Your Service Operating Model: It's About Actionable Delivery/media/HDIFusion/Files/speaker-handouts/... · Your Service Operating Model: It's About Actionable Delivery Kathryn Howard

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 [email protected]

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.

mailto:[email protected]

Your Service Operating Model…it’s about actionable delivery!

Kathryn Howard

http://about.me/kathrynhoward@KathrynHoward

@ITSM_Catwoman

Kathryn Howard


@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


@KathrynHoward

@ITSM_Catwoman

Icon Source: Freeiconspng


@KathrynHoward

@ITSM_Catwoman

Photo Source: Creative Commons& Wikipedia commons

Insert transport card of choice


@KathrynHoward

@ITSM_Catwoman

Please

Sir……..


@KathrynHoward

@ITSM_Catwoman

Photo Source: Mark Lester ‘Oliver” 1968

MORE?


@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?


@KathrynHoward

@ITSM_Catwoman

Who’s digging and

who’s on lookout

today?


@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


@KathrynHoward

@ITSM_Catwoman

This agile thing

makes me

uncomfortable

Photo Source: clasiccnemagold.com/greta-garbo/greta-garbo-and-leo-the-lion 1926


@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 |


@KathrynHoward

@ITSM_Catwoman

I need a

service

model!

Shirley Temple in “Glad Rags to Riches” (1933) – Image in public domain


@KathrynHoward

@ITSM_Catwoman

A Service Model?Wikimedia Julie Newmar “Batman” TV Series 1966-68 – Image in public domain


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





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


14. Service Level Management

15. Continuity Management

16. Service Design & Co-ordination

17. Knowledge Management





Management




8. Demand Management


10. Service Integration Mgmt


12. Business Relationship Management




16. Strategy & Service Portfolio Mgmt

2017 2019



Management




6. Demand Management


8. Service Integration Mgmt


10. Business Relationship

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



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


@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


@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


@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.



COBIT5

Plan

Build

Run



Design the

Service

Management

System (ISO/IEC 20000)

Capability aligned Processes supporting

ITSM Operating model


@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


@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


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


@KathrynHoward

@ITSM_Catwoman

Design & Improvement Management

Capabilities

Supports & Enablers

Security Risk Business RelationshipContinuity

Economics

Catalogue

Design

Continual Improvement

Reporting & Analytics


Release & Deployment

Demand & Capacity

Event & Availability

Knowledge

Problem

Request FulfilmentIncident

Major Incident

Change

Configuration

Resolution

Control

Design & Transition

Delivery

Relationship

Governance & Oversight

Access


@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


@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


@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”


@KathrynHoward

@ITSM_Catwoman

Wikipedia Frank Sinatra by Gottlieb c1947

CommunicateCommunicateCommunicate


@KathrynHoward

@ITSM_Catwoman

8 characteristics with attributes

Non-functionalrequirements

ReliabilityUsabilitySecurityPerformance EfficiencyMaintainability

ISO/IEC 25010 – Software Quality Model & Metrics



Performance is

tough.

Can someone

please help me

with my queues?


@KathrynHoward

@ITSM_Catwoman

Photo attribution: Wikimedia Charles Lamont (Glad Rags to Riches (public domain)


@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

QQ

Q

Q Q

Q

Reference Architecture

Managing Queues


@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


@ITSM_Catwoman

Jean Paul Statre with “Nothing”

Capture the

existential essence

of minimal viable

process

Jean-Paul Satre www.aleaftothebean.wordpress.com


@KathrynHoward

@ITSM_Catwoman

I think our service model can be agile and be OK

Katharine Hepburn “Bringing Up Baby” 1938


@KathrynHoward

@ITSM_Catwoman

Shirley Temple in “Glad Rags to Riches” (1933) – Image in public domain


@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


@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


@KathrynHoward

@ITSM_Catwoman

Or embrace it like wearing a new hat

Buster KeatonComique Studios circa 1922


@KathrynHoward

@ITSM_Catwoman

Superheroes should be a thing of the past

Buster KeatonColumbia Pictures circa 1940


@KathrynHoward

@ITSM_Catwoman


@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?


@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


@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


@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


@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


Policy Process

Maturity HSE

Metrics Reporting

Established: Jul 2014

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


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


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Overall


Policy Process

Maturity HSE

Metrics Reporting

Established Oct 2013 StatusOverall


Policy Process

Maturity HSE

Metrics Reporting

Established: Aug 2011 2013

HSIM

Overall


Policy Process

Maturity HSE

Metrics Reporting

Performance decrease/increase indicator from previous month


@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


Policy Process

Maturity HSE

Metrics Reporting

Performance decrease/increase indicator from previous month


@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?


@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


@KathrynHoward

@ITSM_Catwoman

We didn’t

need voices,

we had faces

Gloria Swanson “Sunset Boulevard” 1950


@KathrynHoward

@ITSM_Catwoman


Acknowledge

the past &

embrace the

future

Gloria Swanson “Sunset Boulevard” 1950


@KathrynHoward

@ITSM_Catwoman


@KathrynHoward http://about.me/kathrynhoward

Alright Mr DeMille,

I’m ready for my

close-up

@KathrynHoward

@ITSM_Catwoman


Wikimedia Brox Sisters with Toy Car – Library of Congress – public domain

@KathrynHoward http://about.me/kathrynhoward

@KathrynHoward

@ITSM_Catwoman


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

@KathrynHoward

@ITSM_Catwomanhttp://about.me/kathrynhoward

Documents

Your Service Operating Model: It's About Actionable Delivery/media/HDIFusion/Files/speaker-handouts/... · Your Service Operating Model: It's About Actionable Delivery Kathryn Howard