Ibm Iso20000

IBM Global Technology Services

© Copyright IBM Corporation 2011

Best Practices for Service Management - The IBM Approach

itSMF Conference 2011Hong Kong

17 January 2011


© Copyright IBM Corporation 2011Draft copy for itSMF Hong Kong Chapter Conference 2011

Agenda

Brief Introduction

IBM’s ITSM Approach to ISO20000

Commitment in ITIL / ISO20000

IBM HK Certification Experience Sharing

Business depends on quality service delivery



What does ISO 20000 include?Specifications and guidance aligned to ITIL

Part 1 is ISO/IEC 20000-1:2005 Information technology service management - Specification for Service Management Provides requirements for IT service management and is relevant to those responsible

for initiating, implementing or maintaining IT service management in their organization. Organizations can have their IT service management systems independently certified as conforming to the requirements of ISO/IEC 20000-1:2005

Part 2 is ISO/IEC 20000-2:2005 Information technology service management - Code of Practice for Service

Management Gives guidance to internal auditors and assistance to service providers planning

service improvements or preparing for audits against ISO/IEC 20000-1:2005



Service Delivery Processes

Control Processes

Release ProcessesResolution Processes

Relationship Processes

9. Release Management10. Incident Management

11. Problem Management

12. Business Relationship Management

13. Supplier Management

5. Information Security Management

6. Budgeting & Accounting for IT Services

3. Service Level Management

4. Service Reporting

1. Capacity Management

2. Service Continuity & Availability Management

7. Configuration Management

8. Change Management

Certification also includes proving compliance with requirements for Document Control, Training and Competence

ISO/IEC 20000 consists of consists of 3 core principles and 13 service management processes

1. Requirement for a management system

2. Planning and implementing service management

3. Planning and implementing new or changed services



What are the aims of ISO 20000?A process-based Standard that has relationships to other publications

The aims of the Standard are: To provide a business focused ‘road map’ for implementing and maintaining an

integrated Service Management strategy

To provide a non-proprietary, publicly available set of guidance to the service industry

To define processes, resources and cost required to identify and manage the level of quality of service being provided to customers (avoid reinventing the wheel)

To provide a closer alignment of IT with the business; and to move from being reactive to being proactive



What are the benefits of ISO 20000 Accreditation?Recognition of quality standards, procedures and business controls

Certificate of compliance demonstrates independent assessment / confirmation of: Controls and procedures in place for organization’s internal or outsourced Service

Management capability

Ability to consistently deliver quality services that satisfy requirements of the Standard

Service maturity

Compliance covers all ITIL IT Service Management processes with the addition ofkey Management System processes: Business Relationships

Supplier Relationships

Compliance certification audits are performed against the Part 1 Specification only by independent and approved Registered Certification Bodies (RCBs) It is clarified in ISO 20000 that Notes in Part 1 are not obligatory requirements

This is important, as it was previously left at the discretion of the auditor for BS 15000

Security Management

Service Reporting



IBM’s ITSM Approach to ISO 20000




My company is planning to improve our IT Service Management and acquire ISO20000, but don’t know “how to”…

Typical questions from customer:

What capabilities are required and what strategies should be employed to improve service management effectiveness?

What governance and organisational changes are required to improve service management at my organization?

What does my organization need to do in order to improve cost effectiveness on service management and monitoring infrastructure?



So, how do you respond to these existing and new management challenges?

A well defined IT management system

helps answer all three

1. Where am I now?

3. What’s the best way to get there?

2. Where do I want to be?

If you’re about to take a trip in unfamiliar territory, you need to know three things…



IBM can help to set out the right path…Proposed Approach

A Service Management Strategy and Planning initiative to rapidly establish the strategic direction for service management at client’s and to develop a program to improve the current service management capabilities

Utilise a joint IBM and client workshop-based approach to ensure maximum involvement and buy-in

Leverage IBM unique techniques and frameworks to rapidly establish the baseline and define the required capabilities



Service Management Strategy and Planning develops a strategic roadmap for implementing or improving IT service management

