IT Service Management Maturity Assessment
Results
University of Alaska
Office of Information Technology
July 27, 2012
Kristin Colburn
Management Consultant
University of Alaska OIT – PinkSCAN Final Presentation
© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
1
PinkSCAN Results Presentation Objectives

Provide an overview and summary of the process and
cultural survey results

Highlight observations and recommendations for
improvement


Some of the results may come across as ‘negative’ – focus
is on highlighting improvement areas
This is not a ‘Service Improvement Program’


Recommendations need to be prioritized
However – guidance on dependencies across improvement
activities is stated
University of Alaska OIT – PinkSCAN Final Presentation
© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
2
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations
– Next Steps
University of Alaska OIT – PinkSCAN Final Presentation
© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
3
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations
– Next Steps
University of Alaska OIT – PinkSCAN Final Presentation
© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
4
Continual Service Improvement Model
How do we keep the
momentum going?
University of Alaska OIT – PinkSCAN Final Presentation
What is the Vision?
Program Strategy
Where are we now?
Baseline
Assessments
Where do we want to
be?
Roadmap
How do we get there?
Service & Process
Improvement Projects
Did we get there?
Baseline
Assessments
© Pink Elephant, 2012 unless otherwise stated. All Rights Reserved.
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
5
UAF Assessment Milestones
JUN 22
JUN 25: Survey Begins
JUL 12: Survey Ends
Online
Process
Surveys
Assessment
Planning and
Preparation
Assessment
Awareness
and
Kick-Off
Online
Culture Survey
Assessment Planning and Awareness
 Opportunity Definition
 Scope
 Scope Definition
 Reason
 Organizational Context
 Explanation
 Selection of Assessment  Context
Team, stakeholders and  ITIL Refresh
participants
 Assessment scheduling
 Online Tool Administration
University of Alaska OIT – PinkSCAN Final Presentation
JUL 13
Survey Data Analysis
JUN 8
JUL 16-17
JUL 18-26
JUL 27
Facilitated
Workshops
Data
Analysis
and
Report
Generation
Communication
Of
Assessment
Results
Data Gathering and Validation
 Opportunity
Definition
 Answer Formulation
 Findings
 Scores
 Quick Wins
 Road map
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
6
Assessment Framework

Process Maturity Levels
 CMM based
 Compared to Importance

Integration Scores
 Degree of integration with other processes

Culture Survey
 Organization Culture Perspectives
University of Alaska OIT – PinkSCAN Final Presentation
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7
PinkSCAN Assessment Scope
6 ITIL processes:
 Change Management
 Incident Management
 Knowledge Management
 Problem Management
 Service Catalog Management
 Service Level Management
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
8
PinkSCAN Assessment Scope
UA IT Departments Represented:





OIT Business Office (ITBO)
OIT User Services (US)
OIT Application Services (AS)
OIT Infrastructure Technology Services
(ITS)
OIT Technology Oversight Services
(TOS)
University of Alaska OIT – PinkSCAN Final Presentation
 87 candidates were
selected to complete 401
online process surveys
 67 people completed the
surveys
 7-9 candidates/process
were selected to participate
in the validation workshops
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9
PinkSCAN™ Process Maturity
Maturity Level
Description
0. Non-Existent
A total lack of process activities.
1. Initial
Evidence that the enterprise recognizes issues exist
that need to be addressed.
2. Repeatable
Processes designed so that similar procedures are
followed by individuals.
There is a high reliance on individual knowledge and
skill level.
3. Defined
A standardized and documented level of process.
Communicated through training.
4. Managed
Processes which are good practice and under constant
improvement.
Automation and tools are beginning to monitor
compliance.
5. Optimized
Facility of the ITIL process to receive and provide
quality data to external management and business
processes.
University of Alaska OIT – PinkSCAN Final Presentation
Generic
Process
maturity
levels
“Levels of
organizational
development”
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
10
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations
– Next Steps

