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Quint Wellington
Redwood ©20061
Is ISO20000 a mark of ITSM
implementation success?
Martin MC Ng
Regional Director Asia Pacific Japan & Middle East
Quint Wellington Redwood
May 2007
http://www.quintgroup.com
Quint Wellington
Redwood ©20062
Quint Wellington Redwood
� IT Management Consultancy Group
� Founded in 1992 in The Netherlands
� Core Value: Dare to Challenge
� Core Business: IT Organization Improvement
Miami
Madrid
Bangalore
Helsinki
Paris
Tokyo
Toronto
Offices
in 17 countries
Kuala Lumpur
Amsterdam
Singapore
Antwerp
Frankfurt
Delhi
Mexico City
Sao Paulo
Quint Wellington
Redwood ©20063
Quint Recognition
� Management consultancy specialized in management,
people and organizational issues of ICT organizations
� Twice awarded “The Number One Management Consultancy Firm” in
the Netherlands by the Management Team magazine
� Value for money, results achieved, integrity and transparency of services
� 250+ ITIL projects worldwide, 14 years of experience
� 100+ Sourcing projects worldwide, 10 years of experience
� Over 22,000 people trained by Quint (since 2004), 13,000 in Asia
� Certified 2 sites on ISO20000 in Asia and preparing another 3 sites
� ITIL/BS15000/ISO20000 consulting, assessment, implementation, training
� Most practicing SM consultants are found in small, specialized
consulting firms such as Quint. Fewer than 200 worldwide. – Gartner
� Customers tap extensive knowledge, experience of over 130 professionals
globally
Quint Wellington
Redwood ©20064
Quint’s Portfolio
� IT Strategy / IT Governance / Compliance
� COBIT, ISO20000, SOX,
� Market Alignment Framework ™
� Sourcing Strategy, Governance & Contracting
� The Sourcing Governance Framework™
� The Sourcing Phases Model™
� IT Service Management
� IPW (Implementation of Process-oriented Workflow) Stadia
model™
Quint Wellington
Redwood ©20065
QWR: Frameworks and Practices
� IPW (Implementation of Process-oriented Workflow) Stadia
model™: Quint’s developed body of thought to assess, quantify and
improve the maturity of IT organizations
� The Sourcing Governance Framework™: Quint’s developed body of
thought to specifically manage and control the demand and supply of
an IT organization
� The Sourcing Strategy Phases Model™: Quint’s developed body of
thought to pass through all the different phases of an (Out-)sourcing
process, from Sourcing Strategy through Operational outsourced
services
Quint Wellington
Redwood ©20066
IT Infrastructure Library (ITIL)
- a broad stroke
Quint Wellington
Redwood ©20067
Doing a job RIGHT the first time gets the
job done...
…Doing the job WRONG fourteen
times gives you job security
Martin MC Ng, 2004
Famous saying…
Quint Wellington
Redwood ©20068
ITIL Framework
Quint Wellington
Redwood ©20069
partnerspartners
processprocess
peoplepeople technologytechnology
ICT ICT
serviceservice
“78% of unplanned
downtime is due to people and processes.”
(source: Gartner Group)
Incorporating People, Process
and Technology
Quint Wellington
Redwood ©200610
IT and its Position
� Able to think and act in a customer-oriented manner
� Understand the Bigger Picture – A Service Organization
� Strategic Partnership vs Processing Utility
� IT is both a “means” and an “opportunity”
Quint Wellington
Redwood ©200611
What is an IT Service?
