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itSMF-Australia
ITIL @ Deakin University
“Where’s My Dinner?”
Darren BurgessProgram Director, Service Improvement ProgramBusiness Services ManagerInformation Technology Services DivisionDeakin University
4th August 2004
Specials of the Day
Background
Structured Project Approach
Revitalised Program
Organisational Re-alignment
Program Structure
Accelerated Approach
How it is Different
The Future
Background
Services Review Service Support and Delivery Commercial responsiveness Alignment to Services Service Improvements Common, repeatable processes We needed a Framework We wanted to be better
Background
ITIL Selection Process– Common Sense– Practical– Public Domain– Non-proprietary– BS15000 Standard– British Government initiative– Demonstrated utilisation & success
Background
Partner Selection Process– Demonstrated ITIL knowledge &
experience– Training capability– Proactive advice provision– Consultancy services– Vendor independence
And we found one…
Background
Getting Started– External Assessment– Recommendations for Improvement– Service Improvement Working Party– Joined itSMF– Talked to Other Organisations– Workshopped Assessment & Recommendations– Determined Process Priorities
• Service Level Management• Incident Management
Structured Project Approach
Project Sponsor Project Steering Committee Project Manager Document Driven
– Project Concept Proposals– Funding Proposals– Project Initiation– Formal Project Documentation– Step-by-Step Progress
Quality Approach
Structured Project Approach
Doing the “right” things Go it alone Issues
– Running “The Project”– Producing documentation– Lost sight of the desired outcomes– Delays between each step– Isolated, single stream projects– Resource Contention
Slower than expected progress
Structured Project Approach
Progress was made Service Level Management Project
– Service Catalogue– Service Offerings– Service Level Agreement
Absence of defined process Service Levels not finalised Misalignment between OLAs and UCs Awareness was increasing
Structured Project Approach
Doing the “right” things Training
– 95+% staff – Foundation Certificate– Key stakeholder staff – Managers Certificate
Built up a Library Culture change Pockets of ITIL Improvement realisation
Revitalised Program
Why Change?– Enthusiasm of staff– Waiting for the projects– Keep the momentum going– Higher levels of discussion– Rapid and visible movement forward– Unsure how to implement
The Service Improvement Program
Organisational Realignment
ITIL Alignment To accommodate the SIP Revised Project Methodology Senior Leadership Team Process first, then structure
– Confidence in the staff– Tight timeframes– Concurrent development– Close interfaces between ORP & SIP
Program Structure
Moved away from Committee to single Program Sponsor
Closer Partnering Program Structure
– Program Sponsor– Program Director– Program Advisor– Customer Stakeholder– Project Manager/Business Analysts– Process Definers– Technical Writers
Program Structure
Project Teams
Program Sponsor
Program Board
Program DirectorKey CustomerStakeholder
Project Manager/Business Analyst
Service Desk, Incident & Problem
Management
Change & Release
Management
Service Level & Configuration Management
ITSD Team Members
Process Definers
Program Advisor(External)
Program SupportOffice
ITIL Processes7 & 8, etc…
Project Manager/Business Analyst
Process Definers
Project Manager/Business Analyst
Process Definers
Project Manager/Business Analyst
Process Definers
Accelerated Approach
Program focus Primary focus with full scope Linked to the ORP & LEAP High awareness campaign Prioritisation across the organisation
– Strategic– Tactical– Operational
Completeness vs %
Accelerated Approach
Reprioritisation of processes– Primary Priorities
• Incident Management• Service Desk• Problem Management• Service Level Management
– Secondary Priorities• Change Management• Release Management• Configuration Management• Capacity Management• Availability Management• IT Service Continuity
Accelerated Approach
The right people Process Definition Method Workshopped processes Re-baseline Iterative implementation Journey of discovery Target acquisition Getting it done…
Accelerated Approach
Tooling process– In-house development– Integrated with existing toolset– Dynamic Systems Development Method
(DSDM)– Developed with process– Functional requirements– Technical specification– Iterative Implementation
Accelerated Approach
Tooling process– External product– Integration with existing capabilities– Functional requirements– Review market– Business Case to compare build and buy– Installation– Customisation– Implementation
How it is Different Program Management Total & highly visible commitment Partnering Higher tolerance required
– Risk– Resource commitment– Deliverables not clearly identified initially– Incomplete outcomes
Focus on outcomes Rapid & visible achievements
“Working towards the vision, not the specifics”
How it is Different
Achievements– Program
• Program Brief• Process Definition Method• Additional Resources• Cultural Change & Staff Buy-In
– Processes• Workshops• Project Plans• Project Charters• Process/Function Scopes• Business Case/Cost Analysis
How it is Different
Achievements– Products
• Process Definitions• Procedure Development• Service Catalogue• Corporate Level SLA
– Organisational Growth• Understanding• Culture• Enthusiasm• Structural Realignment
ITIL Aligned Structure
Head’s Office
Service Desk
Service Planning& Development
Service ControlOperational
Service Provision
Incident Management
Problem Management
Financial Management
Configuration Management
Release Management
Change Management
IT Service ContinuityManagement
Availability Management
Capacity Management
Program Office
Administration
Service Level Management
The Future
The Program A continuous quality improvement mindset
– Review cycles– Link SIP to business planning– Link to the PPR process
Regular external scrutiny Mature the realigned structure Improvement opportunities
The Bill
How was your meal? Now it’s you’re turn Take out your wallets Hand over the readies…
Questions?
