The ITIL First Aid Kit - ITpreneurscampus.itpreneurs.com/itpreneurs/LPEngine/ITIL/Additional...The ITIL® First Aid Kit is an essential toolkit for the e˜ ective utilization of IT

The ITIL® First Aid KitEssential information for professionals and organizations using ITIL®

Value

The ITIL®First Aid Kit

Copyright © 2010, ITpreneurs Nederland B.V. All rights reserved. 3

The ITIL® First Aid Kit is an essential toolkit for the e� ective utilization of IT Infrastructure Library (ITIL®) in any organization. However, it does not provide any one-size-� ts-all solutions or formulae that ensure a successful IT Service Management (ITSM) implementation. This kit is meant as guidance to provide you with areas of attention and possible strategies to include in your program approach. Each organization is di� erent, and your program needs to be unique to your organizational needs and business drivers. The kit provides essential ITIL® program approaches to support you when you need them the most. In every ITSM program emergency, think of this kit before looking elsewhere.

Copyrights: The information contained in this classroom material is subject to change without notice. This material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V. | © Copyright 2007 by ITpreneurs Nederland B.V. All rights reserved. | © Crown Copyright 2007 Reproduced under license from OGC. | ITIL® Glossaries/Acronyms © Crown Copyright O� ce of Government Commerce. | Reproduced with the permission of the Controller of HMSO and the O� ce of Government Commerce. | ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the O� ce of Government Commerce, and is Registered in the U.S. Patent and Trademark O� ce. | ITIL® V3 - Published for the O� ce of Government Commerce under license from the Controller of Her Majesty’s Stationery O� ce © Crown Copyright 2007.

The Need to Deliver Value

Information , previously a supporting element, has become the basis for value itself. In addition, information-based services are changing and evolving at a rapid rate.

Capabilities and resources in the management of IT and services are no longer perceived as merely operational concern for detail. They are the basis for creating value, for competition, and for distinctive performance.

IT organizations require a keen sense of the nature and dynamics of services as a means for providing value to customers. It is important for IT organizations to review their positions and to clearly understand how they provide di� erentiated market value to their customers.

A well-managed IT organization can act like a business within a business and deliver value that meets or exceeds other commercial alternatives. For this reason, concepts such as utility, warranty, market spaces, and portfolios are introduced in the Service Strategy processes within the Service Lifecycle.

Source: Service Strategy - OGC, 2007

Ensure Value Creation by Asking

What services should we o� er and to whom?

How do we di� erentiate ourselves from competing alternatives?

How do we truly create value for our customers?

How do we capture value for our stakeholders?

How can we make a case for strategic investments?

How can Financial Management provide visibility and control over value creation?

How should we de� ne service quality?

How do we choose between di� erent paths for improving service quality?

How do we e� ciently allocate resources across a portfolio of services?

How do we resolve con� icting demands for shared resources? Source: Service Strategy - OGC, 2007

Service Strategy is your main body of reference to assist with structuring the fl ow of and answering these key questions.

®


Copyright © 2010, ITpreneurs Nederland B.V. All rights reserved.4

Multiple Views of IT

V I E W V I S U A L I Z A T I O N V E R N A C U L A R

IT / Component Components of systems and processes

‘Our billing system is IT-enabled’

‘We use it to improve interactions with our customers through self service terminals at key locations.’

‘IT touches every part of our business. Without appropriate controls that in itself is a risk.’

IT / OrganizationInternal Unit function of the enterprise or commercial service providers

‘Our IT is headed by a CIO of tremendous experience in the transportation industry’

‘Our heavily centralized IT suits our business model which more than anything requires stability and control over business operators.’

‘IT does not understand the nature of our business. Much is lost in translation.’

IT / Service Type of shared service utilized by business units

‘I haven’t been able to access the internet since yesterday. when do you expect the service to be restored?’

‘Our remore access service is very secure but it is also very diffi cult to set up and use.’

‘We decided not to use our own enterprise applications for administrative functions. We are better off utilizing IT services provided to us under a commercial contract.’

IT / AssetCapabilities and resources that provide a dependable stream of benefi ts

‘It is the core of our business process. We use IT to create value for customers. It is part of our core production process.’

‘Our IT investments are like Costs of Goods Sold (COGS). They are direct costs not overheads.’

‘IT is our business.’


