CA World 2010 - customer success develop an ITIL-centric service focus to better align IT with the business

customer success: develop an ITIL-centric service focus to better align IT with the business

ts005sn Realization

abstract

Have you considered the business benefits of transforming your

organization to become ITIL-centric? There are big benefits.

Learn how CA Services implemented CA IT Asset Manager, CA

Service Desk Manager and CA Service Catalog. This created a

solution that enables complete IPM, CCM Asset Lifecycle, and

Service Request processes. During this session you will discover

how the client, leveraged the integration of these products to

change the way their IT organization conducts business and

optimize IT service delivery. Make this your company’s future.

2 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

agenda

– Understanding the requirements of an ITIL project

‐ Process maturity and analysis

‐ Program scoping and execution

‐ Reviewing the results

– Aligning an ITIL project with the business

‐ Implementing ITIL – career builder or killer

‐ Scoping out the ITIL program

‐ 10 key ways to succeed in aligning IT with the business


understanding the requirements

background

– Fortune 500 global energy company

‐ 14,000 employees

‐ $11B revenue

‐ 23M energy utility customers

‐ Worldwide operations

– Centralized IT

‐ 620 IT staff + 100 contractors

‐ 1000 applications, 2 consolidated data centers

‐ 3X project & transaction growth over last 3 years!

‐ In first year of five-year enterprise service management project


the good news IT is doing a pretty fine job

– #33 on 2008 Computerworld

100 Best Places to Work in IT

– 2008 InformationWeek 500

Innovator Award for Mobile

Communications

– Utility Telecom Council’s 2008

Apex Award Winner for excellence

in communications

– Turnover <5%

– High marks from clients


Smug

Adjective

Very pleased with oneself; self-satisfied Collins Essential English Dictionary 2nd Edition 2006 © HarperCollins Publishers 2004, 2006

Photo courtesy of TrishHamme

http://www.thefreedictionary.com/_/misc/HarperCollinsProducts.aspx?English

http://www.thefreedictionary.com/_/misc/HarperCollinsProducts.aspx?English

http://www.flickr.com/photos/trishhamme/

the bad news objective assessment of IT management processes


Key findings

- Weak process automation

- Weak use of metrics

- Reactive, customer reported

incidents

- Weak responsibility

delineation

- Redundant systems with

conflicting info

- “Humans of record” vs.

systems of record

Manual Partially automated

Reduced support costs

IT/business alignment

Reactive

uncoordinated Integration automation

Automated & integrated

Accurate reporting

Transparent cost

Change

Asset

Problem

Service cat

Config

Pro

cess

mat

uri

ty


common response to the IT assessment

– Plan A (mulligan): Hire another firm to do a more favorable assessment

– Plan B (plausible deniability): Pretend this never happened, remind people of our awards, send them back to work. Ask them to try and avoid breaking anything

– Plan C (tough love): Adopt ITIL framework and start a five-year improvement program

ITIL focus areas for phase 1


a crucial problem current state

– Distributed – not restricted to

data center

– Complex – 105 components for a

Fortune 500 company

– Mission critical – network inherits

worst case SLA

– Foundational – affects all

applications & services

– Long provisioning time!


Start state Proposed future state Current state

Management: by technology ………………… → by service provided

Service aware Accountability: by technology area ………… → by service delivered

Expertise: technical experts in silos…. → service focused teams led by service owners

Still silo’ed but business focused

KPIs: by technology area…………. → set by business Set cooperatively

Approach: tool driven………………………. → service driven with documented, repeatable processes

Integration to achieve closer alignment to work streams

Outages: viewed by technology…….. → viewed by services impacted Reduced and more efficiently handled

Problems: reactive …………………………. → proactive

IT View: IT is a support function ….. → IT is a business enabler Business is rapidly changing and IT is an enabler

strategy


aligning an ITIL project with the business

top ten ways to succeed in implementing ITIL

1. Pull IT together and deliver value

2. Build leverage - change is everything

3. On-board services quickly

4. See the big picture

5. Avoid the status quo

6. Layout the journey

7. Speak the language of business

8. Build an architecture for growth

9. Decide on a point of view

10. Keep IT simple

May 16-20, 2010 Copyright © 2010 CA. All rights reserved. 13

CHANGE

MANAGEMENT

CONFIGURATION

ITEM

VERIFICATION

AND AUDIT RELEASE

TEST

AND

DEPLOYMENT

Update impacted

config item(s) status

to production

ASSET

REQUEST

MGT

Asset ManagerRelease ManagerConfiguration Manager Application / Infrastructure

Manager

Change Manager

CHANGE REQUEST

REGISTRATION AND IMPACT

ANALYSIS

Request from

business for

new/changed

applications/

systems

Problem

management

requests change

to resolve error

Request from

Capacity or

Availability mgt

for new/upgraded

software/systems

Emergency

change?