IBM Service Management Strategy and Planning Approach

Promote Management & Team awareness

2. Orientation

Technology

Process

PeopleInformationService

Management

3. Scoping & Preparation

Evaluate Current State to Identify Capability Gaps and Improvements

6. Readiness Assessment

Internal audit & self-declaration

1. Transition Planning

Discuss transition planning by customer internally

4. Execute

Process & Tools Development

5. Integration

Deployment of new processes & tools



Purpose To confirm scope and objectives of the

project To set expectations, schedule meetings

and workshops, and identify personnel involved

Key Activities and Tasks Identify what data is readily available and

sources for remaining data Tailor data collection instruments and

arrange their distribution Develop a detailed engagement plan Conduct project kick-off workshop

Outputs Detailed engagement plan

IBM Solution IBM ITSM S&P framework IBM Project Management

Our first priority will be to confirm the scope and objectives of the project and define a detailed engagement plan

Identify personnel required to complete survey questionnaire

Develop issues for further examination

Develop detailed schedule for engagement

Hold Initial Kick-Off Meeting

Schedule Meetings

Data Collection Plant

Engagement Schedule & Interviewee List

Plan the Engagement

Distribute survey Questionnaires

Engagement Objectives and scope

Design data collection package

Summary

Technology Areas

General Information

Systems

Applications

Staffing

Stage 1 - Transition Planning



Stage 2 - Orientation

We will gather sufficient information to understand the managed environment, priorities and current capabilities

Purpose To prepare both management & IT team on

upcoming project & expectations for service management

To promote ITIL awareness via trainings

Key Activities and Tasks Management training sessions (what it means

for my organization) Staff training sessions (what it means for me

and my job)

Outputs Feedback forms

IBM Solution ITIL v3 foundation trainings (certificate) ITIL Practitioner/Expert trainings (certificate) ITIL awareness workshop



Purpose To analyse current management capabilities

and evaluate the degree to which they are adequate to meet future requirements

To establish and gain agreement to the priorities for improvement

Key Activities and Tasks Assess current IT infrastructure and

management characteristics Assess current IT management processes

– Process priority– Process maturity

Evaluate current management tools and automation

Records Non-conformances for each ‘Gap’ Assessment

IBM Solution IT Service Management Assessment Report

Potential Outputs IT Service Management Assessment Report

Stage 3 – Scoping & Preparation

We would assess the current environment to develop a baseline, identify priorities and build the case for actions

Service Level Management is the least mature process and is a major prerequisite for improving other processes

Potential Quick-Wins Appoint a business owner to

facilitate SLA negotiations

Use the ITIL Framework project to get agreement of an initial service portfolio

Run awareness raising sessions to promote SLA concepts including OLA, Ucs

Review current 3rd party contracts to determine is service levels have been defined in these - incorporate in the SLA development

Assign ownership of the process

Drivers A required competency for improving the

business relationship

SLAs are a fundamental enabler for other ITIL process i.e. Capacity management, Change Management, Availability Management

A basis for continuous improvement

Key Issues Least mature of all processes surveyed

– No agreed SLAs– No concept of OLAs and UCs– Viewed more as a project than a process – no

owners

A Service Portfolio has yet to be agreed upon which SLAs can confidently evolve

Negotiating the SLAs is proving time-consuming and challenging– Business expectations for SLAs exceed current

ability to deliver– The process is protracted

A large portion of the business and the majority of IS have yet to be engaged

Service Level Mgt ProcessRHB Infrastructure Stabilisation Project

1

2

3

4

5

Foun

datio

n

Del

iver

y

Inte

rface

s

Org

nl. E

lem

ents

Tool

/Met

hod

Ele

men

ts

Mea

sure

. & C

ontro

l

Ove

rall

Mat

urity

TargetCurrent

Unfocused

Aware

Capable

Mature

World-Class

Service Level Mgt ProcessRHB Infrastructure Stabilisation Project

1

2

3

4

5

Foun

datio

n

Del

iver

y

Inte

rface

s

Org

nl. E

lem

ents

Tool

/Met

hod

Ele

men

ts

Mea

sure

. & C

ontro

l

Ove

rall

Mat

urity

TargetCurrent

Unfocused

Aware

Capable

Mature

World-Class

Inhibitors SLAs perceived to be a "stick" to

punish the IT service provider

Current state of the infrastructure is a barrier to SLA achievement – The ISP will address some of the desktop