People



Management of Change (MOC)

Aspects of managing the cultural/behavioral Change experienced with the implementation of ITIL processes need to be identifi ed and controlled. This Change is mainly the shift from being an IT-centric organization to becoming a customer-focused organization. Less emphasis is placed on individual IT units performing well in isolation than on one where each IT unit needs to understand its part in delivering service to the end user and in being accountable for its performance in the supply chain.

A formal ITSM program approach is used to manage these elements of cultural change, with specifi c emphasis placed on the development of awareness campaigns aimed at all target audiences – IT Management, IT staff , and customers – and strong communications planning.

It is important to note that the most successful ITSM programs are those that focus on attaining corporate objectives. Indeed, the sooner you can drop the project name – ITSM or ITIL program – and align this work to support a set of corporate initiatives, the more successful the implementation will be.

The 4 Ps

PRODUCTSPARTNERSPEOPLE PROCESSES

Many designs, plans, and projects fail because of a lack of preparation and management.

The implementation of ITSM as a practice is about preparing and planning for the eff ective and effi cient use of the 4 Ps. This approach is critical when designing your ITSM program, for correctly focusing on clarity of communication and ensuring a culture that supports and rewards process adherence through changed behaviors.

It is especially important to focus on the People aspect of the 4 Ps because this is where your Change eff ort will succeed or fail; after all, it is people who run our businesses.



Eight Steps to Transform Your Organization

John P. Kotter of the Harvard Business School introduced this approach to manage change within an organization. This approach has proven successful over the years and can be helpful when designing the management of change into your ITSM program.

Establish a Sense of Urgency 1. Examine market and competitive realities o

Identify and discuss crises, potential crises, or major opportunities o

Form a Powerful Guiding Coalition2. Assemble a group with enough power to lead the change e� ort o

Encourage the group to work as a team o

Create a Vision3. Create a vision to help direct the change e� ort o

Develop strategies for achieving that vision o

Communicate the Vision4. Use every vehicle possible to communicate the new vision and strategies o

Teach new behaviors by the example of the guiding coalition o

Empower Others to Act on the Vision 5. Remove obstacles to change o

Change systems or structures that seriously undermine the vision o

Encourage risk taking and nontraditional ideas, activities, and actions o

Plan for and Create Short-Term Wins 6. Plan for visible performance improvements o

Create those improvements o

Recognize and reward employees involved in the improvements o

Consolidate Improvements and Produce More Change 7. Use increased credibility to change systems, structures, and policies that don’t � t the vision o

Hire, promote, and develop employees who can implement the vision o

Reinvigorate the process with new projects, themes, and change agents o

Institutionalize New Approaches8. Articulate the connections between the new behaviors and organizational success o

Develop the means to ensure leadership development and succession o

Source: Leading Change - John P. Kotter - 1996



Pitfalls when Attempting to Change the Organization

In his book, “Leading Change,” Kotter identifi es the errors observed when undertaking Change initiatives in practice. Make sure that you plan to mitigate these risks in your ITSM program.

Writing a memo instead of lighting a � re1. At least half of failed change e� orts bungle the � rst critical step — establishing a sense of urgency.

Talking too much and saying too little2. Most leaders under-communicate their change vision by a factor of 10 (or 100 or even 1,000!). In addition, the e� orts they make to convey their message are typically of the least convincing variety: speeches and memos.

Declaring victory before the war is over 3. When a project is completed or an initial goal met, it is tempting to congratulate all involved and proclaim the advent of a new era. While it is important to celebrate results along the way, kidding yourself or others about the di� culty and duration of organizational transformation can be catastrophic. Celebrating incremental improvements is a great way to mark progress and sustain commitment, but don’t forget how much work is still to come.

4. Looking for villains in all the wrong places The perception that large organizations are � lled with recalcitrant middle managers who resist all change is not only unfair, but also untrue. In professional service organizations, and in most organizations with an educated workforce, people at every level are engaged in change processes. Often, it’s the middle level that brings issues to the attention of the senior executives.

Lack of focus on short-term wins5. To maintain momentum and sustain funding and support, it is important to deliver on short-term wins and to communicate these wins to all stakeholders in the program.

LONG-TERM PROGRAM CHALLENGES

Changes in sponsorship/leadership

Changes in team

Change in business (mergers, acquisitions, and so on)

Temporary Changes in economic fortunes

Poorly articulated project strategy

Initial excitement based on a desired result without investing in the necessary, underpinning processes

Wishful thinking on timeframes, meaning not enough planning for the longer term (scenarios/phases)

Wrong emphasis on tools at the wrong time

Inadequate focus on the human element



The Value of Training

TYPICAL APPROACH TO TRAINING

Typically, a high number of staff is initially trained in Foundations, along with some Service Manager / Advanced level training. Most of the training budget is spent upfront, with little left to sustain change throughout the program. This is a concern as most courses represent a signifi cant investment to the company and there is a risk of having the wrong people trained before major organizational decisions are complete..