[Approved RFC]

Asset

cost

estimate

RFC recorded

Classify and

prioritize RFC [No] Evaluate

RFC

RFC

authorization

Update impacted

config item(s)status

to maintenance

Risk

impact analysis

on related

CIs / services

Define CIs

comprising release

Risk

Impact analysis on current release

plans

Request

procurement

Request

vendor quote

Requested asset(s)

currently utilized?

Requested asset(s)

currently in inventory?

Receive asset

Request

asset

Update license

records

Request

met from

inventory?

Submit for

authorization

Update DML/DHS

Add to inventory

Update/add CI(s)

Update/add CI(s) for

DML / DHS

Design

release

Assign

asset

Estimate effort of new/changed

application / infrastructure

Plan

change

Update

RFC with

release plans

New release

unit required?

[Yes]

[New/updated

assets required]

Request

new/changed

application /

infrastructure

[App/Infrastructure

change required]

Schedule

Test and accept release

Authorize

Build

Test

Update DML

Deliver new

changed application /

infrastructure

Update known error

knowledgebase

[Asset request] [No]

[Asset request]

[No]

Update known error and

incident model knowledgebase

Buy or

build?

[Build]

[Buy]

Release

communication and training

Release distribution to

production in planned phases

Publish

change order

Evaluate

change

Deliver

Asset

Verify config item(s)

against release CIs

Update RFC record, inform

requestor, and close change

order, and related

problems/incidents (if any)

[Yes]

[Cost estimate

of new asset]

[Cost estimate of

inventory asset]

Management

notification and

escalate priority to

expedite change

[Yes]

Verify

configuration

matches

release

[No]

[Yes]

[Release

exit

criteria

met] Where applicable,

update SLAs/OLAs/Catalog

Baseline current

configuration

[Rejected

RFC]

Update RFC

record and

inform

requestor

Verify release acceptance

Create/update release

and deployment plan

Build release

to implement RFC(s)[Test

failure]

[Exit

criteria

not

satisfied]

Authorize release

RELEASE

DEFINITION

AND BUILD

ASSET

FINANCIAL

MGT

CONFIGURATION

ITEM MASTER

IMAGE

MANAGMENT

RELEASE

AUTHORIZATION

& SCHEDULING

Request matches

approved asset types?

ASSET

INVENTORY

MGT

#10 keep IT simple


#9 decide on a point of view

– Everyone has their own “mental model”

crafted from experience from what they

believe worked

– Build a common “mental model”

‐ Identified set of agreed initiatives

‐ Goals the reinforce relationships

‐ Consistent vocabulary and process

‐ Definition of success

‐ Clear assumptions of in/out of scope

‐ Shared responsibility

– Tying CSF / KPI / metrics and reports

#8 build an architecture for growth

– Two sides

‐ Service orientation

• Focus on demand management

– Alignment as a process not a state

‐ Change management “built in”

ITIL processes

- Service strategy - Service design - Continuous improvement

ITIL processes

- Service design - Service transition - Service operation

- Service oriented architecture

• Focus on fulfillment

#7 speak the language of business

– Context is everything

‐ Think line of business

‐ Add profit, reduce risk

‐ Consistent execution

– Use business terms

‐ Investments

‐ Service platforms

‐ Process architecture

‐ Expected outcomes

‐ Success calendar

‐ Governance


Change

Management

Configuration

Management

Release

Management

Service Asset

Management

MANAGEMENT &

RELATIONSHIP

PROCESSES

CONTROL

PROCESSES

RESOLUTION

PROCESSES

SERVICE

DELIVERY

PROCESSES

INFORMATION

SECURITY

PROCESSES

Management

& Planning

Supplier

Management

C

C

M

Financial

Management

I

P

M

Incident

Manag

-ementProblem

ManagementKnowledge

Management

User Surveys

R

M

I

A

M

S

A

M

S

L

M

Request

Manag

-ement

Service

Level

ManagementAvailability

Management

Continuity

Management

Service

Reporting

Application

Management

Network

Management

Access

Management

Identity

Management

Security Info

Management

Infrastructure

Protection

Data

Management

N

V

M

Systems

Management

D

V

S

M

A

P

M

D

M

S

I

M

T

M

I

G

I

T

A

F

M

Service

Planning

Project

Management

Governance &

Compliance

Portfolio

ManagementP

P

M

#6 lay out the journey


#5 avoid the status quo

– Adopt “tight but loose”

– Encourage “connect and collaborate”

– Make IT self-sufficiency a goal

– Support continuous innovation

– Don’t let “lights-on” be the bottleneck

– Feedback is useless unless you understand it, own it, and act on it

– REMEMBER

‐ By design or by default – companies have the IT capability they’ve paid for

‐ The IT organization as a whole, reflects an organization’s understanding and

aspirations for IT


#4 see the big picture

– Don’t look at each process in silos

– Focus on horizontal and vertical integration

– Look through the lens of results

‐ Identification of business requirements

‐ Consistent change process

‐ Automated configuration process

‐ Laying out OLA/SLA

‐ Reporting results in context

– Understand people, process, and technology as a whole

– Think democratic not autocratic

#3 on board services quickly

– What is alignment

‐ Agility

‐ Flexibility

‐ Adaptability

‐ Effectiveness

– Everything is about services

‐ Market timing

‐ Application development

‐ Coordination of releases

‐ Capital consumption

– Service lifecycle


Identify need Define Analyze Ap

pro

ve

Ch

arte

rD

esig

n

DevelopBuildTest

Rele

ase

Op

era

te

Retire

Portfolio management

Service Catalog

CMDB

Service Assets

Service Management

Processes

#2 build leverage - change is everything


Deliverables should be explicit, crisp, clear, and complete

#1 pull IT altogether and deliver value

terms of this presentation


This presentation was based on current information and resource allocations as of May 14, 2010 and is subject to change or