issues

ITIL Process MaturityCDHB Infrastructure Stabilisation Project

1.00 2.00 3.00 4.00 5.00

IT Financial Management

Capacity Management

Availability Management

IT Service Continuity Management

Service Level Management

Configuration Management

Incident Management

Problem Management:

Release Management

Change Management

Security Management

Overall

Current SumTarget delta

Unfocused Aware Capable Mature World-class

Approximately half RHB’s IT management processes have some level of formality, the other half is performed on an “Ad-Hoc” basis

Configuration Management has the largest “gap to target” of the surveyed processes

Service Level Management is the least mature process and is a major prerequisite for improving other processes

IT Security Management has low maturity and is perceived as a lower priority by senior management, however the requirement is increasing Change Management appears

the most mature of the process surveyed, however improving the level of automation is now a priority

IT Service Continuity is currently receiving some attention, but efforts are directed towards a point-in-time solution rather than a capable process

Capacity Management process is performed on a “Ad-Hoc” basis and RHB does no realise the benefits it could deliver

Incident Management does not acknowledge all inter-process linkages and does not “see” all incidents that enter the management environment

Problem Management is not perceived as a discrete process but is key to driving a more proactive approach to service support

Release Management is perceived as a sub-process of Change Management and quite effective, requiring minor refinement

Availability Management occurs on an as-required basis – SLAs and improved monitoring tools are pre-requisites for process improvement

IT Finance Management process an area where RHB has some level of expertise, although some parts of this process are not performed

Joel WilliamsGM IT & Logistics

Alan SpaulDivisiona l Manager IT

Jim SabineSystems Development

Manager

Brett HartPro ject Manager

Craig FellBusiness Analyst/

Ana lyst Programmer

Uday BaruaSenior

Analyst Programmer

Stephen NormanSenior Analyst/

Programmer

Trish MortonIT Administrator

Warren SharpeIT Technical Service

Manager

Wilfred RiddlesSystems Prgmr

Shalvin ManiComputer room

supervisor

Sam DrubetskyAssistant Operations

Supervisor

Tikak IlangasingheComputer Operator

Bert GumogdaComputer Operator

David NoyesComputer Operator

Christian SchweigerComputer Operator

Mathew LiddellTrainee Computer

Operator

Elizabeth McIlwaineInput/Output Clerk

Megan DuvalInput/Output Clerk

John MurphyCommunications

Co-ord inator

Stephen GreenCustomer Service

Officer

Debbie AspletNational Retail

Services Manager

Peter O liverManager Strategic

Information Systems

Janita BaldwinNetwork Administrator

Rodney SchefferPC/Network Support

Co-ord inator

Denis WebsterLAN Co-ordinator

Kora HarveyPC/Network Support

Specialist

Nghi DinhProgrammer/

Analyst

Key User Support• Tamworth FTE = 2% - A lan Ray• Orange FTE = 2% - Ray Lane• Wagga FTE = 5% - Gail Post• Wollongong FTE = 5% - Mark Davies• Kempsey FTE = 2% - Sue Martin• Newcastle FTE = 5% - Gail Elbourne• ACT FTE = 20% - Shirley Makeham• Victoria FTE = 50% - Peter Bateup• South Aus. FTE = 10% - Heid i Fry• West Aus FTE = 30% - Jeanne De Graaf• Brisbane FTE = 60% - Alex Bratic

- Toowoomba- Cairns

Michael VazBusiness Systems

Manager

Steve AhernGM Retail

Brands/Corp. Mktg

Absence of a function with responsibilityfor forward looking processes• inf rastructure architecture• Justify of ferings & portfolio

