Organise
Build, Acquire & Implement
Deliver, Service & Support
Business Relationship
Change Management & Change Evaluation
Release & Deployment Management
Strategic Management
Demand Management
Service Portfolio Management
Transition Planning & Support
Design Co-ordination
Service Validation & Testing
Service Catalogue Management
Request Fulfilment
Access Management
Event Management
Incident Management
Problem Management
Capacity ManagementService Strategy
Service Transition
Service Design
Service Operation
Conceptual Service Model
LogicalService Model
RealisedService Model
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Manage Risk
Service Level Management
Manage Suppliers
Manage Quality
Manage Assets
Manage Configuration
Manage Budget & Cost
Manage Security Services
Manage Business Process Controls
Manage Security
Manage Continuity
Financial Management
Service Asset & Config Mgmt
Security Management
IT Service Continuity Mgmt
7 Step Improvement
Service Strategy
Service Transition
Service Design
Continual Service Improvement
Service Level Management
Supplier Management
Capacity Management
Availability Management
Knowledge Management
Manage Availability & Capacity
Manage Programs & Projects
Manage Human Resources
Align, Plan & Organise
Build, Acquire & Implement
Deliver, Service & Support
Evaluate, Direct & Monitor
Monitor, Evaluate & Assess
Ensure Governance Framework Setting & Maintenance
Systems of Internal Control
Ensure Benefits Delivery
Ensure Risk Optimisation
Ensure Resource Optimisation
Ensure Stakeholder Transparency
Compliance with External Requirements
Performance & Conformance
Governance, Risk & Compliance
Sourcing & Vendor
Intelligence & Reporting
Finance & Assets
Resource & Project
Supporting Process & Capability
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Design & Improvement Management
Capabilities
Supports & Enablers
Security Risk Business RelationshipContinuity
Economics
Catalogue
Design
Continual Improvement
Reporting & Analytics
Service Level Management
Release & Deployment
Demand & Capacity
Event & Availability
Knowledge
Problem
Request FulfilmentIncident
Major Incident
Change
Configuration
Resolution
Control
Design & Transition
Delivery
Relationship
Governance & Oversight
Access
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Blended Discipline Approach
• Management & governance boards• ITSM model oversight and ownership• Continual Improvement management
People• Capability
development• Communities of
practice• Organisational
change program
• Resolution Processes• Control Processes• Delivery Processes• Relationship Processes• Design & Transition Processes
Process
• Fit for purpose ITSM toolset
Technology
Governance
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Controls
IT Risk ProfileITSM
Governance Model
IT Goals & Objectives
(CSFs)IT Policies
Business Goals & Objectives
(CSFs)
Enablers
IT Governance working groups
& forumsApplicationsStakeholders InfrastructureITSM Processes
Activities ValidationRoles/
Responsibilities
Metrics (KPIs &
Reporting)
ProceduresService
ConsumptionImprovements
Inputs Outputs
IT Service Capability Model v2
Feedback
Triggers
@KathrynHoward@ITSM_Catwoman http://about.me/kathrynhoward
Flickr: Epson Sundve Creative Commons
http://about.me/kathrynhoward@KathrynHoward
@ITSM_Catwoman
Do your research• Identify communities & collective
behaviours• Understand impact of change• Understand resistance &
attraction factors
ISO/IEC 38500 – Human Behaviour Principle
Diagram reproduced with permission Mark Toomey – author “Waltzing the Elephant”
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Wikipedia Frank Sinatra by Gottlieb c1947
CommunicateCommunicateCommunicate
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
8 characteristics with attributes
Non-functionalrequirements
ReliabilityUsabilitySecurityPerformance EfficiencyMaintainability
ISO/IEC 25010 – Software Quality Model & Metrics
@KathrynHoward@ITSM_Catwoman
http://about.me/kathrynhoward
Performance is
tough.