withdrawal by CA at any time without notice. Notwithstanding anything in this presentation to the contrary, this presentation shall

not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or

services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA

software product. The development, release and timing of any features or functionality described in this presentation remain at

CA’s sole discretion. Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA

product release referenced in this presentation, CA will make such release available (i) for sale to new licensees of such product;

and (ii) to existing licensees of such product on a when and if-available basis as part of CA maintenance and support, and in the

form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product

who are current subscribers to CA maintenance and support on a when and if-available basis. In the event of a conflict between

the terms of this paragraph and any other information contained in this presentation, the terms of this paragraph shall govern.

for information purposes only


Certain information in this presentation may outline CA’s general product direction. All information in this presentation is for your

informational purposes only and may not be incorporated into any contract. CA assumes no responsibility for the accuracy or

completeness of the information. To the extent permitted by applicable law, CA provides this document “as is” without warranty

of any kind, including without limitation, any implied warranties or merchantability, fitness for a particular purpose, or non-

infringement. In no event will CA be liable for any loss or damage, direct or indirect, from the use of this document, including,

without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised of the

possibility of such damages.

q&a

related sessions


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5/19 1:15 Surf F

VS124SN IT Financial Management and Cost

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5/20 9:00

Lagoon J

TS007SN All You Ever Wanted to Know About ITIL

But Were Afraid to Ask

5/19 3:45 Surf F

exhibition center related CA and partner technology

– CA

‐ Booth 301 — CA Services Overview and Capabilities

‐ Booth 382 — CA Service Management Demo

– Exhibition Center Tours

‐ Sign up at the Info Desk in the Exhibition Center


please complete a session evaluation form

– The number for this session is TS005SN

– After completing your session evaluation form, place it in the

basket at the back of the room


thank you

legal


Certain information in this presentation may outline CA’s general product direction. This presentation shall not serve to (i) affect

the rights and/or obligations of CA or its licensees under any existing or future license agreement or services agreement relating

to any CA software product; or (ii) amend any product documentation or specifications for any CA software product. This

presentation is based on current information and resource allocations as of Month, Day, Year and is subject to change or

withdrawal by CA at any time without notice. The development, release and timing of any features or functionality described in

this presentation remain at CA’s sole discretion.

Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA product release

referenced in this presentation, CA may make such release available to new licensees in the form of a regularly scheduled major

product release. Such release may be made available to licensees of the product who are active subscribers to CA maintenance

and support, on a when and if-available basis. The information in this presentation is not deemed to be incorporated into any

contract.

Copyright © 2010 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their

respective companies [INSERT ANY REQUIRED THIRD-PARTY TRADEMARK ATTRIBUTIONS.].

THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or

completeness of the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT “AS IS”

WITHOUT WARRANTY OF ANY KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY,

FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or

indirect, in connection with this presentation, including, without limitation, lost profits, lost investment, business interruption,

goodwill, or lost data, even if CA is expressly advised in advance of the possibility of such damages.

appendix elements for a successful ITIL experience

elements for success building out a process handbook

– Identify process ownership & avoid working in silos

– Identify use cases at various levels

– Illustrate key automation & integration points

– Walk through use cases and ensure alignment with test plans, etc…

– Understand where tools and processes overlap and where they don’t

– Identify specific reporting requirements (and deltas from existing)

– Leverage best practices across areas (not just ITIL)


elements for success knowledge transfer

– Identifying CSF - KPI - Metrics - Reporting linkages

– Building out a common format for all documentation

– Walk through processes and demonstrate how tool supports

– Ensure documentation is relevant, specific and complete

– On-going discussions between project team and sales team

– Focus on client driving while provider (CA) watching


elements for success technology implementation

– Process analysts focused throughout project on "configuration"

– "Overarching" architect responsible for solution design

– Accuracy and completeness of data

– Separate “how to” questions from “issues” tickets

– Specific signoff on configuration "meta" data

– Readiness for pilot - resources, hardware, software


elements for success managing the project

– Start small and increase scope as maturity improves

– Crisp communication schedule with weekly accomplishments

– Identify up-front need for collective input

– Manageable scope defined and phased approach

– Process analysts should be paired with tool implementers

– Maintain resources through project lifecycle

– Understand what is and is NOT in scope

– Strong steering and governance committee

– User adoption planning - training, etc...


Documents

CA World 2010 - customer success develop an ITIL-centric service focus to better align IT with the business