RECOMMENDED APPROACH TO TRAINING

This approach will sustain involvement over the length of the program, will maximize education spend and ensure that training is delivered on a just-in-time (JIT) basis.

The approach begins with a simulation. Simulations are valued for their ability to touch people at a “feeling” level, to fi rmly anchor the requirement for change. “I hear and I forget, I see and I remember, I do and I understand.” - Confucius, 600 BC

Simulation is then best followed by a core Foundation training as a level-set. This basic training is then best followed with a Mobilization workshop as part of your overall training strategy.

Introducing a Mobilization Workshop as the next step in your training strategy is intended to further enhance the Management of Change eff ectiveness. Mobilization provides a focused workshop for the key stakeholders, where they assess their current ITSM environment and agree via group consensus on the need for change, emerging with a strong team commitment to and ownership of the ongoing program activities.

The remainder of the training plan over the Lifecycle of the program should be designed as role-based (once the new process roles have been assigned), with proper funding over time, and should include a strategy for training new employees entering into the process-based organization.

Two critical success factors within an ITSM program are communication and training.

A well-thought-out ITIL training strategy and plan play a key role in successful ITSM programs.

T I M E

SERVICE MANAGERS / ADVANCED

PRACTITIONERS /INTERMEDIATE

ISO/IEC20000

MOBILIZATIONWORKSHOP

SIMULATIONFOUNDATIONFOUNDATION

SIMULATION

P R O J E C T L I F E C Y C L E

RECOMMENDED APPROACH

T I M E

FOUNDATION

NU

MB

ER

OF

ST

AF

F I

NV

OL

VE

D

SERVICE MANAGERS / ADVANCED

$TYPICAL APPROACH

NU

MB

ER

OF

ST

AF

F I

NV

OL

VE

D

Source: Alan Nance Source: Alan Nance



Factors to Consider in Your Training Strategy

Corporate geography, time zones, and shifts

Budget

JIT training

Role-based training

Overall program approach and objectives

Formal certifi cation training AND customized training, for example, ITIL 101’s (basic) process/product training unique to the organization

A Winning Program Strategy

Respect the cultural/behavioral management of change – mobilize early and focus on quick wins.

The most successful ITSM programs are those that are not called ITSM programs.

Introduce formal training and communication planning.

Principles



Services

“A means of delivering value to customers by facilitating the outcomes that the customers want to achieve without the ownership of speci� c costs and risks.”

THE DIFFERENCES

PRODUCT SERVICE

Tangible Tangible (products) / Intangible (activities)

Produced fi rst, sold afterwards Sold fi rst, developed afterwards

A product can be involved in one or more services A service is compiled from mostly more products

Perceived as an “end-to-end” service Perceived as an “end-to-end” service

Performance measured in IT-technical terms Performance measured at the customer interface

Mostly defi ned in IT terms Defi ned in the “customer’s language”

Directly supporting the services Directly supporting the “business processes”



Processes - What Are We Talking About?

Processes are routines: Bene� ts of Process Management:

To organize the work as effi ciently and eff ectively as possible.

Provide clarity to the business about what IT does.

To prevent reinventing the wheel. Impose organizational discipline.

To measure and improve. Defi ne organizational boundaries and roles.

Support continuous improvement.

Processes can be audited and improved.

STORAGE SERVICE

STORE WHAT?

STORE HOW?

STORE EQUIPMENT

ONLINE DATABASE

PORTABLE DEVICES

SECURE CABINETS

STORE FILES

SERVICE

PRODUCTSSource: Service Strategy - OGC, 2007

STORE INFORMATION



What Is a Process?

“It is a set of activities in a logical order that transfers input into output, to achieve an objective for a customer.”


