Peeps Eye View of IT Service Management
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The document outlines an IT service management journey undertaken by Just Born, illustrating the integration of multiple frameworks like ITIL and COBIT to improve IT services. It discusses the use of maturity models to assess progress and implement best practices for technology governance and service delivery. The final thoughts emphasize the importance of aligning IT services with business goals and continuous improvement to add value to the organization.
Peeps Eye View of IT Service Management
- 1. A eye view of IT Service Management A eye view of IT Service Management One candy company ‐ Multiple frameworks ‐ Improving IT Services Bill Homlish Sr. Technology Governance Architect Sponsored by
- 2. About ITSM Academy Accredited Education Since 2003 - Tens of Thousands Certified Process Design Engineer (CPDE) Trained and Certified ITIL® Foundation ITSM Professional Diplomas ITIL Capability (OSA|PPO|RCV|SOA) Change/Support/SLM ITIL Lifec cle (SS|SD|ST|SO|CSI) Lifecycle Public Classes throughout U.S. ITIL Managing Across the Lifecycle (MALC) Corporate On-Site Classes ISO/IEC 20000 Foundation & Bridge Virtual Classes MOF Foundation Courseware Licensing Practical, Value-Add Workshops Corporate & Partner (GEM) ITSM Leadership, Roles, Service Catalog p g Al Alumni P i Program ITIL, MOF, ISO 20K Overviews PMI Global Education Provider Apollo 13, Visible Ops: The Class And more! Certified Woman-Owned ITIL® is a Registered Trade Mark of the Cabinet Office. © ITSM Academy 2 Welcome!
- 3. Ice Breaker Ice reaker Did You Know….. How Just Born got its name? How long HOT TAMALES® have been around? g MIKE AND IKE® Lemonade Blends is a proud supporter of what cause? PEANUT CHEWS® were developed during World War I and made popular how? In 1953, it took 27 hours to create one Marshmallow Chick. How long does 1953 Chick it take today? What is the best selling color of Marshmallow PEEPS®
- 4. Background Over 22 years of Help Desk experience Certifications include ITIL ® Expert and COBIT ® Foundations itSMF USA Member since 2005 ‐ Lehigh Delaware Valley LIG ISACA® Member since 2009 – Philadelphia Chapter Sr. Technology Governance Architect at Just Born Sr Technology Governance Architect at Just Born Supporting our IT strategy through implementing best practices in technology governance, compliance, and service management.
- 5. Agenda Sound familiar? The A‐HA moment! How did I relate this to my ITSM Journey? What did I do? What were the results? What were the results? Final Thoughts!
- 6. Sound Familiar? Just Born’s IT Department faces the same Goals & Challenges as you: Goals: Improve IT services Demonstrate value Reduce costs Reduce costs Deliver!!! Challenges: Leadership support Business support Business support Peer support Where to start How to measure How to measure
- 7. The A‐HA Moment! e o e Fusion 10 Keynote Speaker – Boris Brott The analogy of a symphony orchestra analogy of a symphony orchestra…. Timing of bringing in musicians and instruments…. Each musician has a talent…. Each instrument has a purpose …. ….and when they work together in harmony, something wonderful happens. d h th k t th i h thi d f lh
- 8. How did I relate this to my ITSM journey? o d d e a e s o y S jou ey Each associate has a talent Each tool has a purpose Session 161: Framework Methodologies and Standards. A recipe for determining the right mix of each for ITSM success Deborah Anthony, HP Greg Peat, HP
- 9. How did I relate this to my ITSM Journey? o d d e a e s o y S ou ey and when they work together in harmony, something wonderful happens. Session 244: The Perfect Pair: Combining ITIL® and COBIT ® for Improved Service Capability Gary Hardy, IT Preneurs
- 10. How did I relate this to my ITSM Journey? o d d e a e s o y S ou ey ITIL®, Project Management, COBIT® , ISO, Six Sigma – Which one to use? Can draw upon all of them….. C d ll f h The question is not WHICH to use… The question is WHEN to use!