Appendix
– Conclusions & Recommendations by Process*
University of Alaska OIT – PinkSCAN Final Presentation
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11
Process Model
Process Control
Process
owner
Process
policy
Process
documentation
Triggers
Process
objectives
Process
feedback
Process
Activities
Process
inputs
Procedures
Metrics
CSFs/KPIs
Roles
Improvements
Work
instructions
Including
process reports
& reviews
Process Enablers
Process
resources
Process
outputs
Process
capabilities
© Crown copyright 2007 Reproduced under license from OGC. Figure 3.11 Service Design, page 43
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
12
UA OIT PinkSCAN Maturity Results
Level 5 - Optimized
IT Service Management Process
Level 4 - Managed
Level 3 - Defined
Maturity Score
Change Management
0.95 (Non-Existent/Initial)
Incident Management
1.52 (Initial)
Knowledge Management
1.04 (Initial)
Problem Management
0.93 (Non-Existent/Initial)
Service Catalog Management
1.47 (Initial)
Service Level Management
1.02 (Initial)
Target
Level 2 - Repeatable
Level 1 - Initial
Level 0 – Non-existent
University of Alaska OIT – PinkSCAN Final Presentation
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13
Process Maturity Rosette
University of Alaska OIT – PinkSCAN Final Presentation
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14
Process Maturity and Importance Score
University of Alaska OIT – PinkSCAN Final Presentation
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15
Process Benchmark Score
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
16
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations

Appendix
– Conclusions & Recommendations by Process
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
17
Overall Recommendations - Program

Establish a formal ITSM program




Define a phased approach


Define and communicate vision and scope
Include short-term and long-term goals and objectives
Establish process design and implementation teams
Consolidate and leverage existing good practices as a foundation to build
more mature, universally accepted processes
Develop and implement communication strategy and plan


Raise and maintain awareness of vision and scope across the University
Include all in-scope processes, key stakeholders, communication methods,
content, ongoing review, delivery channel, feedback and rules of
engagement
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
18
Overall Recommendations - Governance


Formalize ITSM Steering Team

Clearly defined goal/objectives, scope, roles & responsibilities

Establish an organizational structure to support the ITSM initiative. Process
ownership and coordinator roles should be given the accountability and
authority to lead cross-functional teams and develop processes that span
the technology organization.
Governance structure should include the following
activities:






Oversight of ITSM process vision and mission
Oversight of ITSM process governing principles
Oversight of ITSM process governance activities including process
compliance
Documentation and administration of global ITSM process policies
Management and publication of global ITSM Balance Scorecard
Management of global ITSM governance communication plan
University of Alaska OIT – PinkSCAN Final Presentation
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19
Overall Recommendations - Governance

Support ITSM program with a formal management of change program






Strong, single management voice
Individual functional/departmental mindset to cross-functional process
mindset
System/technology orientation to end-to-end service orientation
Planned behaviors and end-to-end service-oriented mindset to be
promoted
Identify cultural risks and barriers for success
Identify and communicate measurable “business value” to be achieved
from ITSM initiative. For example:
 Improvement in quality of services by defining roles and responsibilities based
on industry best practice for service management (ITIL)
 Improvement in speed of services delivered due to improved knowledge sharing
and repeatable, standard processes for managing changes, releases
(implementation).
 Reduce and/or avoid the impact of planned outages by formalizing change,
incident and problem management and defining global procedures, roles,
metrics and communication methods
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20
Overall Recommendations - Process

Establish a standard process model


Develop a shared vocabulary




The model should used in the design and development of all processes and provide
a foundation for consistent, repeatable process design; implementation and
improvement practices
Use ITIL as the foundation
Include common terminology and common names for workgroups in each region
Document, communicate, train, use
Develop standards to cross all process development


Develop and communicate a process documentation standard
Prepare for process integration by identifying key process touch points (e.g.
integrating Incident Management with Change Management to identify changerelated incidents, using Incident Management data to trigger Problem analysis, etc)
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
21
Overall Recommendations - Process