CHARACTERISTICS OF A PROCESS

Are measurable

Have speci� c results

Have customers and/or stakeholders

Consist of a number of successive activities

Have a clear start and end, as well as input and output

Are repeatable

Provide value for the organization/ stakeholders

Respond to speci� c events – while a process may be ongoing or iterative, it should be traceable to a speci� c trigger

SUPPLIERS CUSTOMER

PROCESS

ACTIVITY 1 ACTIVITY 2 ACTIVITY 3

TRIGGER

SERVICE CONTROL AND QUALITY

DATA, INFORMATION

AND KNOWLEDGE

DESIREDOUTCOME



CHARACTERISTICS OF A PROCESS ACCORDING TO ITIL

MEASURABLE

Performance driven

Cost, quality, duration, productivity, and so on

SPECIFIC RESULTS

Delivery of a speci� c result

Individually identi� able and countable

CUSTOMERS

Result delivery to a customer or stakeholder

Could be internal or external

Meeting customer expectations

RESPOND TO A SPECIFIC EVENT

Traceable to a speci� c trigger

Each previous activity delivers value to the following activity in the process; otherwise this activity should be eliminated.

CRITICAL SUCCESS FACTORS IN PROCESS MANAGEMENT DESIGN AND IMPLEMENTATION

Kick o� an improvement initiative or process design workshop with the processes that are clearly de� ned already Some room to alter these processes must be allowed to facilitate Change acceptance.

Ensure that the processes are detailed at the right levels. An overly detailed process description will limit the � exibility required to customize the process for the organization.

Start process design activities with a clear vision and speci� c objectives.

Delegate the process tasks, responsibilities, and process ownership to people with the right level of skills, knowledge, and authority.

Ensure the correct positions of the Process Owners as required uniquely by the organization. Consider a mix with Process Managers, as appropriate.

Demonstrate management commitment.

Demonstrate strong training, communication, and awareness campaigns.



PROCESS IMPLEMENTATION APPROACH

While it is important to note that there is no “one-size-fi ts-all” formula for process implementation, here are a set of steps that can be considered when designing your program. Remember, when you start with implementing processes, you are also changing the way people are used to working. Normally, people will resist Change, so it is important to also consider your MOC approach, such as Kotter’s 8 steps for Change, as part of your overall process design/improvement activities within your ITSM program.

De� ne the vision1. : Why you want to work with processes, what is to be achieved, what is the relationship with the company’s strategy, and what are the business requirements – remember that Process Management is not a goal by itself.

De� ne the objectives2. : Ensure that you use SMART (Speci� c, Measureable, Achievable, Realistic, and Timely) as an approach to de� ne measureable objectives in line with the company’s strategy and vision.

Identify the processes3. : Decide which processes are in scope.

De� ne the format of the processes4. : Processes should be de� ned using a standard template for creating a high level of acceptance, reorganization, and availability – see Appendix C in Service Design – OGC, 2007 for more details.

Design and document the processes5. : Involve the key stakeholders in the organization to help prevent resistance to Change and to build a strong crew of Change agents.

Implement the processes6. : Activate the processes according to the de� ned descriptions.

Audit the processes7. : Audit the processes periodically to ensure compliance and adherence.

Measure the performance of the processes8. : Based on de� ned Key Performance Indicators (KPIs), the processes can be measured for e� ciency and e� ectiveness in support of further improvement over time.

Functions and Roles

“Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a Lifecycle, with specialization in strategy, design, transition, operation, and continual improvement.”

DIFFERENCE BETWEEN FUNCTIONS AND ROLES

It is important to understand the diff erence between a formal function within an organization and the process roles that the function is expected to perform. A formal function may fulfi ll more than one specifi c Service Management role and conduct activities relating to more than one process.

For example, a formal function Network Administrator may be Responsible for performing Incident Management as well as Capacity Management activities. Although the Network Administrator may report to a functional line manager, the network administrator, is also responsible for performing activities for the Service Desk Manager, the Incident Management Process Owner and the Capacity Management Process Owner.



Functions

Are units of organizations specialized to perform speci� c types of work and be responsible for speci� c outcomes.

Are self-contained, with the capabilities and resources necessary for their performance and outcomes.

Have their own body of knowledge, accumulated through experience.

Provide structure and stability to organizations.

Typically de� ne roles and the associated authorities and responsibilities for a speci� c performance and outcome.

Tend to optimize work methods locally to focus on assigned outcomes.

Poor coordination between functions, combined with an inward focus, leads to functional silos that hinder the alignment and feedback critical to the success of the organization as a whole.

Well-de� ned processes can improve productivity within and across functions.

Source: Service Operation - OGC, 2007

Roles

“A set of responsibilities defi ned in a process and assigned to a person or team. One person or team may have multiple roles, for example, the roles of Confi guration Manager and Change Manager can be performed by one person.”

