4/1/2009
Hi, my name is Susan…
¾ IT
ITIL in the Workplace
The Practical Application of a
Best Practice Framework
industry worker for over 25 years
¾ ITIL v2 Manager Certified
¾ itSMF Minnesota Local Interest Group
P id t
President
¾ IT Service Manager at Blue Cross Blue
Shield of Minnesota
z
Susan Ryan
April 3, 2009
z
z
Service Desk, Incident Management
Change, Configuration, Release Management
Request Management
My trusty assistant, Melissa…
¾ Melissa
Howard will be representing the
Web cast participants
¾ Hoping
to make this very conversational
conversational,
so please ask questions as we go along!
I’ll let you know if we’re going to hit that
topic later or if the answer is bigger than a
breadbox and needs to be parked for the
end or off line.
Agenda
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Hello!
Why IT Service Management?
ITIL 101
Maturityy Assessment and Roadmaps
p
Project Foundation
Processes Implemented
Organizational Change Management
Results/Metrics
ITIL Resources
Why IT Service Management?
¾ Value
z
z
z
Proposition
Strategy
Service management practices
Continual improvement
¾ Trusted
partnership!
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4/1/2009
ITIL 101 – Briefly!
¾ Information
Technology Infrastructure
Library
z
British Government & IBM Collaboration
¾ Version
¾ Version
2 – Focus on Process
3 – Focus on Lifecycle
¾
The
processes are
still there
¾ Each process
becomes
i
important
t t att a
point in
service
development
ITIL Version 2
Process Dependencies
ITIL Version 3
ITIL Training and Certification
¾ Service
Support
¾ Service
Delivery
¾ And
more!
¾
Lifecycle of a Service
z
z
z
z
z
Strategy
Design
Transition
Operation
Continual
Improvement
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4/1/2009
If you don’t know where you are going,
how will you know when you arrive?
¾ Maturity
z
z
z
¾ Roadmap
color
color--coded
by maturity level
requirements
Assessment
Series of questions for each process
Ordered to allow for assessment of maturity
If in doubt, just say no!
¾ Roadmap
z
z
z
Process plans on a timeline
Dependencies on other processes identified
Maturity levels identified
¾
¾
Assessment
shows where
work still
needs to be
done
Some
processes
may have
dependencies
on other
processes in
order to
mature
Project Foundation
¾ Any
“No”
answers
need to be
built into the
process
roadmap
¾ Process
¾ Benefits
Strategy/Goals
to Business and IT
¾ Policy
¾ Governance
¾ Design
Team
¾ Project Manager
¾ ITIL Expertise – Internal or External
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4/1/2009
Strategy/Goals
¾ Strategic
z
z
z
z
z
¾ ITSM
Year 1
Year 2
Year 3
¾ Tactical
z
– Roadmap
Governance
– Current project
Short-term
ShortMedium--term
Medium
Long--term
Long
Steering Committee
¾ ITSM Process Owners
¾ Change Advisory Board
¾ Configuration Advisory Board
¾ New item intake prioritization
Benefits
Ensures the process is being designed and
developed to create measurable service
quality improvements
¾ Benefits can be to the business, IT or both
¾ Examples:
¾
z
z
z
z
z
z
¾ Identify
stakeholders
at the
beginning of
each project
Reduced status check calls (IT)
Reduces duplication of effort (IT)
Increased end user satisfaction (Business)
Improved prioritization (IT/Business)
Productivity gain through high system availability
(Business)
Extended Mean Time Between Failures (IT)
Policy
¾
¾
¾
Allows for clear
communication of
expectations
Enables compliance
p
enforcement
Should be approved
by senior leadership
and published
Design Team
¾ Representatives
from across the
organization
z
z
z
z
Application Development
Infrastructure
Service Management
Business – Voice of the Customer
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4/1/2009
Project Manager
¾ Create
and maintain project schedule
¾ Provide status reporting
¾ Schedule all meetings
¾ Facilitate project update meetings
¾ Keep issues log and action plan
¾ Prepare for and facilitate control board
meetings
Roles and Responsibilities
Requestor
Wants the work to be done to satisfy a business need
Initiator
Creator of the RFC
Change Owner
Owns the RFC through the lifecycle of the change and is
ultimately responsible for its success
Resource Manager
Accepts and assigns tasks for their team
Implementer
Completes tasks assigned to them
Approver
Responsible to protect system availability for the
business
Change Coordinator
Reviews RFCs for completeness and policy compliance
Logical Flow
Leave it to the experts…
Outputs
Inputs
¾ Improves
quality of project deliverables
¾ Wireframe best practices to reduce time
¾ Always a solution in back pocket
¾ Intense focus – no distractions of every
day work
Service catalog
Service Requests
Costs
Approvals
Service Desk Calls
OLA’s
Required information
template(s)
An event
Workflow
dependencies
Completed service
requests
Communication
Request for Change