Can someone
please help me
with my queues?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Photo attribution: Wikimedia Charles Lamont (Glad Rags to Riches (public domain)
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
IT4IT - Where are my Queues?Strategy to Portfolio
Requirement to Deploy
Request to Fulfil
Detect to Correct
Scope Agreement
Portfolio Backlog
Requirement
Project IT Initiative
Defect
Build
Request
Fulfillment
Problem
Change
Incident
Str
ate
gy t
o P
ort
folio
Req
uir
em
en
t to
Dep
loy
Req
uest
to
Fu
lfill
Dete
ct
to C
orr
ect
Q
Q
Q
Q
Q
Q
Q Q
Q
Reference Architecture
Managing Queues
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
ITSM Capability Maturity
1 Initial
Processes are ad hoc and disorganised
Few formal rules or procedures
Success depends on individual effort
Basic ControlProcess
Definition
2 Repeatable
Processes are defined & documented
Basic costs & functionality are measured
Outcomes are repeatable
3 Defined
Process is consistently followed
Processes are aligned to organisational business needs
Management invests in process development
4 Managed
Processes are predictable
Detailed quantitative measurement of process and product quality are collected
Process is agile and adaptable to business needs without compromise on quality
5 Optimising
Processes are continually improved through quantitative feedback
Innovation is introduced to better service emergent organisational needs
Process Definition
Process Definition
Process Optimisation
0 Incomplete
UnpredictableNo structureNo processes
management exists
No defined responsibilities
Limited awareness of what is needed
Chaotic
http://about.me/kathrynhoward@KathrynHoward
@ITSM_Catwoman
Jean Paul Statre with “Nothing”
Capture the
existential essence
of minimal viable
process
Jean-Paul Satre www.aleaftothebean.wordpress.com
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
I think our service model can be agile and be OK
Katharine Hepburn “Bringing Up Baby” 1938
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Shirley Temple in “Glad Rags to Riches” (1933) – Image in public domain
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Oh My
Goodness!
Service Integration Mgmt
Strategy & Service Portfolio Mgmt
Business Relationship Mgmt
Financial Mgmt
Demand Mgmt
Catalogue Mgmt
Incident Mgmt
Service Asset & Configuration Mgmt
Service Desk Function
Request Fulfillment
Availability Mgmt
Change Management
Reporting Mgmt
Service Level Mgmt
Problem Mgmt
Continual Service Improvement
Release & Transition Mgmt
Continuity Mgmt
Service Design & Co-ord Mgmt
Capacity Mgmt
Security & Risk Mgmt
Supplier Mgmt
Access Mgmt
ITSM Maturity Future Process/Capability Timeline
FutureTransitionalCurrent
Operational ReactiveOperational Proactive
Tactical ReactiveStrategic Proactive
Tactical ProactiveStrategic Reactive
Not Started
Not StartedImmature
Developing
Not Targeted Consolidated processes/capabilities aligned to ITIL/ISO20000 maturity
Knowledge Mgmt
Event Mgmt
2016 2017 20192018
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
You could be courageous, or perhaps outrageous, and wear a leopard onesie
Dolores del Rio in “Journey into Fear” RKO Radio Pictures 1943
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Or embrace it like wearing a new hat
Buster KeatonComique Studios circa 1922
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Superheroes should be a thing of the past
Buster KeatonColumbia Pictures circa 1940
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Wikimedia Batman & Robin 1966
Boy Wonder, it is difficult to know what is required in this multimodal world.
Golly gee Batman,Are superheroes no longer required?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
To begin, however, I think we need to be in colour
Wikimedia Batman & Robin 1966
I’m not sure
that’s the
performance we
want?
Elsa Lanchester & Boris Karloff “Bride of Frankenstein” 1935Wikimedia Commons – Alfred Hitchcock
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
I do so like a waterfall
Hmm, do you think a KanBanboard might work better?