Business unit resourcesacting as IT resources

50% of IT resourcescommitted to in-housedevelopment & maintenance

Duplicationof helpdeskfunctionalityand tools

Developinghelpdeskfocused ondesktop only

X

Semi ITresources withinthe business

Responsibilities mix day-to-dayand project responsibilitiesimpacting ability to achievechange

Separation oforganisation into ITand IS works againsta holistic view ofoperations• Most IT processes have

multiple owners• Barriers to communicat ions

inhibit acting as oneorganisation

Management layer ofuncertain value

Robert MashiahAnalyst Programmer

Yapa SeneviratnaAnalyst Programmer

Mahmud HaqueAnalyst Programmer

Douglas CosterAnalyst Programmer

Jomark DomingoAnalyst Programmer

Mark McCormickAnalyst Programmer

Charles DilipkumarAnalyst Programmer

Glenda RiddlesTrainee Programmer

Guey Fen ChenAnalyst Programmer

Kate HoweAnalyst Programmer

Current IT Organisation

1) Satisfy Customer Relationships Difficulties in accessing support User must understand the IT

organisation to obtain support Poor understanding of IT services Insufficient “customer” focus

2) Provide Enterprise IT ManagementSystem Perceived inability to respond to

change

3) Manage IT Business Value The value of IT is not articulated nor

understood Poor coordination between business

and IT in setting priorities

4) Realise Solutions Lack of tools to enable user access to

information Frustration with inability to influence

function delivered Delayed solutions and poor quality Concerns over non-integrated

solutions

Level of Satisfaction:5 = Very Satisfied4 = Satisfied3 = Neither satisfied nor Dissatisfied2 = Dissatisfied1 = Very Dissatisfied

1 2 3 4 50

3

4

5

2

1

Priority for Improvement

Satis

fact

ion

with

the

Pro

cess

32

14

5

6

7

8

HighLow

7) Support IT Services andSolutions Data recovery time consuming and

cumbersome Capacity limits encountered

6) Deliver Operational Services Slow system response time

(mainframe and network) Frequent system freezes Invoicing delays

5) Deploy Solutions No consistency of impact

management Standards and documentation of

change not apparent

8) Manage IT Assets andInfrastructure Scarcity of skills, particularly

business analysts Access control/security management

effectiveness

Customer Satisfaction with IT Services

IBM Component Infrastructure Roadmap

IBM Service Management Assessment Tool



Stage 4 - Execution

The primary focus should be on defining the service management strategy and required management capabilities

Purpose Design & build processes/tools to tailor

ITIL/ISO2000 requirements To address the NCF’s from previous stage

result

Key Activities and Tasks Create Strategy Implement

(i) Processes Establishment (ii) Automation Build

Regular Tracking

Outputs Action Plan Process Design Documents Automation tools implementation

IBM Solution IBM PRM-IT process templates IBM Tivoli Service Request Manager (Maximo)

IBM Service Request Manager

Service DefinitionsService Levels

Service Name: S311 – Identify Technology & Architecture Options for Business Issues

Service Category: Development ServicesService Group: Solution Consulting

Description & Scope:• Review business opportunity/problem and identify

technology alternatives that should be considered. In IT enabler models, this happens proactively as IT presents technology opportunities to the business.

Value Proposition (Client Benefits):• Identification of technology options for implementing /

supporting business strategy• Review of new or different technology possibilities to

support business opportunities and problems

Deliverables: • Scope of research• Identified technology and architecture options

Key Performance Indicators:• Average time to complete report• Average number of options per business issue• Average time to identify & research each option

Processes Activities: A411 - Review and Refine Project Scope and Objectives A412 - Understand Current and Proposed Solution

Environments A313 - Determine and Interpret IT Value A321 - Select Areas for Research A322 - Investigate Research Areas A323 - Organize Research Information A324 - Analyze Research Information A325 - Document / Distribute Research Findings Service interfaces / dependencies: “S121 - Manage User Requests” – required to receive request “S231 – Provide Contact Channel between IT & Business”,