Service Request
Reporting
Activities
Origination
Approval
Fulfillment
Closure
Evaluate Process Performance
Providers
Receivers
IT Financial Management
Portfolio Management
Configuration
Management
IT Customers and
users
IT Departments
Critical Success Factors
Clearly defined request categories
Strictly defined SLAs/OLAs for each category
Self Service or automated entry of requests
Automated escalation of overdue request
Automated Communication/tracking
Links to other processes
Project Deliverables
¾ Roles
and Responsibilities
Flow
¾ Physical Flow
¾ ARCI and Work Instructions
¾ Functional Requirements
¾ Test Cases
¾ KPIs/Metrics and Reports
¾ Audit Involvement
¾ Logical
¾ Logical
flow
provides high
level
understanding
of activities
associated with
the process
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4/1/2009
Physical Flow
Functional Requirements
ARCI
Test Cases
Accountability
Ownership of quality and end result of
process
Responsibility
Correct execution of process and
activities
Consulted
Involvement through input of knowledge
and information
Informed
Receiving information about process
execution and quality
Work Instructions
Measuring Process Effectiveness
¾ Critical
Success Factors are supported by
Key Performance Indicators and Metrics
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4/1/2009
Audit is not the enemy…
¾ Build
CMDB Structure
processes with audit requirements in
mind
z
z
z
Process findings
Design findings
COBIT minimum requirements
Processes Implemented
¾ Configuration
Management
¾ Change Management
¾ Incident Management
¾ Request Management
¾ Functional
Configuration Management
requirements for development
Relationship Matrix
¾ Value
is in increased efficiency and
effectiveness of other ITSM processes
z
z
Relationships
Impact assessment
•
•
•
•
Maintenance windows
Criticality tier
Causality
Collision control
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4/1/2009
Real World Relationships
Change Priority
¾ Urgency
z
z
Lead Time
Entry Date to Proposed Start Date
¾ Impact
I
t
z
z
Based on Risk to the Business
Answers to eight questions calculates
Impact score
¾ Priority
z
Dictates Approvals required
Change Management
¾ Any
deliberate action that alters the form,
fit, or function of Configuration Items.
¾ Assess and mitigate risk
¾ Collision
C lli i control
t l
¾ Change Advisory Board provides oversight
of higher priority changes
Urgency
Urgency
Lead Time
Top
< 3 Days
High
3-7 Days
Medium
8-30 Days
Low
> 30 Days
Urgency is automatically calculated at the time the
change is entered into the system. Urgency is the
difference between the date the change is entered and
the proposed implementation date.
Change Process Successes
Impact
¾ Impact
+ Urgency = Priority
dictated by Priority
¾ Dependencies on other teams handled
with
ith change
h
ttasks
k
¾ Approvals
z
Must be accepted to schedule
¾ Publish
Forward Schedule of Changes
management with actionable
reporting
¾ Provide
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4/1/2009
Priority Matrix
Incident Management
Impact
Urgency
Low
Medium
High
Top
Low
CM
4
CM
4
CAB
2
CAB
2
Medium
CM
4
CM
3
CAB
2
CAB
2
High
CM
3
CAB
2
CAB
2
ECAB
1
Top
CM
3
CAB/ECAB
2/1
ECAB
1
ECAB
1
¾ Any
interruption in the normal operation of
a service
¾ Return service to normal state or provide
workaround as quickly as possible
¾ Higher
priority requires increased level of
scrutiny prior to approval
Approvals
Incident Process Successes
¾ Right
Right--sizing
groups managed
¾ Impact + Urgency = Priority
¾ Priority drives escalation
¾ On
On--call Rota
¾ Major Incident for top priority
¾ Lower
priorities approved virtually
Forward Schedule of Change
Group Set Up
¾ Best
practice – 10ish
state – over 300
¾ Current
z
One for every system/application
¾ Best
z
z
we could do – about 125
One for every manager
Use rules to delineate notification preferences
• On Call Rotation
• Subscription
Subscription--Based Notification
• Escalation integration with AlertFind
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4/1/2009
Impact Factors
Escalation
¾ Ticket
can be accepted from Blackberry
escalation being done
manually
¾ Resolution
Urgency – The Human Factor
On--call Rota
On
¾ Notification
to right people at the right time
¾ Incidents assigned to group
¾ Notification to all group members OR
f ll
follow
on
on--callll rota
t rules
l
z
z
z
Priority
Rotate through members
Notify a group device
Notify specific member(s) of group
Major Incident – Priority 1
¾ Task
z
driven
Parallel vs. Serial
¾ Stakeholder
z
• Priority drives process and escalation
z
communication
N
News
scroller
ll
Subscription--based
Subscription
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4/1/2009
Request Management
IT Infrastructure Project Intake
¾ Simple
request forms and powerful
delivery plans
¾ Two primary tracks
¾ Not
N t jjustt ffor IT!
