4/1/2009
ITIL in the Workplace
The Practical Application of a
Best Practice Framework
Susan Ryan
April 3, 2009
1
4/1/2009
Agenda
¾
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Hello!
Why IT Service Management?
ITIL 101
Maturity Assessment and Roadmaps
Project Foundation
Processes Implemented
Organizational
O
i ti
l Ch
Change M
Managementt
Results/Metrics
ITIL Resources
Hi, my name is Susan…
¾ IT
industry worker for over 25 years
¾ ITIL v2 Manager Certified
¾ itSMF Minnesota Local Interest Group
President
¾ IT Service Manager at Blue Cross Blue
Shield of Minnesota
z
z
z
Service Desk, Incident Management
Change, Configuration, Release Management
Request Management
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4/1/2009
My trusty assistant, Melissa…
¾ Melissa
Howard will be representing the
Web cast participants
¾ Hoping
to make this very conversational,
so please ask questions as we go along!
I’ll let you know if we’re going to hit that
t i llater
topic
t or if th
the answer iis bi
bigger th
than a
breadbox and needs to be parked for the
end or off line.
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
Lib
z
British Government & IBM Collaboration
¾ Version
2 – Focus on Process
¾ Version 3 – Focus on Lifecycle
ITIL Version 2
¾ Service
Supportt
S
¾ Service
Delivery
¾ And
more!
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4/1/2009
ITIL Version 3
¾
Lifecycle of a Service
z
z
z
z
z
Strategy
Design
Transition
Operation
Continual
Improvement
p
¾
¾
The
processes are
still there
Each process
becomes
important at a
point in
service
development
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Process Dependencies
ITIL Training and Certification
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If you don’t know where you are going,
how will you know when you arrive?
¾ Maturity
z
z
z
Assessment
Series of questions for each process
Ordered to allow for assessment of maturity
If in doubt, just say no!
¾ Roadmap
p
z
z
z
Process plans on a timeline
Dependencies on other processes identified
Maturity levels identified
¾
Assessment
shows where
work still
needs to be
done
done
¾ Some
processes
may have
dependencies
on other
processes in
order to
mature
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¾ Any
“No”
answers
need to be
built into the
process
roadmap
¾ Roadmap
color
color--coded
by maturity level
requirements
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Project Foundation
¾ Process
Strategy/Goals
¾ Benefits to Business and IT
¾ Policy
¾ Governance
¾ Design Team
¾ Project Manager
¾ ITIL Expertise – Internal or External
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Strategy/Goals
¾ Strategic
z
z
z
Year 1
Year 2
Year 3
¾ Tactical
z
z
z
– Roadmap
– Current project
Short-term
ShortMedium--term
Medium
Long--term
Long
Benefits
¾ 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:
z
z
z
z
z
z
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)
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4/1/2009
Policy
¾
Allows for clear
communication of
expectations
¾ Enables compliance
enforcement
¾ Should be approved
by senior leadership
and published
Governance
¾ ITSM
Steering Committee
¾ ITSM Process Owners
¾ Change Advisory Board
¾ Configuration Advisory Board
¾ New item intake prioritization
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4/1/2009
¾ Identify
stakeholders
at the
beginning of
each project
Design Team
¾ Representatives
from across the
organization
i ti
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
Leave it to the experts…
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
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4/1/2009
Project Deliverables
¾ Roles
and Responsibilities
¾ Logical
L i l Fl
Flow
¾ Physical Flow
¾ ARCI and Work Instructions
¾ Functional Requirements
¾ Test Cases
¾ KPIs/Metrics and Reports
¾ Audit Involvement
Roles and Responsibilities
Requestor
Wants the work to be done to satisfy a business need
I ii
Initiator
C
Creator
off the
h 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
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Logical Flow
¾ Logical
flow
provides high
level
understanding
d t di
of activities
associated with
the process
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4/1/2009
Physical Flow
ARCI
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
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Work Instructions
Functional Requirements
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Test Cases
Measuring Process Effectiveness
¾ Critical
Success Factors are supported by
Key Performance Indicators and Metrics
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Audit is not the enemy…
¾ Build
processes with audit requirements in
mind
i d
z
z
z
Process findings
Design findings
COBIT minimum requirements
Processes Implemented
¾ Configuration
Management
¾ Change Management
¾ Incident Management
¾ Request Management
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4/1/2009
Configuration Management
¾ Value
is in increased efficiency and
effectiveness
ff ti
off other
th ITSM processes
z
z
Relationships
Impact assessment
•
•
•
•
Maintenance windows
Criticality tier
Causality
Collision control
CMDB Structure
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¾ Functional
requirements for development
Relationship Matrix
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Real World Relationships
Change Management
¾ Any
deliberate action that alters the form,
fit or function
fit,
f
ti off Configuration
C fi
ti Items.