R O L E R E S P O N S I B I L I T Y

Process OwnerIs accountable for the overall quality of the process and oversees the management of and compliance with the processes, procedures, data models, policies, and technology associated with the IT business process.

Process ManagerIs responsible for the Operational Management of a process. There may be several Process Managers for one process, for example, regional or departmental Change Managers or IT Service Continuity Managers for each data center.

Service OwnerIs accountable for the delivery of a specifi c service, regardless of where the underpinning technology components, processes, or professional capabilities reside.



RACI

RACI is an authority model used to help defi ne roles and responsibilities.

“Whether RACI or some other tool or model is used, the important thing is to not just leave the assignment of responsibilities to chance or leave it to the last minute to decide. Confl icts can be avoided and decisions can be made quickly if the roles are allocated in advance.”

The authority or RACI matrix clarifi es — to all involved — which activities they are expected to fulfi ll, and identifi es any gaps in service delivery and responsibilities. The RACI matrix can also be used to assess and develop staffi ng models.

BUILDING A RACI

Source: Service Design - OGC, 2007

the person or people responsible for getting

the job done

only one person can be accountable for each

task

the people who are consulted and whose opinions are required

the people who are kept up-to-date on

progress

RRESPONSIBLE

AACCOUNTABLE

CCONSULTED

IINFORMED

Identifythe

activities/processes

Identify/De� ne the functional

roles

Conductmeetings

and assign RACI codes

Identifyany gaps or overlaps –

for example, where there are two As

or no As

Distributethe chart

and incorporate

feedback

Ensurethat the

assignments are activated

in the organization

1 2 3 4 5 6



EXAMPLE RACI Director Service Management

Service Level Management

Problem Management

Security Management

Procurement Management

A C T I V I T Y 1 A R C I I C

A C T I V I T Y 2 A R C C C

A C T I V I T Y 3 I A R I C

A C T I V I T Y 4 I A R I

A C T I V I T Y 5 I I A C ISource: Service Design - OGC, 2007

In the RACI model, only one person can be accountable for an activity while several people may be responsible for an activity or parts of an activity.

“In this model, accountable means end-to-end accountability for the process. Accountability should remain with the same person for all activities of a process.”

Source: Continual Service Improvement - OGC, 2007

CRITICAL SUCCESS FACTORS WITH RACI

Having more than one person accountable for a process, meaning that, in practice, no one is accountable

Delegation of responsibility or accountability without necessary authority

Focusing on matching processes and activities with departments

Incorrect division/combination of functions; con� icting agendas or goals

Combination of responsibility for closely-related processes, such as Incident Management, Problem Management, Con� guration Management, Change Management and Release Management

Be aware of the time demands of each of the activities because the immediate activities will always take precedence over the more proactive activities. For example, combining Incident Management activities with Problem Management activities within the same function.

Identify the gaps and remove the overlaps for the best approach to process effi ciency and eff ectiveness.




The Service Management Process Maturity Framework

The Service Management Process Maturity Framework (PMF) is the de facto standard for measuring the maturity of any process.

It is important to create an original baseline when starting your ITSM program to answer the “Where are we now?” question posed in the Continual Service Improvement (CSI) model. The PMF can be used to assess this initial baseline. Because this approach is industry standard and has been in place for several years, it may be possible to assess your organization’s maturity against industry benchmarks.

However, be cautious in this approach because it may be diffi cult to fi nd benchmarks that come signifi cantly close to the unique characteristics of your organization. These benchmarks can be used to answer the “Where do we want to be?” question within the CSI model.


WHEN TO ASSESS?

A way to think about assessment timing is in line with the Deming improvement Lifecycle.

PLAN (Project Initiation) Assess the targeted processes at the start of process introduction to form the basis for a process improvement project.

PLAN (Project Midstream) A check during process implementation or improvement activities serves as validation that process project objectives are being met and, most importantly, provides tangible evidence that benefi ts are being achieved from the investment of time and resources in process initiatives.

DO/CHECK (Process in Place) At the end of a process project, it is important to validate the increased maturity of the process and the process organization because of the overall project.

WHAT TO ASSESS?

At the end of a process project, it is important to validate the increased maturity of the process and the process organization because of the overall project.

Vision and steering

Process

People

Technology

Culture

Source: Continual Service Improvement, OGC



The Process Maturity Framework (PMF)

Continual Service Improvement – OGC, 2007

INITIAL (LEVEL 1)

The process has been recognized, but there is little or no Process Management activity.