Gene Tierney, George Sanders
Gene Tierney & George SandersThe Ghost & Mrs Muir 1947
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Key Initiatives for process maturity
RAG Status
Incident Management Improvement Plan
Risks & Issues Identified
Key health metric
Service Management Lead: <Insert Name>
Decisions / Escalations / for Note1. Overall status to amber due to the flow on effects of instability of IT platforms and high rate of change.2. Maturity amber as process no longer fit for business consumption demand on this process3. Metrics Red: Unable to apply many industry best practice metrics (% proactively solved incidents, % bypassed Service Desk, % miscategorised/reassigned, etc.) due to limitations of current toolset leading to poor
quality and incomplete data available 4. Reporting remains amber as is a very manual exercise, particularly for P3 & P4 incidents. Working towards an automated daily report, however data quality is very poor providing limited value.5. HSE amber due to resourcing unable to meet targets due to consistent rise in P1/2 volume driven by rise in change volume, increase in escalations to SI and insufficient resource to progress on key initiatives.
Misroutes processes is also not yet seeing the collaboration expected of service partners proving to be time intensive to SI6. Communication red as continued poor timeliness and quality of high severity incidents both at the Service Desk and HSIM, plus timeliness of PIR’s from all partners and internal groups – probable cause of the
latter is marked increase in volume
R/I Risk/Issue Description Severity Status
I2 Notification timeliness and quality
I3 Avg HSI SLA target achievement low
R1 P3 & P4 Reporting
R2 No regular governance forum
R3 Escalation path
I4 Monthly incident reporting poor
I5 Better application of the priority matrix
Business Issue R/I Initiative Owner Status Forecast
Incident notifications I2 Heads-up notification from the Service Desk for all P2 incidents. Follow up resolved notification (at a minimum) from HSIM.
<Insert Name>
31/10: Heads up comms to Business for critical apps is in place. Working with HSIM on regular updates to Business DLs also.13/2: Compliance : Quality & Timeliness addressed by request for additional resource undertaking performance mgmt activities
Completed
TBA
P3 & P4 incident handling R1P3 & P4 service improvement forum. <Insert
Name>Pending investment TBC
Process governance R2 Establish a regular Governance forum so that integrated supplier performance against the process can be tracked and discussed.
<Insert Name>
10/3: monthly forum rescheduled to start end of March 2015, with a clearer view of what the agenda and objectives will be
End Mar
IT incident escalation path R3
Develop and distribute a clear and agreed escalation path for IT support teams, including the Service Desk and HSIM, to use.
<Insert Name>
10/3: informal talks with <service partner> to understand expectations of different levels of capability. Also looking to apply a similar model of ownership that is used for Problem Management.
End Apr
Transparency in incident/problem reporting not available from HP
I4
SI to provide more detail in Inc/Prob monthly RAG reports to address gap & establish monthly ITSM meeting with <service partner> to review
<Insert Name>
Not Started End Mar
Prioritisation improvements I5Improve the prioritisation model/matrix and Service Desk training to better and more accurately assess incident priority
<Insert Name>
10/3: first draft of the new priority matrix sent to select SM team members for initial feedback.
End Apr
0
50
100
150
50%
60%
70%
80%
90%
100%
Jan
Feb
Mar
Ap
r
May Jun
Jul
Au
g
Sep
Oct
No
v
Dec Jan
Feb
Performance HSI Volume
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Slight improvement in performance however context is drop in volume
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Established: Sep 2013Established: Dec 2011
Established: Apr 2013
Established: Aug 2011
Established: Aug 2011 2013
Established: Dec 2013
Established: Oct 2013
IT Service Management – High Level Status
Change
CMDB Reporting
Problem
Capacity Availability
Event
Service Request
Service Continuity Service Desk
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Established: Jul 2014
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Locked into IT DNA3+ months Green
We are good at this Planned & we are getting there Not started /some way to go
Established: Oct 2013
Incident
Established: Aug 2011
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Established Oct 2013 StatusOverall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Established: Aug 2011 2013
HSIM
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Performance decrease/increase indicator from previous month
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
ITSM Governance Summary continued – Key Insights
• Commenced collecting KPI reporting on High Severity Incident Management Service in January to be included in this report ongoing –tipping improvement RAG status to Red
• Trending of service request fulfilment continues to be closely monitored as targets are not being met and ratings are in danger of slipping
• Rescheduled Service Continuity DR test currently on track for March but closely monitored due to prerequisites consistently not been met.