It
¾ Assess and mitigate risk
¾ Collision control
¾ Change Advisory Board provides oversight
of higher priority changes
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Change Process Successes
¾ Impact
+ Urgency = Priority
¾ Approvals dictated by Priority
¾ Dependencies on other teams handled
with change tasks
z
Must be accepted to schedule
¾ Publish
P bli h
F
Forward
dS
Schedule
h d l off Ch
Changes
¾ Provide management with actionable
reporting
Change Priority
¾ Urgency
z
z
Lead Time
Entry Date to Proposed Start Date
¾ Impact
z
z
Based on Risk to the Business
Answers to eight questions calculates
Impact score
¾ Priority
z
Dictates Approvals required
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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.
Impact
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4/1/2009
Priority Matrix
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 Higher
priority requires increased level of
scrutiny prior to approval
Approvals
¾ Lower
priorities approved virtually
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Forward Schedule of Change
Incident Management
¾ Any
interruption in the normal operation of
a service
i
¾ Return service to normal state or provide
workaround as quickly as possible
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4/1/2009
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
Group Set Up
¾ Best
practice – 10ish
¾ Current state – over 300
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
p
• On Call Rotation
• Subscription
Subscription--Based Notification
• Escalation integration with AlertFind
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Impact Factors
Urgency – The Human Factor
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4/1/2009
Priority
• Priority drives process and escalation
Escalation
¾ Ticket
can be accepted from Blackberry
¾ Resolution escalation being done
manually
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4/1/2009
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
follow on
on--call rota rules
z
z
z
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
z
communication
News scroller
Subscription--based
Subscription
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4/1/2009
Request Management
¾ Simple
request forms and powerful
d li
delivery
plans
l
¾ Two primary tracks
¾ Not just for IT!
¾ Lean first, then automate
Employee Onboarding
¾ Focus
group feedback indicates this is
biggest area of pain
¾ Several different systems with various
information and lead time requirements
¾ Need to complete several key requests,
then we can bundle
¾ Working on physical security, IT security,
workstation
k t ti requests
t (PC,
(PC phone,
h
software)
¾ HR is assisting by pushing reminders to
hiring managers at onboarding milestones
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4/1/2009
IT Intake Processes
¾ Project
Management
¾ Application Development
¾ Infrastructure Engineering
¾ Data Warehouse
¾ Networking
¾ Job Scheduling
IT Infrastructure Project Intake
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4/1/2009
Request Status
¾ Allows
requester to follow requests via self
service
Business Uses
¾ Business
z
z
Event Management
Intradepartmental
p
support
pp requests
q
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
IT Newsletter Announcement
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4/1/2009
Training
¾ Awareness/Overview
¾ Recorded
Webinar
¾ Hands
Hands--on Classroom
¾ User Guide
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4/1/2009
User Guide
¾ It’s
not amazon.com
¾ Increases adoption
rate
Release Notes
¾ Don’t
surprise them with new functionality
¾ Upgrades vs. planned application changes
¾ Update User Guides and training materials
¾ Subscription
Subscription--based notification
¾ FAQs
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4/1/2009
Stakeholder Satisfaction
¾ Collect
information to baseline process
performance
f
and
d drive
d i iimprovements
t
¾ Ask the right questions!
z
z
Keep it short
How will we use the information we collect?
¾ Transactional
z
feedback
“How well did we meet your expectations on
this transaction?”
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!!!
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4/1/2009
Results/Metrics
¾ Key
Performance Indicators
¾ Critical Success Factors
¾ Metrics
¾ Reports
z
z
Push vs. Pull
Frequency
¾ Customer
¾
¾
Satisfaction
Emergency/Expedited = Break/Fix (new applications
implemented at year end – with defects!)
Standard = Preapproved (new standard change
templates added)
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4/1/2009
¾ 68%
of normal changes submitted 7 days
or less
l
iin advance
d
¾ Increased integration between change and
incident will provide data assess whether
high urgency has a direct relationship to
business impact
¾ Request
source is audited
¾ Allows us to determine best place for
integration efforts
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4/1/2009
¾ Provides
data
for proactive
problem
management
¾ Training for
new Service
Desk reps
Average Daily Service Desk Calls Received
Average Daily Calls Receiv
ved
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
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4/1/2009
Service Desk Transactional Survey
¾
51%
response
rate in 2008
¾ 35%
exceeded
expectations
¾ 59%
met
expectations
Infrastructure Project Report
¾ Provides
weighting, ranking, and status all
in one view!
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4/1/2009
You don’t need automation for IT
Service Management…
¾ We
use ServiceService-now.com – and love it!
ITIL Resources
¾ itSMF
z
z
Local Interest Gro
Group
p
www.itSMFUSA.org
¾ Publications
z
z
Office of Government
Commerce
Fi Lifecycle
Five
Lif
l ITIL v3
3
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
y @
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