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© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Ken HamiltonDirector ITSM Education HP - Founder, Past-Chairman, itSMF USAKen WendleITSM Solution Lead HP - Member, itSMF International Board
The Next ITSM The Next ITSM RevolutionRevolution
Jeff Nichols - Director, Gartner Consulting
Shafqat Azim – Managing Vice President, Gartner Consulting
Rod Sager
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
• Agility & Governance
ITIL 3.0 and More
• ITIL® & Other Frameworks
• SOA & Virtualization
• What’s and Why’s of an ITIL implementation
ITSM in a Nutshell
Agenda
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
1997 2009 2012…2003
Business Aligned ITSM
Chaotic Distributed Computing
Environment
IT-Enabled Business
Agility
Computing and infrastructure islands (chaotic, expensive management)
Service/infrastructure fusion
Predictive optimization
Infrastructure standardization and instrumentation
OGC Outsources and ITIL V.3 Released
Policy-based resource allocation
Transition
ISO 20000
Self-managing resources
2000
itSMF USA Founded
2006
ITIL V.2 Released
BS15000 Released
*
ITSM Timeline
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
How ITIL books fit together
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
ITSM - Service Support
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
ITSM - Service Delivery
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
BusinessPerspectiveBusiness
Perspective
Planning to
Implement
Planning to
Implement
ServiceManagement
ServiceManagement
Management Skills
Management Skills
AvailabilityCapacity
Continuity
AvailabilityCapacity
Continuity
ChangeConfiguration
Release
ChangeConfiguration
Release
IncidentService Desk
Problem
IncidentService Desk
Problem
SLMFinancial
SLMFinancial
BasicProcess
Know How
BasicProcess
Know How
Assessmentof
Situations
Assessmentof
Situations
ProcessManagement
ProcessManagement
UnderstandingITSM
UnderstandingITSM
SupportSupport DeliveryDelivery
Overview ofITIL
Overview ofITIL
GeneralITSM
GeneralITSM
ManagerManager
PractitionersPractitioners
FoundationFoundation
Overview of ITIL Certification
© EXIN 2005
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Foundation Certificate
Foundation Certificate
Practitioner’s Certificate
Practitioner’s Certificate
Manager’s CertificateManager’s Certificate
IT Service Management Certificates
© EXIN 2005
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Exin ITIL exams per region: 2005
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
0
20000
40000
60000
80000
100000
2000 2001 2002 2003 2004 2005
Service Manager
Practitioner
Foundation
Total
ITIL exam growth 2000 - 2005
Source: Exin
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
APMG achieves preferred status for accreditation of OGC's Best Practice
Portfolio - 6/12/06
APMG will continue to work in partnership with TSO, the official publisher of the OGC PPM and ITIL portfolio. TSO has also had its status as preferred bidder confirmed. This partnership will be strengthened through more joint activities to promote these portfolios.
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
1st and 2nd ITSM Revolutions
Focus: Creationof Business value
Focus: Quality &Efficiency of IT Processes
IT ServiceManagement
IT InfrastructureManagement
Running IT as a Business (for the Business)
Focus: Stability and Control of the Infrastructure
Role of the IT Function
StrategicPartner
ServiceProvider
TechnologyProvider
Time
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Governance Methods Standards Alignment
Case S
tudies
Te
mp
late
s
Sca
labi
lity
Quick Wins
Qualifications
Study Aids
Knowledge
& Ski
llsS
pec
ialt
y T
op
ics
Executive Introduction
ServiceStrategy
Service Design
Service Introduction
Service Operation
Service Improvement
ITIL Refresh (V3.0)
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
TOGAF
SEI CMM
CoBit
Lean/Six Sigma
ITIL/ITSM
SOA
IT Value
Framework
PMBOK
External Relationships
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
ROI for innovation and agility
ROI forBusines
s& IT
IT budget as %
of revenueApplication maintenance
Application innovation
Infrastructure maintenance
Infrastructure innovation
5%
30%
42%
Today
23%
72%
28%
In 3 years
15%
30%
45%
10%
45%
55%
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
• All processes and content are transforming from physical and static to digital, mobile, personal and virtual
• The demand for simplicity, manageability and adaptability is changing how peoplework and organize, buy and use technology
• In the horizontal, heterogeneous, networked world, standards are about connection and common language.
