Advisory report

Assessment & Improvement of

IT Services / IT Service Management

Nynke de Vries

2

Analyse: Customer

Client or customer is known:• the ‘business’

– Organization – IS and IT infrastructure– C/U matrix

• Analyse ICT dependency in ‘business’– What kind of users? (user analysis)– Which IS is important and how (impact analysis)– What are the risks in regard to IS (risk analysis)

• SLA-specs (for minimum of 2 processes)

3

Analyse: supplier

Supplier is known:• IT (service) management

– Current organisation/tasks, etc. of IT organisation– Opinion of customer / user – Opinion of IT staff / IT manager

• Choose methodology• Analyse IT management

– Compared with BiSL/ASL/ITIL reference model– Specifications regarding quality level– Visualisation

4

Lemniscaat

• Sufficient information and analysis to give advice

5

Goal advisory report: BITA

Business IT Alignment• ICT services should be operational at such a

level that they meet the functional and performance requirements of the business

• Effectiveness and efficiency in IT service management is apparent to customer and supplier

• Process in which ‘ICT’ and ‘business’ are jointly responsible for further development of the ‘business’

6

Resources advisory report

Impact analysis and risk analysis• Priorities • Weaknesses

SLA specifications• Pit (IT service, infrastructure)• Peel (IT service delivery)

Assessment of the IT organisation• Departure point for improvement

Lemniscate • Specify monitoring / measurement procedures• Evaluate “internal” and “external”

7

Advice

• Long-term perspective (> 5 years)– Ultimate goal: what CMMI level per process – Global growth pathway

• Short-term goal (1 year)– Short-term goal: which processes at which level– Specific growth pathway: action plan for coming year– Changes in

• infrastructure • processes • organization

– Communication: customer and supplier– Measuring and monitoring– Financial aspects

8

Strategy improvement business point of view

unimportant important

dynamic

static

9

Goal setting long and short-term

– CMMI continuous – Determine per process maturity level

Long term: Determine required ultimate level per process

Short term: bring to the next CMM level per process

10

Model

11

Considerations: growth

• Thesis Never skip a CMM level

• Question 1Do you have to begin at CMM level 1 in a ‘green

field’ situation?

• Question 2Is the ultimate goal always CMM level 5?

12

Changes ‘pit’software and infrastructure

• Result of risk analysis weaknesses – people, hardware, software, data bases,

procedures

• Result of impact analysis prioritise– which risks should be revealed– preventive, detected, curative, reactive

13

Changes ‘peel’services

Based on impact analysis, risk analysis, assessment, …

• BiSL/ASL/ITIL processes– Which processes should remain / be introduced /

be deleted

• Activities and tasks– Which activities within the processes should

remain / be introduced / be deleted– BiSL/ASL/ITIL as reference model for processes – Task list of Looijen or Kwintes for activities

14

Changes in organization

• Who will govern ICT in the ´business´ – Never outsource IT Governance?!?

• Define functions– Responsibilities, authorizations, knowledge, insight

and skills

and / or

• Outsource– Which part of the IT?– Responsibilities, authorizations in the business

concerning ‘Demand’

15

Implementation

• Test– Validate by simulating

• Communicate, prevent GAP 4– Client and provider– Scenario/manual/implementation plan/action plan

• Execute– Coördinate and stay communicative– Plan your evaluations

16

Simulation

17

Test and simulate

• Test and train through games– Apollo13 game– Control IT game– Governance game

• Best practices

19

Next week

• Measuring and monitoring– Corrections while driving– Prepare new cycle

• Finance

– Calculating costs of IT Services– TCO, ABC, …?

20

Chapter 5 Advice

• Long and short-term goal justification of business case

• Changes ‘pit’ justification in risk + impact analysis, SLA specs

• Changes ‘peel’ justification in all analyses

• Changes in processesimprove, implement new BiSL/ASL/ITIL processes

• Changes in organization implement ‘governance’, motivation outsourcing,

• Establish BITA report and evaluate and re-act (Deming)