“S232 – Manage Business-driven IT Requirements” – input needs

“S213 – Provide Business-related Technology Intelligence” –input to assist in selecting areas to research

“S212 – Develop IT Strategy” – input during analysis of research

“S312 – Identify & Conceptualize Potential Solutions” –receives information to analyze and further refine

Pricing Measurements:• Per business issue / opportunity

Related Business Policies:• Business Process Enabling Policies• New Technology Evaluation and Selection Policies• Architecture Policies and Standards• Business Strategy

Service Name: S311 – Identify Technology & Architecture Options for Business Issues

Service Category: Development ServicesService Group: Solution Consulting

Description & Scope:• Review business opportunity/problem and identify

technology alternatives that should be considered. In IT enabler models, this happens proactively as IT presents technology opportunities to the business.

Value Proposition (Client Benefits):• Identification of technology options for implementing /

supporting business strategy• Review of new or different technology possibilities to

support business opportunities and problems

Deliverables: • Scope of research• Identified technology and architecture options

Key Performance Indicators:• Average time to complete report• Average number of options per business issue• Average time to identify & research each option

Processes Activities: A411 - Review and Refine Project Scope and Objectives A412 - Understand Current and Proposed Solution

Environments A313 - Determine and Interpret IT Value A321 - Select Areas for Research A322 - Investigate Research Areas A323 - Organize Research Information A324 - Analyze Research Information A325 - Document / Distribute Research Findings Service interfaces / dependencies: “S121 - Manage User Requests” – required to receive request “S231 – Provide Contact Channel between IT & Business”,

“S232 – Manage Business-driven IT Requirements” – input needs

“S213 – Provide Business-related Technology Intelligence” –input to assist in selecting areas to research

“S212 – Develop IT Strategy” – input during analysis of research

“S312 – Identify & Conceptualize Potential Solutions” –receives information to analyze and further refine

Pricing Measurements:• Per business issue / opportunity

Related Business Policies:• Business Process Enabling Policies• New Technology Evaluation and Selection Policies• Architecture Policies and Standards• Business Strategy

Service Workflows

S122- Procure Hardware/ Software or Services

Tool

sS

ervi

ce

Inte

rface

sP

rocu

rem

ent

Ana

lyst

Pro

cure

men

t A

dmin

istra

tor

Use

r

Per procurement request (or per

request per asset)

