ITIL in the Workplace
The Practical Application of a
Best Practice Framework
Susan Ryan
April 3
3, 2009
Agenda
¾
¾
¾
¾
¾
¾
¾
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¾
Hello!
Why IT Service Management?
ITIL 101
Maturity Assessment and Roadmaps
Project Foundation
Processes Implemented
Organizational Change Management
Results/Metrics
ITIL Resources
Hi my name is Susan
Hi,
Susan…
¾ IT
industry worker for over 25 years
¾ ITIL v2 Manager Certified
¾ itSMF Minnesota
Mi
t Local
L
l IInterest
t
t Group
G
President
¾ IT Service Manager at Blue Cross Blue
Shield of Minnesota
z
z
z
Service Desk, Incident Management
Change,
g Configuration,
g
Release Management
g
Request Management
My trusty assistant,
assistant Melissa…
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
topic
p later or if the answer is bigger
gg 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
T t d
partnership!
t
hi !
ITIL 101 – Briefly!
¾ Information
Technology Infrastructure
Library
z
British Government & IBM Collaboration
¾ Version
2 – Focus on Process
¾ Version 3 – Focus on Lifecycle
f
ITIL Version 2
¾ Service
Support
¾ Service
Delivery
¾ And
A d
more!
ITIL Version 3
¾
Lifecycle of a Service
z
z
z
z
z
Strategy
Design
g
Transition
Operation
Continual
Improvement
¾
¾
The
processes are
still there
Each process
p
becomes
important at a
point in
service
development
Process Dependencies
p
ITIL Training and Certification
If you don’t know where you are going,
h
how
will
ill you kknow when
h you arrive?
i ?
¾ Maturity
z
z
z
Assessment
Series of questions for each process
Ordered to allow for assessment of maturity
If in doubt,
doubt just say no!
¾ Roadmap
z
z
z
Process plans on a timeline
Dependencies on other processes identified
Maturity
M t it levels
l
l id
identified
tifi d
¾
¾
Assessment
shows where
work still
needs to be
done
Some
processes
may have
d
dependencies
d
i
on other
processes in
p
order to
mature
¾ Any
“No”
answers
need to be
built into the
process
roadmap
¾ Roadmap
R d
colorcolor
l -coded
d d
by maturity level
requirements
i
t
Project Foundation
¾ Process
Strategy/Goals
¾ Benefits to Business and IT
¾ Policy
P li
¾ Governance
¾ Design Team
¾ Project Manager
¾ ITIL Expertise – Internal or External
Strategy/Goals
¾ Strategic
z
z
z
Year 1
Year 2
Year 3
¾ Tactical
T ti l
z
z
z
– Roadmap
– Current
C
t project
j t
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)
R d
Reduces
d
duplication
li ti off effort
ff t (IT)
Increased end user satisfaction (Business)
Improved prioritization (IT/Business)
Productivity gain through high system availability
(Business)
Extended Mean Time Between Failures (IT)
Policy
y
¾
¾
¾
Allows for clear
communication of
expectations
Enables compliance
enforcement
Should be approved
by senior leadership
and
d published
bli h d
Governance
¾ ITSM
Steering Committee
¾ ITSM Process Owners
¾ Change
Ch
Advisory
Ad i
B
Board
d
¾ Configuration Advisory Board
¾ New item intake prioritization
¾ Identify
stakeholders
at the
beginning of
each project
Design Team
¾ Representatives
from across the
organization
z
z
z
z
Application Development
Infrastructure
Service Management
Business – Voice of the Customer
Project Manager
¾ Create
and maintain project schedule
¾ Provide status reporting
¾ Schedule
S h d l allll meetings
ti
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
experts…
¾ Improves
quality of project deliverables
¾ Wireframe best practices to reduce time
¾ Always
Al
a solution
l ti iin b
back
k pocket
k t
¾ Intense focus – no distractions of every
day work
Project Deliverables
¾ Roles
and Responsibilities
¾ Logical Flow
¾ Physical Flow
¾ ARCI and Work Instructions
¾ Functional
F
ti
lR
Requirements
i
t
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
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
g
Flow
Outputs
Inputs
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
P
Providers
id
R
Receivers
i
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
¾ Logical
flow
provides high
level
understanding
of activities
associated with
the process
Physical
y
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
ti and
d quality
lit
Work Instructions
Functional Requirements
q
Test Cases
Measuring Process Effectiveness
¾ Critical
Success Factors are supported by
Key Performance Indicators and Metrics
Audit is not the enemy…
enemy
¾ Build
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
I id t M
Managementt
¾ Request Management
Configuration Management
¾ Value
is in increased efficiency and
effectiveness of other ITSM processes
z
z
Relationships
Impact assessment
•
•
•
•
Maintenance windows
Criticality tier
Causality
Causa
y
Collision control
CMDB Structure
¾ Functional
requirements for development
Relationship
p Matrix
Real World Relationships
Change Management
¾ Any
deliberate action that alters the form
form,
fit, or function of Configuration Items.