The process is assigned as no importance, resources, or focus within the organization. This level can also be described as ad hoc or occasionally even chaotic

REPEATABLE (LEVEL 2)

The process has been recognized and is allocated little importance, resources, or focus within the operation. In general, activities related to the process are uncoordinated, irregular, without direction, or directed toward process eff ectiveness.

DEFINED (LEVEL 3)

The process has been recognized and is documented but there is no formal agreement, acceptance, or recognition of its role within the IT operation as a whole. However, the process has a process owner, formal objectives, and targets with allocated resources, and is focused on the effi ciency as well as the eff ectiveness of the process. Reports and results are stored for future reference.

MANAGED (LEVEL 4)

The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defi ned, managed, and has become proactive, with documented, established interfaces and dependencies with other IT processes.

OPTIMIZING (LEVEL 5)

The process has now been fully recognized and has strategic objectives and goals aligned with the overall strategic business and IT goals. These IT goals have now become institutionalized as part of everyday activities for everyone involved in the process. A self-contained, continual process of improvement is established as part of the process, which is now developing a pre-emptive capability.

1 2 3 4 5Continual Service Improvement – OGC, 2007

Vision and steering people

Processes

Technolgy

Culture

1 INITIAL


2 REPEATABLE

3 DEFINED

4 MANAGED

5 OPTIMIZED



Metrics

Succeed with measurements

One of the management trends of the past years is to work according to performance indicators. Organizations use performance indicators to check whether or not the “ship is still going in the right direction.”

This is sometimes referred to as the “organization’s cockpit” or dashboard.

This approach to use metrics and measurements throughout the ITSM program answers the “Did we get there?” question posed in the CSI model.

Why Measure?


It is important to link the creation and management of KPIs and metrics to the corporate vision, mission, goals, and objectives.

ASK YOURSELF

What does the KPI really tell us about achieving the goal?1.

How easy is it to analyze the KPI and does the KPI support decision making?2.

How accurate and stable is the KPI?3.

At what frequency do we need to report on the KPI?4.

Who owns the KPI?5.

YOUR MEASUREMENT

NETWORK

TODIRECT TARGET AND METRICS

TOJUSTIFYFACTUAL EVIDENCE

STRATEGY VISION

CHANGED AND CORRECTIVE ACTION

TO VALIDATE

TO INTERVENE




VISION

MISSION

GOALS

OBJECTIVES

CSF

KPI

METRICS

MEASUREMENTS



Continual Service Improvement Approach

Metrics and measures using the 7-Step Improvement model from Continual Service Improvement.

Source: Continual Service Improvement – OGC, 2007

DEFINE What You Should Measure 1

DEFINE What You Can Measure2IMPLEMENT

CORRECTIVE

ACTION

7

IDENTIFY

Vision and Strategy

Tactical Goals

Operational Goals

GATHER THE DATA

Who?

How?

When?

Integrity of data?

3PROCESS THE DATA

Frequency?

Format?

System?

Accuracy?

4

PRESENT AND USE

The information assessment summary action plans and so on

64ANALYZE THE DATA

Relations?

Trends?

According to plan?

Targets met?Corrective action?

5

GOALGOAL



Goals, Questions, and Metrics Approach

The goals, questions, and metrics (GQM) paradigm (Basili – 1980s) stands the test of time as an approach to assist with identifying metrics.

GOALReduce the business impact of IT outages and user-experienced problems.

QUESTIONS

Which services impact the business the most? According to whom?

What is the current impact of outages to these business services?

What are the reasons for these outages?

What are the major perceived problems according to users?

How can we reduce the amount and duration of these outages and problems?

Where can we gain the most success or quick wins?

METRICS

Current Incident volume, outage time, and reasons for key IT service outages

Identi� ed problems causing multiple outages

Changes carried out to rectify problems

Incident volume/outage time following Changes

Source: Planning to Implement Service Management – OGC, 2002



Balanced Scorecard Approach

In early 1992, Kaplan and Norton fi rst introduced the idea of a Balanced Scorecard in the Harvard Business Review. Since then, many organizations have used this approach to measure initiative success against corporate strategy.

Source: Continual Service Improvement – OGC, 2007

THE FORMAT OF A PERFORMANCE INDICATOR

Performance indicators should be defi ned and documented in a format that is owned and maintained as a document CI in the CMDB. For each performance indicator, the following should be defi ned and maintained:

Title

Description

Measurement unit

Report frequency

The period of the report

Employees responsible for the delivery of information

Data sources

Performance indicator ownership (role accountable for action on any reported exceptions)

INTERNAL

What must our IT providers (internal) excel at?