- Service Orientation
End to end
Customer
doesn’t care
what the service
components are
Customer
doesn’t care
what the service
components are
Quint Wellington
Redwood ©200612
Gartner Process Model
Selection Framework
ISO20000ISO20000
Quint Wellington
Redwood ©200613
ISO20000
- based on ITIL
Management system Management responsibility Documentation requirements, Competence, awareness & training
Planning & Implementing (Plan, Implement, Monitor, Improve) (PDCA)
Planning new services Planning & Implementing new or changed services
Service Delivery ProcessesService Reporting Capacity Mgt, IT Service Continuity, Availability Mgt, Budgeting & Accounting for IT services Service Level Mgt, Information Security Mgt
Release ProcessesRelease Management Resolution Processes
Incident Management Problem Management
Relationship Processes
Business Relationship Management
Supplier Management
Control ProcessesConfiguration Management
Change Management
Quint Wellington
Redwood ©200614
ISO20000
� Underpinned by ITIL processes
� ISO/IEC 20000 consists of
� Part 1: Specification (ISO/IEC 20000-1:2005)
� A specification containing requirements that must be met in order to achieve ISO/IEC
20000
� Defines the requirements for a service provider to deliver managed services
� Part 2: Code of practice (ISO/IEC 20000-2:2005)
� A code of practice on how to achieve the requirements in ISO/IEC 20000-1
� Describes the best practices for service management processes within the scope of
ISO/IEC 20000-1
� Represents industry consensus on guidance to auditors
� Offers assistance to service providers planning service improvements or to be audited
against ISO/IEC 20000-1
Quint Wellington
Redwood ©200615
How does ITIL help ? ROI
� IT
� 30% reduction in incident volume
� 50% reduction in resolution time
� 25% reduction in resolution cost
� Business
� 10% increase in service availability
� Reduction in Time-to-Market
� 25% improvement in project cycle time (for changes)
� 50% reduction in volume of expensive emergency changes
� Total customer satisfaction increase on end-to-end IT services
� Financial
� 10% reduction in TCO
� 5% reduction in overcapacity
Quint Wellington
Redwood ©200616
ITIL Benefits to IT and Business
� IDC� 79% reduction in service downtime
� Meta� 85% resolution at FPOC� 30% reduction in cost per call� 50% reduction in product development cycle
� Barclays� Downtime reduced from 60 to 15 minutes
� Proctor & Gamble� $100 million p.a. savings!
� itSMF survey� 70% achieving “tangible & measurable” benefits
� HDI survey� > 50% measured improved customer satisfaction� 84% would recommend ITIL� 20% saw business competitive advantage
Quint Wellington
Redwood ©200617
Quint IPW™ Reference Model
IT Domain
Service Design
Service Development
Service Build & Test
FinancialMgnt
Service Planning
CapacityMgnt
AvailabilityMgnt
ContinuityMgnt
SecurityMgnt
Strategy FinanceCommercialPolicy
HRM Architecture
IncidentMgnt
ReleaseMgnt
ConfigurationMgnt
ProblemMgnt
OpeationsMgnt
Change Mgnt
Service Operations
Strategicbusiness processes
Business planning
Business operations
BusinessICT
AlignmentDom
ICTvalueing
InformationMgnt.
BusinessDomain
Demand Mgnt.
FunctionalMgnt.
ApplicationMgnt.
BusinessSupport
SupplierICT
AlignmentDomain(SITA)
SupplierPortfolio Mgnt.
StrategicSourcing
ContractMgnt.
SupplyMgnt.
OperationsSupport
PurchaseMgnt.
Strategicsupplier processes
Supplier planning
SupplierDomain
BITASITA
Service Level Management
Relationship Management
Service desk
StrategicStrategic
TacticalTactical
OperationalOperational
IT Strategy /
Governance
IT Strategy /
Governance
ITSM Service
Delivery
ITSM Service
Delivery
ITSM Service
Support
ITSM Service
Support
Quint Wellington
Redwood ©200618
Quint Integrated IPW™
ICT Domain
Service Design
Service Development
Service Build & Test
FinancialMgnt
Service Planning
CapacityMgnt
AvailabilityMgnt
ContinuityMgnt
SecurityMgnt
Strategy FinanceCommercialPolicy
HRM Architecture
IncidentMgnt
ReleaseMgnt
ConfigurationMgnt
ProblemMgnt
OperationsMgnt
Change Mgnt
Service Operations
Strategicbusiness processes
Business planning
Business operations
BusinessICT
AlignmentDomain (BITA)
ICTvalueing
InformationMgnt.