- 11. What Did I Do? at d o Established a Baseline using Gartner’s Maturity Model Leveraged what I learned about COBIT ® Integrated with our “PMO” Connected with our resident Lean/Six Sigma Experts
- 12. What Did I Do? a d o IT Maturity Model Survival Awareness Committed Proactive Service‐Aligned Business Partnership Little to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to the infrastructure and infrastructure and environment, for service quality through business; customer- business for increasing operations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and the business; beginning IT support processes development, competitive and trusted competitiveness of to take actions (in and improved success governance structures IT service provider. business processes, as people/organization, people/organi ation Oct Oct in project management and implementation of well as the business as ell b siness process and to become more proactive, cross- a whole. technologies) to gain 2010 customer-centric and departmental operational control and increase customer processes, such as visibility. satisfaction. change and release management. Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
- 13. What Did I Do? a d o IT Maturity Model Survival Awareness Committed Proactive Service‐Aligned Business Partnership No organizational Defined technology Technology centric Process-centric Customer and Business optimization focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial People infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture operations and operations service desk function centric, formal and staff governance No formal IT 1995 hoc,1997 2004Defined processesand Ad 2000 IT service support for 2006 but aware that Repeatable and Integrated automated Dynamic optimization Pre Pre processes for IT processes are individually and extended beyond of IT Services; Process infrastructure and to tools toTo To project management implement To necessary, dependent To automated; focus on IT I&O; focus on all implement processes 1995 operations on de facto processes service delivery- related processes service and business management fostering business innovation 1997 2000 2006 20042010 processes No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting execution on tools; no formal related management standards and process/tools new technologies and technology infrastructure tools; desktop policies; process and architecture. Shared impact to business; Technology investments hardware or software hardware/software domain centric services; aggregated real time infrastructure standards standards defined; management tools; capacity management begin infrastructure virtualization standardization/rationa foundation in place lization No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution Business management functions budgeting Office form all key metrics, metrics Management g performance competitiveness indicators Maturity Level 0 1 2 3 4 5 Gartner IT Infrastructure and Operations Maturity Model www‐05.ibm.com/.../Gartner_‐_The_Road_to_Infrastructure_and_Operations_Maturity_through_Service_Management.pdf www 05 ibm com/ /Gartner The Road to Infrastructure and Operations Maturity through Service Management pdf
- 14. What Did I Do? at d o Leveraged what I learned about COBIT® COBIT ® starts by linking Business Goals to IT Goals; Financial Customer Internal Learning & Growth There are 17 pre‐defined Business Goals across the 4 perspectives That are supported by 28 IT Goals Through 34 IT Process Controls. Session 244: The Perfect Pair: Combining ITIL® and COBIT for Improved Service Capability Gary Hardy, IT Preneurs
- 15. What Did I Do? a d o Leveraged what I learned about COBIT® Where to Start – A “bottom up” approach: Where to Start A “bottom up” approach: The pain points from our customers point of view? The pain points from our customers point of view? Identify and Allocate Costs (DS6) OR Manage Projects (PO10) Identify and Allocate Costs (DS6) OR Manage Projects (PO10) Identify and Allocate Costs (DS6) OR Manage Projects (PO10) Projects (PO10) OR The ones we already know as mission critical? The ones we already know as mission critical? y Ensure System Security (DS5) OR Manage Changes (AI6 ) OR The ones that can be quickly improved? The ones that can be quickly improved? Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 ) Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )
- 16. What Did I Do? a d o Leveraged what I learned about COBIT® COBIT ® Online Benchmark – Online Benchmark Production/Manufacturing/Retail (121) Acquire & Implement Monitor & Evaluate Deliver & Support Plan & Organize
- 17. What Did I Do? a d o Leveraged what I learned about COBIT® COBIT ® Online Benchmark – Online Benchmark PO10 (Manage Projects) Plan & Organize
- 18. What Did I Do? a d o Leveraged what I learned about COBIT® COBIT ® Online Benchmark Online Benchmark – DS10 (Manage Problems) Deliver & Support
- 19. What Did I Do? a d o Connected with our “PMO” Established a Project Management Process j g Immediately Identified 2 issues with “Target Date” g g Customer Target vs. IT Target Actually having a Target Date Before Connecting with “PMO” g Projects completed by Customer’s Target Date – 15% Projects without a defined Target Date – 10%
- 20. What Did I Do? a d o Connected with resident Lean/Six Sigma Experts Session 340: Six Sigma, ITIL®: Powerful and Practical Tools for Service Desk Quality, Improvements and Cost Savings Kirk Holmes, Holmes and Associates, Inc.
- 21. What Did I Do? at d o Connected with resident Lean/Six Sigma Experts Signed up for our Brown Bag “Intro to Lean” sessions Signed up for our Brown Bag “Intro to Lean” sessions Learning a new “language” Gemba Walk Kaizen Kanban 5S 5 Why A3
- 22. What did I do? Connected with resident Lean/Six Sigma Experts Established an A3 Template for Problem Solving Established an A3 Template for Problem Solving Identify Problem or Need Determine Countermeasures Understand Current State Countermeasure Plan Define Target State Check Results Root Cause Analysis Update Standard Work
- 23. What were the results? “PMO” Lean/Six Sigma COBIT ® Maturity Model
- 24. What were the results? Connected with our PMO Projects Completed by “Agreed Upon” Target Date 15% 30% 48% 80% + Before PMO After PMO After 6 months 12 month Target
- 25. What were the results? Leveraged what I learned about COBIT® COBIT ® Online Benchmark Online Benchmark – PO10 (Manage Projects) Plan & Organize
- 26. What were the results? Connected with resident Lean/Six Sigma Experts Starting to connect the dots between Lean/Six Sigma and ITIL. Starting to “connect the dots” between Lean/Six Sigma and ITIL. Tapping into their knowledge. Lean/Six Sigma ITIL Lean ‐ Systematic Problem Solving Problem Management • Identify • Problem Detection • Contain • Investigate & Diagnose • Root Cause Root Cause • Resolve • Countermeasure • Monitor & Measure • Verify Six Sigma ‐ DMAIC Continual Service Improvement • D fi Define • D fi Define what to measure h • Measure • Define what you can measure • Analyze • Collect the data • Improve • Process the data • C t l Control • A l Analyze the data th d t • Present the data • Implement the change
- 27. What were the results? Connected with resident Lean/Six Sigma Experts Creating an atmosphere of trust, teambuilding and understanding.