Service-oriented culture

Skilled staff and IT experts

Effi ciency of IT service provision

Service delivery times

Processing capacity

Security

Accountability of IT provision

CUSTOMER

What do we as customers expect of IT provisions?

Availability of IT services

Quality of IT services

Performance of IT services

Value for money of IT services

Reliability of IT infrastructure

Support of hands-on IT users

INNOVATION

Does our IT infrastructure enable us to continue to improve the business?

Flexibility of the infrastructure

Ability to control changes

Adaptability to changing business

demands

Communication and knowledge transfer

Business productivity in relation to IT

costs

Harnessing new technology

FINANCIAL

As customers, how do we view the cost of IT provisions?

Understanding IT costs to the business

Ability to control IT costs to the business

Economy of IT provision

Return on IT infrastructure investments

IT contracts management



STEPS TO DEVELOP PERFORMANCE INDICATORS

Here is an example of a step-by-step plan to develop performance indicators in the processes. The Process Owner / Manager should:

Lead the measurement e� ort.

Educate the team about performance indicators and the measurement and reporting of corporate standards.

Create a team for each process to determine measurement points and capabilities.

Create performance indicator documentation.

Validate the IT and business performance indicators with the management team.

Implement measurements and reporting.

PITFALLS DURING THE DEVELOPMENT OF PERFORMANCE INDICATORS

Obsessive measurement

Nondirected measurement – measure because we can

Lack of ownership of results

Measurements not linked to business objectives

It is recommended to start with a minimum number of highly relevant performance indicators and to add or change them, as required, to validate, direct, intervene, or justify ongoing program investment and continuity.

Why Use Performance Indicators in Processes?

Measurements are knowledge.

Processes are controlled.

Improvement points are identi� ed.

Facts, instead of opinions, become known.

There are links with policy and strategy.

Business decisions are supported.

Products



Technology

It is recognized that the use of Service Management tools is essential for the success of all but the very smallest process implementations. However, it is important that the tool(s) being used support the processes, not the other way around. As a rule, don’t modify processes to fi t the tool.

With today’s sophisticated levels of today’s level of integrated Service Management applications, it is important to work closely with your technology partner to understand possible process functionality limitations that may be expensive to recode and support, as required, to support. These decisions and limitations may need to be taken into account when designing your processes.

Service Design Tools

Assist with automating hardware, software, environmental, process, and data designs.

Speed up the design process.

Ensure that standards and conventions are followed.

O� er prototyping, modeling, and simulation facilities.

Enable “What if?” scenarios to be examined.

Enable interfaces and dependencies to be checked and correlated.

Validate designs before they are developed and implemented to ensure that they satisfy and ful� ll their intended requirements.




Tools to Support the Service Lifecycle

Service achievement, Service Level Agreement (SLA), Operational Level Agreement (OLA), contractual and supplier measurement, reporting, and management

Consolidated metrics and Metrics Trees, with views from management dashboards down to detailed component information, performance and fault analysis, and identi� cation

Consistent and consolidated views across all processes, systems, technologies, and groups

A comprehensive set of search and reporting facilities, enabling accurate information and analysis for informed decision-making

Management of service costs

Management of relationships, interfaces, and interdependencies

Management of the Service Portfolio and the Service Catalogue

Con� guration Management System (CMS)

Con� guration Management Database (CMDB)

Service Knowledge Management System (SKMS)

A Statement of Requirements (SoR) is essential for use during the selection process. This can be used as a check list, categorized using the MoSCoW analysis


MUST have thisM

S

C

W

SHOULD have this if at all possible

COULD have this if it does not a� ect anything else

WON’T have this time but WOULD like in the future



Service Management Tools

Some aspects that organizations should consider when evaluating Service Management tools:

Breadth and depth of functionality

Flexibility in implementation, usage, and data sharing

Implementation complexity

Ease of use and quality and extent of supplier training

Quality of management information produced as standard

Ease with which data can be analyzed and presented

Data structure, handling, and integration

Distributed data input plus central data view

Experience and commitment of the supplier to best practices

Data backup and security

Cost

The exact requirements for the tool must be considered. You need to check what the mandatory requirements and the desired requirements are. There are many integrated tools in the marketplace to enable the Service Management processes and provide integration between the processes.