Flat costContract/relationship

Maintenance

Contract Management Tool Configuration/Asset Tool

Approved vendor list

S416- Maintain and Manage an Asset Database

A823 Select Supplier and

Negotiate Contract

Received hardware,

Software or Service

A826 Manage Supplier

Relationship

Vendor Performance

Reports

S121- Manage User Requests

Per each initial vendor setup

A825 Receive Procurements

A824 Administer Supplier Contract/

Agreement

A822 Administer

Procurement Requests

Average time to select new

supplier

Average time to negotiate

contract per period

Average time to process

procurement per period

Number of errors by vendor

per period

S214- Define Enterprise-wide Architecture and

Standards



PRMIT provides detailed process guidance for ISO IEC 20000

Manage the Business of IT

IT Management

System

IT Management System

IT Management Framework

Design, Development

and Implementation


Operation


Evaluation

IT Customer Relationships IT Direction Solution

DevelopmentSolution

DeploymentService

Operations IT Resilience IT Administration

Stakeholder Requirements Management

Service Marketing and

Sales

Service Level Management

Customer Satisfaction

Management

IT Strategy

IT Research and Innovation

Architecture Management

Risk Management

IT Portfolio Management

Project Management

Solution Requirements

Solution Analysis and

Design

Solution Build

Solution Test

Solution Acceptance

Change Management

Release Management

Configuration Management

Service Execution

Data and Storage

Management

Event Management

User Contact Management

Incident Management

Problem Management

Compliance Management

Security Management

Availability Management

Capacity Management

Facility Management

IT Service Continuity

Management

Financial Management

Asset Management

Supplier Relationship Management

Service Pricing and Contract Management

Workforce Management

Knowledge Management

Draft copy for itSMF Hong Kong Chapter Conference 2011



Process Collateral Establishment Approach

IBM Process Template Workshop

Customized Process Manual+ =Analysis &

Doc+

1. Create type (no existing document)

IBM Process Template

RevalidationWorkshop

Customized Process Manual+ =Analysis &

Doc+Customer Existing

Manual

+

2. Enhance type



IBM’s process collaterals help kick-starting the development process so to save Customer effort defining requirements from scratch… Sample TOC (extracted from Change Management):

1. Introduction

2. Change Management Process Overview

Mission Statement & Goals

Scope

Guiding Principles

3. Change Management Process

Process Flow

Sub-process Activity Description

Roles & Responsibilities

Role Mapping

Policies

State Transitions

Measurements/Reports

Relationship with other processes

4. Glossary Workflows

S122- Procure Hardware/ Software or Services

Tool

sSe

rvic

e In

terfa

ces

Pro

cure

men

t A

naly

stP

rocu

rem

ent

Adm

inis

trato

rU

ser

Per procurement request (or per

request per asset)

Flat costContract/relationship

Maintenance

Contract Management Tool Configuration/Asset Tool

Approved vendor list

S416- Maintain and Manage an Asset Database

A823 Select Supplier and

Negotiate Contract

Received hardware,

Software or Service

A826 Manage Supplier

Relationship

Vendor Performance

Reports

S121- Manage User Requests

Per each initial vendor setup

A825 Receive Procurements

A824 Administer Supplier Contract/

Agreement

A822 Administer

Procurement Requests

Average time to select new supplier

Average time to negotiate

contract per period

Average time to process

procurement per period

Number of errors by vendor

per period

S214- Define Enterprise-wide Architecture and

Standards



Roles & Responsibilities (extract)1. Change Manager

Role Description

The Change Manager (CHM) is primarily responsible for the day-to-day quality and integrity of the Change Management process. He/she is the main coordinator within this process and is the focal point regarding changes for both the customer and the IT organization. Therefore, all managers in the IT organization must support them in his/her role.

Responsibilities/Tasks:

Accountable for smooth day to day execution of the Change Management process Identifying required changes to the process and may implement authorized changes to the process Identifying exceptions and deviations, as well as management of these situations Monitors the effectiveness and efficiency of the Change Management Process and proposes improvements if required Communicating new and changed policies Ensuring the standards and procedures are being followed Facilitating resource commitment and allocation Chairs the Functional CAB meetings and is the final arbiter when consensus can not be reached Performs Change Management assessment and ensures implementation of the Change Management strategy Has the ability to review all planned changes Responsible for all communication with non-Change Management groups on Policy related issues Ensures post review of exception changes to evaluate if the change addressed a real or a perceived exception condition Proposes methods for minimizing exception changes Utilizes the Change Management reporting system to monitor and track changes Negotiates end-user down time for change implementation May create consolidated change schedule and resolves any scheduling conflicts Ensures that changes are communicated in a timely and adequate manner Ensures creation and distribution of Change Management reports Follows defined escalation path when needed, as defined in escalation policy Acts as a focal point for process, communicates with clients, service providers and management



Tivoli Service Request Manager - ITSM Value Proposition

Tivoli ITSM enables IT organizations to manage, on a single unified platform, the critical IT business processes needed to deliver optimal service.

PinkVERIFY™



Tivoli Service Request Manager (Service Desk )



Seamless Management Tools Integration

Maximo Enterprise Adapter

Incident Ticket Record

Updates

Incident Initiated/

Closed

TEC CLI Integration configured in MEA

HTTP Post Integration




Tivoli Asset Management for IT




Commitment in ITIL / ISO 20000




IBM’s history with ITIL IBM has, and continues to significantly contribute ideas to the ongoing

development of the ITIL books - IBM led the project to write the Application Management book.

