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Pragmatic Service ManagementUsing ‘best practice’ frameworks to solve real business problems
Claire Bourke Lucid IT
© Lucid IT Pty Ltd, 2006 - All rights reservedversion 3.0
Pragmatic Service ManagementA Pragmatist - Guided by practical experience and
observation rather than just theory
Theorist MaverickPragmatist
Pragmatic Service ManagementPragmatic Service Management uses the theory
innovatively to solve a real business problem
Theorist MaverickPragmatist
#1 Alignment with Business Strategy
! Symptoms! Business fails to see ‘value add’ and won’t support
the initiatives! Lack of IT Management support ! Processes become overly complex or stagnate as
they have failed to align with business process
#1 Alignment with Business Strategy
! Develop a Strategy Map to focus on benefits realisation! Link key initiatives to strategic objectives
SOERollOut
SLA’s
ServerConsolidation
NetworkUpgrade
ApplicationEnhancement
Setting up aPMO
DRP
Activity Based Costing
CustomerSatisfaction
Survey
Staff Engagement
Survey
Data CentreRelocation
ProblemManagement
ITILImplementation
Service Desk
Consolidation
Service Catalogue
CareerDevelopment
ImproveCustomer
focus
ImproveService
availability
ImproveTime toMarket
ProductInnovation
Reduce RTB costs
by 10%
Improve Brand
Awareness
Expand Market share
Shareholder Value
CustomerFocus
Business
IT
#2 Create a ‘sense of urgency’
! Symptoms! Other projects take priority! Lack of management support! ITIL Implementation done as a ‘business as usual’
activity
#2 Create a sense of ‘urgency’
! Questions you must answer! Why are we doing this project – need vs want! What is the benefit to our business! What are the risks if we don’t do it! Do we have executive buy in – accountability, not
sponsorship! Do we have the budget or access to budget! Does this improve alignment with the business! How will this impact customer, employees, partners! Have we done this before! How will we measure success – business and IT
#3 Clear implementation framework
! Symptoms! No project structure for implementation or project
governance! Technical determinism’ – implement technology
independent of process and the organisationalstructure in which is embedded
! Underestimating the scope and ‘touch points’ of the project
! Slow progress, lack of support – ‘bright shinny thing’
#3 Clear implementation framework
Plan
Business Drivers
Vision
Assessment
Objectives(Roadmap)
Business Case
Go/No Go
Implement
ImplementationPlanning
Process Design
Build
Transition
Functional Specification
ToolEvaluation &
Selection
Go Live
Optimise
ServiceImprovement
Communication and Training
Gov
ern
ance
Organisational Alignment Maintain
#4 Scope - Run and Build
! Symptoms! Limited support from the Application Support and
Development Teams! Lack of focus on the end to end service value chain! ITIL only
#4 Scope - Run and Build
! Need to consider the whole of IT
““ServiceServiceManagement Management
OfficeOffice””
BusinessBusiness
Service Level MgtFinancial MgtAvailability MgtCapacity MgtSecurity MgtIT Service Continuity MgtIncident Mgt
Programme MgtPortfolio MgtProject MgtRequirements Analysis
Release MgtChange MgtConfiguration MgtProblem Mgt
Application DevelopmentProject Management
ProgramProgramManagement Management
Office Office
““BuildBuild””IT ServicesIT Services
““RunRun””IT ServicesIT Services
Governance
AS7799
ISO20000AS8015COBITBSC
ITIL
ITILITIL ITIL ITIL
ITIL
ITIL
ITIL
ITIL
ITIL
ITILITIL
ITIL
ITIL
ITIL
6 Sigma
6 S
igm
a
ITIL
ITIL
Prince2
Prince2 pmBOK
CM
M
CMM
CMMITIL
ITIL
ITIL
ITIL
#5 Consider all the Dimensions of Change
! Symptoms! Failure to understand that implementing ITIL will
fundamentally change the way people work.! Unsustainable change, people revert back to old
ways of working! Lack of integration between to the elements, for
example" Tool does not adequately support the process, " Practice does not align to process " Process outcomes do not deliver on strategic objectives
#5 Consider all the Dimensions of Change
! Project Plan – Develop a Product Breakdown Structure based on each of the elements
! Create a focus on organisational change and bring in an expert if required
# 6 Service Architecture
! Symptoms! No clear definition of services! Services defined in terms of technology! IT finds it difficult to effectively assess the impact of
incidents and changes
# 6 Service Architecture! At the heart of Service Management is Service
Business/Customer Service
IT Services
CI CI CI
CI CI CI CI
Underpinning Configuration Items
CI CI CI CI
CI CI CI
CI CI CI CI
CI CI CI
CI CI
# 7 Process Architecture
! Symptoms! Lack of understanding of process intent or desired
objectives – WHY?! Processes overly complex and prescriptive! High compliance overhead! Implementation generating too much change! Risk throwing the baby out with the bath water
# 7 Process Architecture
Policy Statement of Process Intent
ProcessOne Page, Role Based, High Level Process Flow
ProceduresUnderpinning procedural steps
Local Work PracticesSupported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)
Com
plia
nce
#8 Clear Business Engagement Model
! Symptoms! Lack of strategic input from the business! Business complain about IT service delivery! IT ‘fear’ consultation with the business! Meaningless Service Level Agreements! Process like Problem Management fail
#8 Clear Business Engagement Model
Change Management
Incident Management
ServiceDesk
Service Level ManagementCustomerRelationship Management
Business Users of
IT Services
IS
ExecutiveManagement
Request Management
Clear and consistent channels for incidents, requests and changes
ITBusiness
Representative
ExecutiveManagement
Business Units
Strategic, policy and architecture alignment
Service Level, Service Design and Deployment interface
Strategy and Architecture
#9 Plan to Improve
! Symptoms! Lack of traction; people go back to old ways of
working! Process no longer meets business needs! No induction for new staff – dilution of process
#9 Plan to Improve
Time
Maturity Level
QualityAssurance(ISO2000)
PLAN DO
ACT CHECK
Driven by Changing Business Needs
Summary
! 10 observations – 10 pragmatic solutions! #1 Alignment with Business Strategy! #2 Create a sense of urgency! #3 Clear implementation framework! #4 Scope – Run and Build! #5 Consider all the elements of change! #6 Service Architecture! #7 Process Architecture! #8 Clear business engagement! #9 Plan for Improvement! #10 Situational Management
Claire BourkeLucid [email protected]