BusinessDomain
Demand Mgnt.
FunctionalMgnt.
ApplicationMgnt.
BusinessSupport
SupplierICT
AlignmentDomain(SITA)
SupplierPortfolio Mgnt.
StrategicSourcing
ContractMgnt.
SupplyMgnt.
OperationsSupport
PurchaseMgnt.
Strategicsupplier processes
Supplier planning
Supplier operations
SupplierDomain
BITASITA
Service Level Management
Relationship Management
Service desk
Quint Wellington
Redwood ©200619
The IPW™ Model
- Aligning Business, IT and Suppliers
Quint Wellington
Redwood ©200620
IPW: From Idea > SLA > Operations
Service
Design
Service Development
Service
Build & Test
Financial
Service Planning
CapacityAvailabilityContinuity
Security
Incident
Management
Release
Configuration
Problem
Operations
Change
Service
Operations
Relationship Management
Service desk
Service Level Management
Management
Management
Management
Management
Management
ManagementManagement
Mgt Mgt Mgt
Quint Wellington
Redwood ©200621
IPW/ITIL: Users in trouble...
Service
Design
Service Development
Service
Build & Test
Financial
Service Planning
CapacityAvailabilityContinuity
Security
Incident
Management
Release
Configuration
Problem
Operations
Change
Service
Operations
Relationship Management
Service desk
Service Level Management
Management
Management
Management
Management
Management
ManagementManagement
Mgt Mgt Mgt
Quint Wellington
Redwood ©200622
Approach to ITSM Implementation
Quint Wellington
Redwood ©200623
Overview of project phases
1. Awareness
2. Assessment
3. Implementation
4. Audit preparation
5. Audit
Different methodologies, such as:
• ITIL Service Management• IPW• ISO20000, BS15000 • CobiT• BS7799, ISO17799
Quint Wellington
Redwood ©200624
It’s still all about changeGetting the right elements in placeGetting the right elements in placeGetting the right elements in placeGetting the right elements in place
+ + + + = ChangeNecessity Vision Plan Resources Competence
+ = ResistanceNecessity Vision Plan Resources Competence
+ = ConfusionNecessity Vision Plan Resources Competence
+ = ChaosNecessity Vision Plan Resources Competence
+ = FrustrationNecessity Vision Plan Resources Competence
+ = FearNecessity Vision Plan Resources Competence
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
Quint Wellington
Redwood ©200625
ITIL:ITSM Education Road Map
Service Management Exam
CaseStudy
ServiceSupport
ServiceDelivery
ITIL Foundation Training
ITIL Foundation Exam
Practitioner stream
Ma
na
gem
en
t s
trea
m
PractitionerExam
Service Level Mgt
Financial Mgt
Availability Mgt
Capacity Mgt
Problem Mgt
Change Mgt
Configuration Mgt
SD / Incident Mgt
PRAC. CLUSTERS PRAC. CLUSTERS
ISO20000 ISO20000
SQM F / ASQM F / A
SOURCING SOURCING
Quint Wellington
Redwood ©200626
IPW Stadia Model™
- Process Maturity
� Measures the maturity of an individual ITIL process
� E.g. Incident, Problem, Change management
� Based upon pre-defined checklists
� Generic and Specific process characteristics determine the
maturity
Quint Wellington
Redwood ©200627
IPW Stadia Model™
- Organisation Maturity
GenericGeneric
ExtendedExtended
ExceedingExceeding
ExcellingExcelling
……
Quint Wellington
Redwood ©200628
Not Identified
1 Not identified
3 Controlled2 Monitored
4 Pro-active5 Improving
0 Not performed
Intention
Process
Procedures
Control
Relations
☺
�
�
�
�
Assessment Example
- Incident Management
Findings
� There is no single point of control or
monitoring (end-to-end) of incidents and their
resolution
� There is a clear definition of what an incident
is and the various categories of incidents.