Define and govern across the institution








University-wide objectives/goals
Global Process Owners – clear roles for each process with
empowerment
Global policies and procedures
Central process documentation; central process reporting
Compliance activities
Continuous process improvement
Audit and review activities
Execute and manage locally



Local roles and responsibilities responsible to global roles
Local procedures and work instructions
Reporting at each levels of execution
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
22
Overall Recommendations - Process

Identify resource requirements and which staff will be engaged
in process improvement activities





Ensure appropriate representation from all key customer-facing workgroups
Establish time requirements (achievable milestones)
Clearly define roles, responsibilities and expectations both for the program,
project and on-going
Ensure management at all levels support staff in the ITSM improvement program
Establish global process ownership


Identify, assign, enable and empower process owners
Ensure appropriate functional/regional representation for process development
and operational management
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
23
Overall Recommendations – Reporting

Develop a consistent approach for developing metrics and
delivering reports

Align metrics with UA OIT strategies and requirements. The
metrics methodology should begin with the identification of process
specific Critical Success Factors (CSF) supported by Key
Performance Indicators (KPI)

Establish a reporting schedule that includes the identification of a
reporting audience, frequency and format, and begin regular
internal reporting as soon as possible to develop a baseline
appropriate to each level within the organization – operational,
tactical, and strategic.

Establish a process that facilitates action based on report results for
performance and process improvement
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
24
Overall Recommendations – ITSM Tool

Make use of the integrated service management
toolset



The tool should provide overall Service Management functionality
across all technology customer-facing groups.
Process automation requirements should be identified at least at
the procedural level in order to support the day-to-day process
activities including workflow, data entry, data quality assurance and
reporting
Design for integration with other tools (e.g. discovery tools,
alerting/monitoring tools, etc).
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
25
Overall Recommendations - Training

Establish a formal and realistic (role based) training program




ITIL Foundation Training
ITIL Intermediate Training
Internal process/tool training
Review the existing training strategies and plans required to support a
longer-term ITSM program


A comprehensive training program that is repeatable for all processes
Resource allocation to sustain the process training program beyond the
initial implementation. The training program should target:
 Overall process/tool awareness – intended for process implementation
 Role-based process/tool training targeted for implementation – focus on
transitioning individuals from the “current state” to the “target state”
 Ongoing process/training – awareness programs and training of individuals new
to a process role
 Coaching and mentoring during and after implementation
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26
Overall Roadmap Recommendations
High Level Implementation Guidance
 Establish a phased approach for implementing the six (at least) inscope processes
 Implementation should demonstrate early “wins” to support and
encourage acceptance of changes associated with any new or
improved ITSM processes
Phase One:
 Ensure that Incident Management is adopted and adapted across
OIT
 Improve data quality within Incident Management so Problem
Management can be effective
 Continue development of the Service Catalog while developing the
process for its maintenance and upkeep
 Begin identifying service requests for the Service Catalog
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27
Overall Roadmap Recommendations
High-Level Implementation Guidance (cont’d):

Phase Two:





Develop a global Change Management process
Ensure the CAB meetings are focused on value-add activities
Develop Request Fulfillment process
Begin to measure existing service level achievements
Phase Three:


Establish a formal Problem Management process
Begin to strategize and plan the approach for capturing and leveraging
service asset information and the design of the CMDB
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
28
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations
– Next Steps
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
29
Overall Cultural Survey Results
University of Alaska OIT – PinkSCAN Final Presentation
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30
Management Cultural Survey Results
University of Alaska OIT – PinkSCAN Final Presentation
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31
Staff Cultural Survey Results
University of Alaska OIT – PinkSCAN Final Presentation
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32
Culture Survey Observations (1 of 4)