- 28. What were the results? Leveraged what I learned about COBIT® COBIT ® Online Benchmark Online Benchmark – DS10 (Manage Problems) Deliver & Support
- 29. What were the results? Leveraged what I learned about COBIT® COBIT ® Online Benchmark Online Benchmark – Monitor & Evaluate Monitor & Evaluate
- 30. What were the results? Leveraged what I learned about COBIT® Service Desk Metrics Service Desk Metrics Jan 2011 – Started measuring Closure Rates of Service Desk Tickets 25 100.0% 93.4% 91.3% 90.0% 90 0% 23.6 20 77.0% 80.0% 91.0% 93.4% 70.0% 20.1 76.2% 15 60.0% Incident Incident 50.0% 10 Incident Support 40.0% Support 4.7 Support 30.0% 3.3 20.0%5 10.0% 2.3 2.5 0 0%0 0.0% 2010 2010 Q1 2011 Q1 2011 Q2 2011 Q2 2011 2010 Q1 2011 Q2 2011 Ticket Closureof Ticket Desk Tickets Average Age Rate within Closure Rates of Service SLA Time Limits
- 31. What were the results? Maturity Model Survival Awareness Committed Proactive Service‐Aligned Business Partnership No organizational Defined technology Technology centric Process-centric Customer and Business optimization focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture People operations and operations service desk function centric, formal and staff governance No formal IT Ad hoc, but aware that Defined processes for Repeatable and Integrated automated Dynamic optimization Process processes for IT infrastructure and processes are necessary, dependent Oct management OIT serviceJUN and project support individually automated; focus on IT and extended beyond I&O; focus on all of IT Services; implement processes operations on tools to implement de facto processes 2010 2011 service delivery- related processes service and business management fostering business innovation processes No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting execution on tools; no formal related management standards and process/tools new technologies and Technology technology t h l infrastructure i f t t tools; d kt t l desktop policies; process and li i d architecture. Shared hit t Sh d impact to business; i tt b i investments hardware or software hardware/software domain centric services; aggregated real time infrastructure standards standards defined; management tools; capacity management begin infrastructure virtualization standardization/rationa foundation in place lization Business No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution management functions budgeting Office form all key metrics, metrics metrics Management performance competitiveness indicators Maturity Level 0 1 2 3 4 5
- 32. What were the results? Maturity Model Survival Awareness Awareness Committed Proactive Service‐Aligned Service Aligned Business Business Partnership Little to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to the infrastructure and infrastructure and environment, for service quality through business; customer- business for increasing operations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and the business; beginning IT support processes development, competitive and trusted competitiveness of to take actions (in and improved success governance structures IT service provider provider. business processes, as processes people/organization, Oct Jun in project management and implementation of well as the business as process and to become more proactive, cross- a whole. technologies) to gain 2010 2011 customer-centric and departmental operational control and increase customer processes, such as visibility. satisfaction. change and release management. Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 32
- 33. Final Thoughts g By using these frameworks we are…. Ensuring organization s satisfaction with IT by…. Ensuring organization’s satisfaction with IT by Reducing service/support delivery defects and rework Responding to requirements aligned with Business Strategy Delivering on time/on budget & meeting quality standards Delivering on time/on budget & meeting quality standards Providing transparency to IT costs, service levels, strategy, etc Ensuring that IT continuously improves & is ready for future change Which adds Value to the organization by…. Ensuring service continuity and availability Managing IT‐related business risk Improving corporate governance and transparency. Obtaining reliable & useful information for strategic decision making Managing business change
- 34. Final Thoughts g We can be satisfied with this….. …or strive for this.
- 35. Final Thoughts g Sample Whitepapers available online COBIT® MAPPING: MAPPING OF ITIL V3 WITH COBIT® 4.1 IT Governance Institute ‐ Available through ISACA (membership required) INTEGRATING PROJECT MANAGEMENT AND SERVICE MANAGEMENT Reginald Lo, Third Sky, Inc ‐ Available through itSMF USA (membership required) INTEGRATING SIX SIGMA AND ITIL® FOR CONTINUAL SERVICE IMPROVEMENT Jack Probst and Gary Case, Pink Elephant – Available through Best Management Practice (OGC) Jack Probst and Gary Case Pink Elephant Available through Best Management Practice (OGC)