¾ Assess and mitigate risk
¾ Collision control
¾ Change Advisory Board provides oversight
of higher priority changes
Change Process Successes
¾ Impact
+ Urgency = Priority
¾ Approvals dictated by Priority
¾ Dependencies
D
d
i on other
th tteams h
handled
dl d
with change tasks
z
Must be accepted to schedule
¾ Publish
Forward Schedule of Changes
¾ Provide management with actionable
reporting
p
g
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
I
Impact
t score
¾ Priority
z
Dictates Approvals required
Urgency
Urgency
Lead Time
Top
< 3 Days
High
Hi h
3- 7 D
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
d
e e ce bet
between
ee tthe
e date tthe
e cchange
a ge is
se
entered
te ed a
and
d
the proposed implementation date.
Impact
p
Priority
y 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
g
p
priority
y requires
q
increased level of
scrutiny prior to approval
Approvals
¾ Lower
priorities approved virtually
Forward Schedule of Change
g
Incident Management
¾ Any
interruption in the normal operation of
a service
¾ Return service to normal state or provide
workaround as quickly as possible
Incident Process Successes
¾ Right
Right--sizing
groups managed
¾ Impact + Urgency = Priority
¾ Priority
P i it d
drives
i
escalation
l ti
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 everyy system/application
y
pp
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
g
with AlertFind
Impact Factors
Urgency – The Human Factor
Priority
• Priority drives process and escalation
Escalation
¾ Ticket
can be accepted
p
from Blackberry
y
¾ Resolution escalation being done
y
manually
On--call Rota
On
¾ Notification
to right people at the right time
¾ Incidents assigned to group
¾ Notification
N tifi ti tto allll group members
b
OR
follow onon-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
S
SubscriptionSubscription
-based
Request Management
¾ Simple
request forms and powerful
delivery plans
¾ Two primary tracks
¾ Not just for IT!
¾ Lean first, then automate
Employee
p y Onboarding
g
¾ Focus
group feedback indicates this is
gg
area of p
pain
biggest
¾ Several different systems with various
information and lead time requirements
q
¾ Need to complete several key requests,
then we can bundle
¾ Working on physical security, IT security,
q
((PC, p
phone,
workstation requests
software)
¾ HR is assisting
g by
yp
pushing
g reminders to
hiring managers at onboarding milestones
IT Intake Processes
¾ Project
Management
¾ Application Development
¾ Infrastructure
I f t t
Engineering
E i
i
¾ Data Warehouse
¾ Networking
¾ Job Scheduling
IT Infrastructure Project
j
Intake
Request Status
¾ Allows
requester to follow requests via self
service
Business Uses
¾ Business
z
z
Event Management
Intradepartmental support requests
Distribution methods
• Round robin
• Specialty assignment
• Push
P h or pullll queue
¾ Funding
z
z
Request
Replaces five previous funding methods
Amazingly complex approval process fully
automated
d
Organizational Change
Management
Management
¾ Executive
Sponsorship
¾ Awareness Communication
¾ Training
T i i
¾ User Guide
¾ Release Notes
¾ Stakeholder Satisfaction Surveys
¾ Continual Improvement
IT Newsletter Announcement
Training
¾ Awareness/Overview
¾ Recorded
Webinar
¾ Hands
H d -on Classroom
HandsCl
¾ User Guide
User Guide
¾ It
It’ss
not amazon.com
amazon com
¾ Increases adoption
rate
Release Notes
¾ Don
Don’tt
surprise them with new functionality
¾ Upgrades vs. planned application changes
¾ Update
U d t User
U
Guides
G id and
d ttraining
i i materials
t i l
¾ Subscription
Subscription--based notification
¾ FAQs
Stakeholder Satisfaction
¾ Collect
information to baseline process
performance and drive improvements
¾ Ask the right questions!
z
z
Keep it short
How
H
will
ill we use th
the iinformation
f
ti we collect?
ll t?
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”
discomfort
¾ Information gleaned from process metrics
¾ When are we done? Never!!!
Results/Metrics
¾ Key
Performance Indicators
¾ Critical Success Factors
¾ Metrics
M ti
¾ Reports
z
z
Push vs. Pull
Frequency
q
y
¾ Customer
Satisfaction
¾
¾
E
Emergency/Expedited
/E
dit d = B
Break/Fix
k/Fi (new
(
applications
li ti
implemented at year end – with defects!)
Standard = Preapproved
pp
((new standard change
g
templates added)
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
¾ Request
source is audited
¾ Allows us to determine best place for
integration efforts
¾ Provides
data
for proactive
problem
management
¾ Training for
new Service
Desk reps
Average Daily Service Desk Calls Received
Average D
A
Daily Calls Received
800
Baseline
Ent Chg Mgmt
ITIL
Inc Mgmt
1
Serv ice Desk receiv ed an
extra 1,200
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
T V
P T V
P T V
B
B R R Y
L
B R R Y
L
C O EC A N E A P A U N U U G E C O EC A N E A P A U N U U G E C O EC A N E
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F
2007
2008
2009
Service Desk Transactional Survey
¾
¾
¾
51%
response
rate in 2008
35%
exceeded
expectations
59%
met
expectations
Infrastructure Project Report
¾ Provides
weighting
weighting, ranking
ranking, and status all
in one view!
You don’t need automation for IT
S i M
Service
Management…
¾ We
use ServiceService-now.com – and love it!
ITIL Resources
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
Whew! That
That’ss all folks!
¾ Any
last questions?
¾ Be sure to complete
p
yyour surveys
y
¾ Contact me to compare notes:
z
Susan_Ryan@bluecrossmn.com