Supportive, team-based environment



This axis focuses on attributes and values such as fairness, teamwork,
cooperation, and tolerance. It values employee nurturing and well-being.
This axis represents a “do what it takes at all costs” mentality.
The overall results are below the benchmark indicating a risk to the process
initiative. This indicates that management may be facing leadership
challenges and other organizational constraints. A supportive culture is an
enabler to process change. It is recommended that the overall perspective be
explored further to ascertain the origins of this view. Promote a supportive
culture as a critical success factor for the initiative to ensure a collaborative
culture is maintained
University of Alaska OIT – PinkSCAN Final Presentation
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33
Culture Survey Observations (2 of 4)

Information Flow

The survey questions for this quadrant focus on information flow activities such
as planning, clear communication of policy and information sharing between
group members

The UA OIT results are below the frame of reference, which is in line with the
findings documented within this report
There is a lack of shared policies and procedures as well as lack of shared
management reporting across the groups
Risks associated with a score below the frame of reference in this area focus
on the extended amount of time it will take for the current culture to adopt a
more formal way of working
To mitigate these risks it is critical that OIT develop internal awareness and
communication campaigns that promote the process initiatives and define
information requirements and flows through processes



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34
Culture Survey Observations (3 of 4)

Innovative culture

This quadrant focuses on attributes such as ability to change and adapt

Attributes include individual initiative, respect for diversity and healthy
competition

The score indicates an innovative culture where staff works to find new and
better ways of dealing with events on a daily basis
There is a potential risk that many will see the imposition of rules and policies
as stifling individual creativity and/or the ability to serve the UA users as
expected
The challenge for implementing process improvement initiatives will be to
channel the creativity of staff into formalized and repeatable processes


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35
Culture Survey Observations (4 of 4)

Respect for Rules

This axis focuses on attributes such as the existence of structure, process
formalization, centralization of control and the development of standards

The results for OIT are significantly below the reference point
A score below the reference point is not an unusual result since organizations
that are more focused on Innovation often have few formal documented
policies or procedures
The conclusion is that both management and staff will have some difficulty
accepting formal policies and procedures and may well view them as
excessively bureaucratic and inhibiting their efforts to provide customer service
at levels expected of them
A significant cultural shift will be necessary; a shared organizational perception
that there is inherent value in developing and following defined processes
must be fostered and supported by strong leadership of any improvement
program that is initiated



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36
Cultural Climate & ITIL

Potential sources of cultural resistance to ITIL




The perception of staff is that there is generally a supportive and innovative
environment but lack of information flow and definitely a lack of respect for rules
However, the tendency to not adhere to rules, is an indication that there may be
a spirit of embracing standards and processes but a challenge in maintaining
them
Processes will be ‘by-passed’ if employees do not buy-in to them
Cultural survey is not a stand-alone indicator of overall organizational health but
in this context, are factors for consideration as UA OIT undertakes process
improvement initiatives
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37
Cultural Climate & ITIL

Culture Climate – Recommendations






Senior IT leadership must be seen as vocal advocates of ITIL/ITSM program
Foster an IT organizational change culture that will support and enable the
introduction and governance of a proactive, service-focused organization
Consider adopting an organizational change framework to provide guidance and
leadership
Along with an organizational change framework it will be crucial to communicate
the strategy and vision to ensure understanding and support of the initiative of
both staff and managers
Process governance and measurable compliance will be key to sustaining ITIL
processes
Ensure that your ITIL program includes a strong awareness campaign and brand
image reflecting what this program represents at UA combined with a phased
program / project plan that is communicated to all stakeholders.
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
38
Agenda