� Incidents are solved quickly, very often within
expected lead times. E.g. severity 1 incidents
must be solved within 24 hours, but the time
to repair is generally less than 2 hours
� Several Service Desks with own way of
working, and with their own tooling. TopDesk
has been chosen as the tool for the Corporate
Call Desk. Other helpdesks will follow this
choice
� Present level and style of reporting is
insufficient for (process) management to steer
the performance of the process
Recommendations
� Define incident management process
� Define escalation mechanism when
incidents are not solved in time
� Investigate the rationalization of the various
helpdesks with the organization
� Define management reports to spot weak
areas on IT-infrastructure
� Match performance to price paid by
customers
Quint Wellington
Redwood ©200629
Overview Status per Process
�
�Relations
��Control
�
Procedures
��Process
☺IntentionC
on
tinu
ity Mg
t
Ca
pa
city M
gt
Ava
ilab
ilty Mg
t
Fin
an
cia
l Mg
t
Se
rvice
Le
vel M
gm
t
Re
lea
se
Mgt
Co
nfig
Mgt
Ch
an
ge
Mgt
Pro
ble
m M
gt
Incid
en
t Mgt
Se
rvice
De
sk
Se
cu
rity Mg
t
Se
rvice
De
sig
n
Se
rvice
Bu
ild &
Te
st
Pro
ject M
gt
Qu
ality M
gt
☺
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Quint Wellington
Redwood ©200630
Process & Organizational Maturity Model
(IPW-MM)
Service Design
Service Development
Service LevelMgnt
AccountMgnt
Serv
ice D
esk
Service Build & Test
FinancialMgnt
Service Planning
CapacityMgnt
AvailabilityMgnt
ContinuityMgnt
SecurityMgnt
Strategy FinanceMarketing & Sales HRM Architecture
IPW™ is a registered trademark ofQuint Wellington Redwood
IncidentMgnt
ReleaseMgnt
ConfigurationMgnt
ProblemMgnt
OperationsMgnt
Change Mgnt
Service Operations
RelationshipManagement
improvingproactive
controlledmonitorednot identified
not performed
Status Status processprocess
Quint Wellington
Redwood ©200631
It should incorporate Sourcing Governance (Supplier Mgmt)
Quint Wellington
Redwood ©200632
Definition SGF
Design SGF
ImplementationSGF
ScopingScoping
SelectionSelection
Due DiligenceDue Diligence
ContractingContracting
TransitionTransition
Contract mgtContract mgt
AssessmentAssessment
StrategyStrategy
dealmaking
customer internal
SGF© = Sourcing Governance Framework© = Quint’s proven methodology for the implementation of the retained organization.
Quint’s Structured Sourcing Approach
TMO/FMO
PMO
PMO = Present Mode of OperationsTMO = Transition Mode of Operations FMO = Future Mode of Operations
Quint Wellington
Redwood ©200633
Design and Implement Governance
� Describe organization, processes, roles & competencies
� Select people for retained Organization roles
� Train selected people for new roles
� Bring retained Organization into operation
Quint Wellington
Redwood ©200634
Critical Success Factors
� Communication, communication, communication
� Leveraging on Practitioners
� Project Management
� Driven from top-management
� Involve your own employees (supported by consultant)
� Reporting about KPI’s (show what you have done)
� Phased approach…
Quint Wellington
Redwood ©200635
Questions ?
Quint Wellington
Redwood ©200636
w w w . q u i n t g r o u p . c o m
Martin MC Ng
Regional Director Asia Pacific Japan & Middle East
D a r e t o c h a l l e n g e