The Tool Evaluation Process

Identify your tool requirements before researching products. Some of your research may result in new requirements. Complete this iterative process (if required) before de� ning your selection criteria.


SHORT LISTING

WHAT REQUIREMENTS IDENTIFY PRODUCTS SELECTION CRITERIA

EVALUATE PRODUCTS

SCORINGRANK THE PRODUCTSSELECT A PRODUCT

Lifecycle



ITIL® v.3

Service Lifecycle




SERVICE STRATEGY

Provides guidance on designing, developing, and implementing Service Management, not only as an organizational capability but also as a Strategic Asset.

SERVICE DESIGN

Provides guidance for the design and development of services and Service Management processes. It covers design principles and methods for translating strategic objectives into portfolios of services and Service Assets.

SERVICE TRANSITION

Provides guidance for the development and improvement of capabilities for transitioning new and changed services into operations. It also provides guidance on how the requirements of Service Strategy, as architected in Service Design, are fi nally realized in Service Operations while controlling the risks of failure and disruption.

SERVICE OPERATION

Achieves eff ectiveness and effi ciency in the delivery and support of services, for ensuring value for the customer and the service provider.

Maintains stability in service operations while allowing for changes in design, scale, scope, and service levels.

CONTINUAL SERVICE IMPROVEMENT

Provides guidance on creating and maintaining value for customers through the provision of approaches and methods to achieve improvements in service quality, operational effi ciency, and business continuity.

Source: ITIL v3 Books - OGC, 2007



Mastering ITIL Using Effective Learning Solutions

Source: APM Group, 2007 (Subject to change)

B A S I C L E V E L ( F o u n d a t i o n )

An overview of ITIL to participants and helps them understand why organizations use ITIL

I N T E R M E D I A T E L E V E L

This level focuses on selective subjects and helps practitioners attain the required level of knowledge. Both intermediate streams assess an individual’s comprehension and application of the concepts of ITIL v3. Candidates are able to take units from either of the intermediate streams, which give them credits toward the ITIL v3 Expert. These streams are.

The Lifecycle stream: Is built around the � ve core OGC books, namely, Service Strategy, Service Design, a. Service Transition, Service Operation, and Continual Service Improvement.

The Capability stream: Is built around four clusters: planning protection and optimization; service b. o� erings and agreement; release, control, and validation; and operational support and analysis.

The Managing Through the Lifecycle course brings together the full essence of the Lifecycle approach to Service Management. After someone has gained the requisite credits through their education at the Foundation, Intermediate, and Managing Through the Lifecycle levels, they will be awarded the ITIL v3 Expert.

A D V A N C E D L E V E L

This level will assess an individual’s ability to apply and analyze the ITIL v3 concepts in new areas.

ITIL EXPERT*

Advanced SMProfessional

Diploma

Managing Through the Lifecycle

PRACTICALFOCUSON PROCESSCAPABILITY

SERVICEMANAGEMENT

LIFECYCLEFOCUS ITIL Service Capability Modules

P, P, & O S, O, & A R, C, & V O, S, & A

ITIL Service Lifecycle Modules

SS SD ST SO CSI

ITIL Foundation for Service Management

* working title



About ITpreneurs

ITpreneurs is the leading IT training solutions company in the domain of IT best practices and IT governance frameworks. ITpreneurs off ers the largest portfolio of e-learning and classroom training solutions within the ITSM and IT governance domains.

ITpreneurs’ IT Service Management (ITSM) training solutions are delivered as e-learning courses and as classroom and blended trainings through its extensive network of partners. The training solutions are currently delivered in 45 countries across 6 continents and in 6 languages through its content expertise and extensive partner networks across 6 continents and in 6 languages.

For more information, visit: — www.itpreneurs.com

Valued Suggestions

We would like to hear from you:

If you have any suggestions or ideas.

If you have been involved in an ITSM program crisis for which you did not fi nd an answer in the kit

Forward your comments and suggestions to [email protected].

ITpreneurs’ IT Best Practice Domains

ITpreneurs is a global provider of training solutions in the IT management and IT governance best practice domains.

For more information, please visit our Web site — www.ITpreneurs.com

ITILMOFCOBIT

ISO/IEC 27001ISO/IEC 20000

w w w . I T p r e n e u r s . c o m

Documents

The ITIL First Aid Kit - ITpreneurscampus.itpreneurs.com/itpreneurs/LPEngine/ITIL/Additional...The ITIL® First Aid Kit is an essential toolkit for the e˜ ective utilization of IT