Executive Summary
– Background & Context
– Process Maturity Results
– Overall Conclusions & Recommendations
– Cultural Survey Results & Recommendations
– Next Steps
University of Alaska OIT – PinkSCAN Final Presentation
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
39
Process Implementation / Improvement Cycle
What is the Vision?
Business Vision,
mission, goals and
objectives
Where are we now?
Baseline
Assessments
Where do we want to
be?
Measurable Targets
How do we get there?
Service & Process
Improvement
Did we get there?
Measurements &
Metrics
How do we keep
the momentum
going?
© Crown copyright 2007. Reproduced under license from OGC Figure 2.3 Continual Service Improvement, Page 15
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40
Value Of a Process vs. Maturity of a Process
Additional Considerations
High
Added Business Value
Ability to Implement
Risk!!
Area Where The
Business Runs
High Risks
Quick Gains
Costs
Resources
Competing Projects
Value Of
IT Processes to
the Business
Model
Culture
Etc
“Largely Overdoing It"
In Relation To The
Low Value Of IT To
The Business
Low
0
Low
University of Alaska OIT – PinkSCAN Final Presentation
1
2
3
4
Maturity of IT
Processes
5
High
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41
UA OIT Decisions
Adopt which recommendations?
Scope Decisions about implementation of ITSM



Infrastructure (includes software)
Applications Development
Enterprise vs. Business unit
Approach to implementation


Phased Approach - How are phases to be scoped?
Big Bang

Can organization handle massive change?

Do you have the resources to do it all at once?
Design/Implementation Strategy



Single Process implementation
Multiple Process implementation
Design for Integration
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42
UA OIT Decisions
Determine Program and Project structure
Process Scope (for each process)
Allocation of resources for the project work
Defining a sustainable structure to support Service
Management
• Organizational changes?
• Functional alignment with service lifecycle?
Embedding goals into individual contributors’ annual goals
and objectives (changing behavior to change culture)
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43
Process Implementation Roadmap
• Where are we now?
• Where do we want to be?
• How do we get there?
Process
• Are we there yet?
Assessment
Project
Plans
Gather Process
Automation
Requirements
Tools
People
High-Level Process
Model & Global
Policies
Detailed Procedures
& Work Instructions
Sign-Off
Project Teams - Identify Sign-Off
resources, assign roles and
responsibilities
Governance
Name & Establish
Service & Process
Owners
Sign-Off
Sign-Off
Process
Implementation/
Coaching
Buy, Choose, Install, Sign-Off
Configure & Test Tools
RACI - assign roles
Deploy
and Scale
Sign-Off
Review
Review
Process
Workshops
and responsibilities
Review
Sign-Off
Develop Controls &
Solidify
Improvement
Production Processes
Processes
Sign-Off
Sign Off
Awareness Campaign, ITIL Training, Organizational and Behavioral Change
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Example - ITSM Governance Structure
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Sample Implementation Order - 1
ITIL Roadmap - Development Phase 1
N
3
4
Request
Fullfillment
2
Service
Definition
W
A
SL
E
S
Service Level
Management
3
4
5
Catalog
Management
Service Asset &
Configuration Management
1
4
Single
Change
Schedule
3
Change Management
Customer Facing
Processes
Transition Processes
Release & Deploy
Plan, Evaluate
Validate, Test
Knowledge
Management
2
1
Service Desk
Incident Management
RCA
Problem
Management
Continual Service Improvement
Page 1
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Sample Implementation Order - 2
ITIL Roadmap – Development Phase 2
Bridge To
Existing
IT Operations
Disciplines
N
4
W
E
S
YIELD
N
W
Access Mgmt.
Monitoring & Control
Computer Operations
Event Management
Batch Processing
Security
Management
E
S
2
3
From Development
Phase 1
2
Service Continuity
Management
Service Asset & Configuration
Management
Capacity Management
3
Availability Management
3
3
Application Management
1
Transition
Processes
Service Design
Requirements Engineering
Continual Service Improvement
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Sample Implementation Order - 3
ITIL Roadmap – Development Phase 3
Inputs
Availability, Capacity, Asset,
Security, Incident, Etc..
Mgmt. Dashboards
N
W
E
3
S
Bridge To
Existing
Disciplines
3
Data & Information Mgmt.
N
W
YIELD
Supplier Mgmt. &
IT Procurement
E
S
2
From Development
Phase 2
Financial & ROI Mgmt.
Service Asset & Configuration
Management
TBD...
1
Transition
Processes
Service Portfolio Management &
Demand Management
Continual Service Improvement
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Typical Time Requirements
Role
Responsibilities
Time requirements
Steering Committee
Program/project Oversight
1-2 hours bi-weekly
Program/Project Manager:
Status, Steering, Scheduling
2 days per week
Process Owner
Status, Design meetings
< 2 days per week
Core Team 3-5 members
Process design
2-3 days per week
Documentation Specialist
Documentation & document
management
3-5 days per week depending
on # processes
Extended Team and
Stakeholders
Review and feedback
2-3 hours per week
External Program/Process
Advisor(s)
Strategic, Program and
Process support
4-10 days per month
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Typical Core Team Weekly Schedule
Monday
Tuesday Wednesday Thursday
Friday
Project
Status Mtg.
Design
Meeting
Deliverable
Creation
Noon
Noon
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Noon
Noon
Noon
Deliverable
Creation
Deliverable
Creation
Deliverable
Creation
Deliverable
Creation
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Distributed Process Ownership
CIO
Service
Center
Incident
LAN &
Desktop
Problem
Applications
Release
Telecomm
DBA
Configuration
Change
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Centralized Process Ownership
CIO
Process Owners?
Service Mgmt.
SLM Manager
Change Manager
Problem Manager
IS Support
Service Desk
2nd Level
3rd Level
Desk Top Sup.
IS Operations
Operators
I/O Mgmt.
DBAs
Development
SW Dev
Infrastructure
Engineers
IT Planning
Process Path
Process Mgmt.
Functional Mgmt.
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Key Process Roles