- IBM performed a Quality Assurance review on the Software Asset Management Book

- IBM is providing input on the requirements for ITIL V3

IBM is a certified ISO20000 / ISO9001 organization:- 1998 IBM Hong Kong obtained ISO 9001 certification

- 2006 IBM Taiwan awarded with ISO 20000 certificate

- 2007 IBM China awarded with ISO 20000 certificate

- 2007 IBM Shenzhen Service Centre awarded with ISO 20000 certificate

- 2007 IBM Hong Kong awarded with ISO 20000 certificate




IBM’s commitment to ITIL IBM has 5,000 ITIL-certified staff with a variety of skills, including expertise in

financial management, service desk, service delivery, outsourced operations, capacity management; incident, problem, and change management

IBM staff includes members of the ITIL Advisory Group within the U.K.’s Office of Government Commerce (OGC), ITIL authors, members of various IT Service Management Forum (ITSMF) advisory boards and committee positions, education providers, consultants and developers

IBM maintains strategic relationships with leading vendors in IT service management

IBM has associations with industry-leading ITIL tool providers to support ITIL-based solutions




Regional IBM Certified in ISO20000 IBM China / Hong Kong Limited - Hong Kong

IBM Global Services (China) Company Limited - China

IBM Solution & Services (Shenzhen) Co Ltd - China

IBM Korea, Inc. - South Korea

IBM Ltd France - France

IBM Solutions Delivery Company Limited - Thailand

IBM Taiwan Corporation - Taiwan

IBM UK Ltd - MOD LITS Service Delivery - United Kingdom


Source from - http://www.apmg-international.com/home/Qualifications/ISOIEC20000/ISOCertifiedOrganizations/ISOListingsF-J.asp



IBM’s involvement with the IT Service Management Forum IBM is active in organizations that promote ITIL and effective service

management, such as the IT Service Management Forum (itSMF), of which IBM is a global member, with local participation in most chapters

IBM and the ITSMF (IT Service Management Forum)- IBM is a Global Member and sponsors or contributes to ITSMF events

- In Asia Pacific IBM is active in the itSMF chapters in Australia, Japan, Singapore, Hong Kong and Korea



IBM HK Certification Experience Sharing




IBM’s Roadmap to ISO20000 Accreditation

TransitionPlanning

1 5432 6

Orientation

Review of ISO 20000

Scoping & Preparation

Pre-assessment Meeting

Gap Assessment

Gaps Assigned

High levelDeployment

Plan

Execute

Create Plan based on Scope

ImplementAction Plan

TrackAction Plan

Integration

TeamAssessors

training

BAU Surveillance Assessments

Readiness

Assessment

ReadinessSign-off

self-declaration

7

Innovation

Process Improvement

Metrics Collection &

Review

Customer Satisfaction

Certification Audit

Engage RCB(if required)

Engage RCB(if required)

Select Internal Auditors

Adoption

Awareness



IBM HK achieves ISO/IEC20000 accreditation in 2008

Scope: IT Infrastructure Support services

IT Security & Risk Management Services

End User Support Services

Voice Telephony Support Services

Service Management

Call Centre Services



Thank You




Copyright information

© Copyright IBM Corporation 2008IBM Global ServicesRoute 100Somers, NY 10589U.S.A.

Produced in the United States of America06-07All Rights Reserved

IBM and the IBM logo are trademarks or registered trademarks of International Business Machines Corporation in the UnitedStates, other countries, or both.

ITIL is a registered trademark, and a registered community trademark of the Office of Government Commerce, and is registered inthe U.S. Patent and Trademark Office.

IT Infrastructure Library is a registered trademark of the Central Computer and Telecommunications Agency which is now part ofthe Office of Government Commerce.

Other company, product and service names may be trademarks or service marks of others.

Use of the information herein is at the recipient's own risk. Information herein may be changed or updated without notice. IBM mayalso make improvements and/or changes in the products and/or the programs described herein at any time without notice.

References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries inwhich IBM operates.