• Limited technology, reporting and automation plus resourcing challenges in operational management continue to contribute to lower ratings of amber and red across several processes.
• Continued rise in urgent business change requirements are increasing the complexity and stability of IT services. Current resourcing of the incident and problem processes are now struggling to meet targets due to the rise in high severity incidents, root cause corrective actions and risk minimisation activities. Incident process has dropped to amber and Problem continues as red.
• ITSM Risk Council register continues to be aligned to IT Security Risk matrix in collaboration with Security and Architecture team.
• CSI policy and process development stalled due to resourcing diverted to partner escalations plus performance and compliance issues –recommencement of initiation of this process to be advised
• Pending audit recommendations, processes targeted for rebaselining in Q2 2015Sig
Improvement Plan RAG Status
Overall
Incident Problem Event
Change Service Request Capacity
HSIM ITSCM Availability
Service Desk Reporting CMDB
Domain RAG Status
Overall
Partners Communication
Policy Process
Maturity HSE
Metrics Reporting
Performance decrease/increase indicator from previous month
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
What do the RAG Domains mean?
Partners How are our partners (internal or external) performing in this process, capability or improvement plans
Communication Do we have effective communication in place that meets or exceeds customer expectation:• Relevance• Accuracy in representing facts• Non-technical jargon• Recipient accuracy• Channels & Frequency
Policy Is the policy defined, up to date and rolled out Process Is process fit for purpose, does it have a RACI
matrix and are all actors accountable
MaturityThe process may not have reached target optimal maturity level but the process is improving and continual service improvement activities are enabling the process benefits to be realised in terms of contribution to IT’s service delivery.
HSEAre there any concerns around health or safety (especially of work hours and reliance on key individuals)
MetricsAre relevant and fit for purpose metrics defined to allow clear understanding of process efficiency
ReportingIs there accurate fact based reporting detailing heath of the process/capability plus tailored to the appropriate audience/s
ITSM Governance
Risks & Issues
An Issue is a Risk come to fruition
Severity What is the impact of this risk or issue?
Status How effective is the treatment of this risk/issue?
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
Domain status ratings
Blue 3 Months consecutively reporting Green Downgrade to Amber resets to zero months
Green No issues, or initiatives either not required or not severe and all on track plus performing as expected. Status may only progress to Green from Amber
Amber Risks unable to be addressedInitiatives not tracking to plan
Red Issue unable to be addressedInitiatives unable to be actioned or repeatedly not tracking to plan
Overall status ratings Largest aggregate statusIn case of tie the lower of the status will be assumedOverall Blue not achieved without 100% domain status achieving Blue status
ITSM Governance
Current Processes & Capabilities
Resolution & Control Processes IncidentProblemService Request/CatalogueChangeContinual Service Improvement
CMDBService DeskService Mgt/Delivery Risk
Service Delivery Processes Service ContinuityAvailabilityCapacityEvent
Reporting
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
We didn’t
need voices,
we had faces
Gloria Swanson “Sunset Boulevard” 1950
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
http://about.me/kathrynhoward
Acknowledge
the past &
embrace the
future
Gloria Swanson “Sunset Boulevard” 1950
http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
http://about.me/kathrynhoward
@KathrynHoward http://about.me/kathrynhoward
Alright Mr DeMille,
I’m ready for my
close-up
@KathrynHoward
@ITSM_Catwoman
http://about.me/kathrynhoward
Wikimedia Brox Sisters with Toy Car – Library of Congress – public domain
@KathrynHoward http://about.me/kathrynhoward
@KathrynHoward
@ITSM_Catwoman
http://about.me/kathrynhoward
Wikimedia Brox Sisters with Toy Car – Library of Congress – public domain
We’ve got an
Actionable Service
Model
and have the agility
to get somewhere &
add value
Recommended