¾ Lean first, then automate
Employee Onboarding
group feedback indicates this is
biggest area of pain
¾ Several different systems with various
information and lead time requirements
¾ Need to complete
p
several key
y requests,
q
,
then we can bundle
¾ Working on physical security, IT security,
workstation requests (PC, phone,
software)
¾ HR is assisting by pushing reminders to
hiring managers at onboarding milestones
Request Status
¾ Focus
¾ Allows
requester to follow requests via self
service
IT Intake Processes
¾ Project
Management
¾ Application Development
¾ Infrastructure Engineering
¾ Data Warehouse
¾ Networking
¾ Job Scheduling
Business Uses
¾ Business
z
z
Event Management
Intradepartmental support requests
Distribution methods
• Round robin
• Specialty assignment
• Push or pull queue
¾ Funding
z
z
Request
Replaces five previous funding methods
Amazingly complex approval process fully
automated
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4/1/2009
Organizational Change
Management
¾ Executive
Sponsorship
¾ Awareness Communication
¾ Training
¾ User Guide
¾ Release Notes
¾ Stakeholder Satisfaction Surveys
¾ Continual Improvement
Training
¾ Awareness/Overview
¾ Recorded
Webinar
Classroom
¾ User Guide
¾ Hands
Hands--on
User Guide
IT Newsletter Announcement
¾ It’s
not amazon.com
¾ Increases adoption
rate
Release Notes
¾ Don’t
surprise them with new functionality
vs. planned application changes
¾ Update User Guides and training materials
¾ Subscription
Subscription--based notification
¾ FAQs
¾ Upgrades
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4/1/2009
Stakeholder Satisfaction
¾ Collect
information to baseline process
performance and drive improvements
¾ Ask the right questions!
z
z
Keep
K
it short
h t
How will we use the information we collect?
¾ Transactional
z
feedback
“How well did we meet your expectations on
this transaction?”
¾
Emergency/Expedited = Break/Fix (new applications
implemented at year end – with defects!)
¾ Standard = Preapproved (new standard change
templates added)
Continual Improvement
¾ Phased
z
approach to application releases
They can only handle a certain amount of
newness at a time
¾ Feedback
from stakeholders about
process “discomfort”
¾ Information gleaned from process metrics
¾ When are we done? Never!!!
¾ 68%
of normal changes submitted 7 days
or less in advance
¾ Increased integration between change and
incident will provide data assess whether
high urgency has a direct relationship to
business impact
Results/Metrics
¾ Key
Performance Indicators
Success Factors
¾ Metrics
¾ Reports
¾ Critical
z
z
Push vs. Pull
Frequency
¾ Customer
Satisfaction
¾ Request
source is audited
us to determine best place for
integration efforts
¾ Allows
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4/1/2009
¾ Provides
data
for proactive
problem
management
¾ Training
g for
new Service
Desk reps
Infrastructure Project Report
¾ Provides
weighting, ranking, and status all
in one view!
You don’t need automation for IT
Service Management…
Average Daily Service Desk Calls Received
Average Daily C
Calls Received
800
Baseline
Ent Chg Mgmt
ITIL
Inc Mgmt
1
Service Desk received an
extra 1,200 calls in May due
to the SA P upgrade.
UCL=767.3
700
600
578
_
X=574.2
535
480
500
400
LCL=381.2
C T V EC N EB A R PR A Y N U L G EP C T V EC N E B A R PR A Y N U L G EP C T V EC N EB
O NO D JA F M A M JU J A U S O NO D JA F M A M JU J A U S O NO D JA F
2007
2008
2009
¾ We
use ServiceService-now.com – and love it!
ITIL Resources
Service Desk Transactional Survey
¾
¾
¾
51%
response
rate in 2008
35%
exceeded
expectations
59%
met
expectations
¾ itSMF
z
z
Local Interest Group
www.itSMFUSA.org
¾ Publications
z
z
Office of Government
Commerce
Five Lifecycle ITIL v3
books
¾ Webinars
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4/1/2009
Whew! That’s all folks!
¾ Any
last questions?
¾ Be sure to complete your surveys
¾ Contact me to compare notes:
z
Susan_Ryan@bluecrossmn.com
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