The following roles are typical of a process based
organization, taking into account scale and are in
keeping with the development of single point of
process accountability

Example Key Roles:
 ITIL Executive Management Team
 ITIL Process Governance
 Process Owner
 Process Manager
 Process Coordinator
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Project Roles into Production

The Steering Committee



The Process Owner


Ideally stays on to be process owner in production
The Process Design Team



Oversee transition to production
May shift to process governance role
SME’s support communication and training efforts in transition
Take on production roles such as process manager, coordinator
Stakeholders

May form Process CAB as part of governance
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Mapping The Process To The Organization
RACI Model
R Responsible

Correct execution of process and activities. The person or people
responsible for getting the job done
A Accountable

Ownership of quality, and end result of process. The one person
who has the authority for the decision, activity or process results
C Consulted

Involvement through input of knowledge and information
I Informed

Receiving information about process execution and quality
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5 ITSM Roadmap Tips
Establish ITSM as a strategic IT initiative by linking it
to the success of major projects and business value.
Create process and tool governance structures early.
Ensure ITSM projects are integrated and not new
silos. (design, communication, automation,
deployment)
Develop your ITSM Roadmap considering: (rate of
change, process dependencies and cultural
readiness)
Develop an integrated ITSM tool architecture and
plan. (process, application, data layers)
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Service Improvement Strategy
Critical Elements:
 Change Readiness and Culture
 Strong Project Teams
 Communication Strategy
 Training
 Process Models and Workflows
 Defined Roles and Responsibilities
 Policy Documents
 Management Information
 Tool Requirements
 Approvals
 Continuous Improvement
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Service Improvement Strategy
Service Improvement Plan Phases

Plan Phase









Design Phase




Automation Requirements, Management Information, Training Packs
Implement Phase


Process Design, Integration & Testing
Design for Integration
Multiple processes
Build Phase


Project Charter Sign-off
Project Team Set-up
Communications Strategy
Training Strategy
Documentation Strategy
Automation Strategy
Process Governance Strategy (are we improving)?
Process Approvals & Review process.
Coaching, Training Workshops, Phased process roll-out.
Review Phase (Handover to ‘Live’ Process Organization)
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k.colburn@pinkelephant.com
www.pinkelephant.com
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ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
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