Three big demand shifts
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Traditional Applications Service-Oriented Architecture
Designed to last Designed to change
Tightly coupledLoosely coupled, agile and adaptive
Integrated silos Composed of Services
Code-oriented Process-oriented
Long development cycleInteractive and iterative development
Cost centered Business centered
Middleware makes it work Architecture makes it work
Favors homogeneous technology
Favors heterogeneous technology
Changing the way we think
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
IT future stateIT current state
ERP CRM WebSilos
ERP CRM Web
ServerStorag
e
Network Software
IT
Virtual IT – Agile
• Dynamic capacity – pay-per-use
• Optimized resources
• Simplified, secure and flexible
Silo IT – Inefficient
• Fixed capacity and cost
• Under-utilized + over-provisioned
• Complex and difficult to change
Silos Pooled + Shared
Virtualization
Pool and share resources
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Techno-centric Service-centricBusiness-
centric
Business view of IT Problem Solution Partnership
IT as a cost center
IT as a shared services center
IT as a business & innovation
center
IT roadmap into a business
• Needs to control costs of infrastructure and applications
• Operates and manages technology assets
• Understands the business
• Increases return on IT assets, processes, and organization
• Offers, manages, and automates applications and infrastructure as services
• IT synchronized with business
• Simplified business processes, application portfolio, and IT infrastructure
• Business innovation through IT
Summary
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
RFC
Trigger
Input/Output
Workorder
RFC
Workorder
Workorder
RFC
RFC
Work OrderStatus
Work OrderStatus
Work OrderStatus
Work OrderStatus
Change Management
ConfigurationManagement
Service LevelManagement
AvailabilityManagement
CapacityManagement
ContinuityManagement
FinancialManagement
SecurityManagement
ProblemManagement
IncidentManagement
ReleaseManagement
Change Management
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Making ITSM Real:Mapping to a Real Success Strategy
Objective: Identify key considerations for developing a strategy for designing and managing Service Management transformation success
Approach: 10 stages in the transformation lifecycle that span: Strategy Design Implementation Management
Key Theme: Transformation is not a linear process and will be in different stages and the same time. Looking for the characteristics of each stage to anticipate the challenges of the next one is the key.
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Introductory slide that shows all the stages (kind of a waterfall view );
VisibleStages
“Stealth”Stages
Org
aniz
atio
nal a
war
enes
s
“Cri
tica
l Mas
s”
“Optim
izing”
“Dis
sati
sfac
tio
n”
“ Ad
Ho
c”
Strategy
Design Implementation
Management
“Managing”
“Confidence Building”“T
eam
Bui
ldin
g”
Transformation Lifecycle
Maturity level 4
Maturity level 5
Maturity level 1
Complacency
Motivated
Responsibility Accountability
“Organizing”
Maturity level 3
Stage 1
Stage 2
Stage 3
Stage 4
Stage 6
Stage 5
Stage 7
Stage 8
Stage 9
Stage 10
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Stage #2: “Settling on a Strategy for Success”
Stage Definition: Preparing for success by analysis of where the business of IT is, and what is
needed to improve IT performance for the business
Stage Characteristics: Acceptance by many that process change is necessary, yet no clear path to
success has emerged Some worry about the organization not adapting to address the problems,
others are not aware of self-inflicted problems and look to place the blame elsewhere, some are aware of the problems, but don’t know what to do about them
Stage 2
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Stage Risk Factors: Jumping in to correct problems without a good sense of all the collective
stakeholders awareness levels and willingness to address responsibility for the problems
Trying to develop a project plan to quickly. Avoid the “Plan, Do, Check Act” trap in isolation, verify the assumptions and premises
Buying a tool without understanding what problems need solving
Stage Critical Success Factors: Identify all of the stakeholders and what they think would be successful Identify the problems that can be changed, problems beyond the scope of
empowerment and a virtual team that is willing to accept both types of challenges
Lessons Learned: Adopt “Ask, Listen, Verify” before “Settling on a Strategy for Success” Establish a leadership team to organize and settle on a strategy in order to
manage scope and expectations
Stage 2
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Examples: Many organization struggle with how to get started, and either try on their
own or with an outside firm to transform IT into a more efficient provider of IT services
Which path should you take and then what do you do next? How are you prepared to deal with:
Technology, staff and time constraints Project management discipline and oversight The level of ITIL knowledge and awareness throughout the organization Gaining and sustaining management and staff commitment for both short
term and long term Overcoming traditional mindsets, prior service improvement failures and non-
starters (analysis paralysis)
Decide what stage of “Service Management philosophy Adoption” your company is in
Ask, Listen and verify the responses to these questions. Don’t assume anything. Too often organizations jump into, “Plan/Do/Check/Act’ Cycles with false assumption that create problems later
Stage 2
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
In Gartner’s experience most organizations are between a 1 – 2 on the Gartner Process Maturity Model, (PMM)
1 = Ad Hoc processes 2 = Repeatable processes 3 = Defined processes 4 = Managed processes 5 = Optimized processes
In Gartner’s experience organizations struggle most with stages 2, 6, 8,10
Stage 2 - Getting started Stage 6 - Demonstrating the work is worth the effort Stage 8 - Fear of failure, new accountabilities are in place Stage 10 - Lack of recognition and positive reinforcement for organizational behavior changes
Conclusion
© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
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