Housing Society’s

ISO 20000 ISO 20000 JourneyJourney

Peter Miao, Corporate IT Manager 25 January 2007

Content

Background of HK Housing Society Why choose to adopt ITIL? Preparation Work Current Status & Things Done Conclusions

Hong Kong Housing Society

Established in 1948 Aims to Serve the Needs of the HK Community

in Housing and Related Services NGO, Not-for-profit, Work Closely with the

Government as an Agent to Help Implementing Housing Policies

Housing Laboratory Web Site : www.hkhs.com

~ 1,040 Staff

~ 900 PC’s

39 IT Staff

4 Core Values

• Conduct Survey Annually• Learn Tenants’ Expectation• >85% Tenants Satisfy withour Services

Last 4 Years’ Annual Survey on IT User Satisfaction

1

2

3

4

5

1

2

3

4

5

ImportanceLevel of Satisfaction

05/0604/0503/0402/03

Things Done for Improving Service Quality & User Satisfaction

Established IT Help Desk Introduced Account Manager & “End to End”

Service Leader Roles CMM & 5-S Accredited IT Site Established Project Management Office Implemented User Friendly Utilities: Single Sign

On, Procure to Pay Workflow etc.

Increased Users’ Awareness of IT and Expectation

What are the Deficiencies?

Service Focused, Not Customer Focused Avg. Incidents’ Resolution Time too Long Service Level Mgt not Comprehensive Enough System Availability not Good Enough Impact Analysis on System Changes not Well

Assessed Knowledge not Effectively Shared, & more ……

Customer Oriented Culture

“It is important that all staff involved in delivering service are committed to the concept of Customer delight. This can only be achieved if the organisation’s culture demands it.”

Paragraph 3.4.1 of ‘IT Service Delivery’ OGC Text Book

Points to Sale ITIL to the Mgt

ITIL Helps Developing the Customer Oriented Culture and Enhances User Satisfaction

ITIL Reduces Efforts/Costs on Incidents and Problem Solving

ITIL Enhances System Availability & Serviceability ITIL Helps IT Team Doing Things More Effectively

and More Efficiently ITIL is the ERP for IT Operation ITIL Enhances IT Staff Job Satisfaction => A more

Stable IT Team and Many More …..

Before Formal Kick off in Apr 06

25 IT Staff Attended ITIL Foundation & 15 Took the Exam – Get Their Buy-in

2 IT Staff Obtained the ITIL Master Qualification – For Ensuring Exact SOW & Selecting the Right Implementation Partner

Developed Business Case, Obtained Management Support, Made 06/07 Budget Provision for Project Funding

Issued RPF in 1/06 and Conducted Throughout Evaluation Invited 25 End Users (Mostly System Owners) to Attend

ITIL Simulation Classes – Get Their Buy-in

ITIL Project Objectives Improve User Satisfaction by establishing Customer

Oriented Culture within IT organization Increase IT efficiency & effectiveness => Reduce IT cost Replace existing Help Desk system by the Proposed

Service Desk Establish Knowledge Management Framework to

Facilitate, Support and Manage ITSM processes. Implement Suitable tools and Related Customizations to

Facilitate and Manage ITSM Processes. Obtain ISO 20000 accreditation by October 2007

Project Status Completed All Practitioner Trainings for Process

Managers Completed Service Desk, Incident Management and

Problem Management and Conducted Prelmin. Audit to Identify Further Improvements

Self-Service of Service Desk for End Users Launched in early Dec 2006

~370 Knowledge Document Built Within 6 Months 5 Dash Broads for Monitoring Incidents Delivered Configuration Management, Release Management, &

Change Management In Progress

Service Desk

Assessm

ent &

P

roject S

tart Up

Change Mgt Availability Mgt Service Level

Mgt

Release MgtIncident Management

Problem Management

Configuration. Management

Quick Wins

IT Service Continuity Mgt

Capacity Mgt

Supplier Mgt

Financial mgt

ISO

20000 Pre-assessm

ent

Clo

sing

final G

aps

ISO

20000 Certificatio

nPhase 1:

User Support

Phase 2:

Release & Control

Phase 3:

Technology Focus

Phase 4:

Customer & supplier

Phase 5:

Certification

Apr 06–Sep 06 Oct 06–Feb 07 Feb 07–May 07 May 07–Aug 07 Aug 07–Oct 07

Service Reporting

Security Mgt

Business Relationship

Mgt

Involved >2/3 IT Team as Process Owners/ Coordinators & Got Their Hands Dirty (I)

Process Primary Secondary

Incident Management Peter Wong Karry Tang

Problem Management Wicky Kwok Peter Wong

Configuration Mgt Simon Ko Johnson Tse

Change Management Helena Hsu Johnson Tse

Release Management KM Ho Artis Cheung

Capacity Management KM Ho TBD

Service Level Mgt Johnson Tse Rico Chiang

IT Service Continuity Mgt Artis Cheung TBD

Financial Management Peter Miao N/A

Availability Management Kenny Ho TBD

Assign Different Incident Coordinators by Regular Rotation

Problem Manager Can Appoint Different Problem Coordinator Case by Case

Problem Coordinators have my Blessing to Investigate Root Causes and Get Support/ Resources from Other Teams

Knowledge Document/Problem Resolution will be Vetted and Rewarded for Quality Inputs

Involved >2/3 IT Team as Process Owners/ Coordinators & Got Their Hands Dirty (II)

Some Noticeable Achievements So Far # of Incidents Decreased by 25% within 5 months # of Escalation Cases Largely Decreased by 90% 22 Long Term Problems Fixed IT Colleagues Know More What Other Teams are

Doing during Incident Coordinator assignment Increased Morale among IT staff as they feel

Working Smarter and their effort are More Value Added to the customers

Increased Team Spirit During Cross Teams Problem Investigation and Resolution Process

Summary of ISO 20000 ProcessesRequirements for a management system Management responsibility

Documentation requirementsCompetence, awareness & training

Planning & implementing service management Plan, Implement, Monitor, Improve (PDCA)

Planning & implementing new or changed services Planning & implementing new or changed services

• Service Reporting • Service Level Mgt • Budgeting & Accounting

for IT Service

Release Processes• Release Management

Resolution Processes• Incident Management • Problem Management

Relationship Processes• Business Relationship

Management • Supplier Management

Control ProcessesConfiguration Management

Change Management

Service Delivery Processes• Capacity Mgt• Service Continuity &

Availability Mgt• Information Security

Mgt

Change Management

To facilitate the implementation of approved changes efficiently, and with acceptable risk to the existing and to the new IT end to end Services .

Typical End to End IT Service

Customer doesn’t care

what the service components are

Customer doesn’t care

what the service components are

End to End

Activities of Change ManagementJustified Assessed

Authorized

ScheduledControlled

implementation

Tested

Reviewed

Urgent

High

Medium

Low

Priority

Change Category

Change Category

Standard Change

Minor Medium Critical

Criteria Pre-defined Affect one project / service

only

Affect other projects / services with investment

<HK$300,000

Affect other projects / services with investment > HK$300,000

Approval Authority

Pre-approved Change Manager

Change Advisory Board

IT Management

Impact Analysis: impact one service only

Impact Analysis: impact two services

Impact Analysis: affected CIs

Relationship with Configuration Mgt

Initial Request for Change

Software CI to be changed

Related operating CI Related hardware CI

Related training CI

Configuration Management

CM

DB

Combined Request for Change

Configuration Management

Activities Planning Identification Control Verification and

Audit Status

Accounting

Planning

Approach (Scope & Detail) From the point of End to End IT Service Infrastructure CIs first and Client CIs second Self complete in all defined End to End IT Services External CIs (e.g. system interfaces) are also

included Provide sufficient information for impact analysis,

incident and problem management processes

Naming Convention of CI

CI CI Families Class Prefix Example

Hardware

Server

SUN Har_ser Har_ser0001:sunesj:ERP

Software &

Database

Oracle Dat_bas Dat_bas0001:oracle9i:ERP

Software

Application

Application App_ext App_ext0001:CMDB:ITSM

Service Service Ser Ser0001:ERP Service

Identification of CI’s The selection, identification and labeling of CI’s Determining CI owners Determining CI relationships These are all manual processes

IPMS-MM GAInterface

HKHS_IT

WF Work Order Service

ERPService

IPMSService

ITServices

IT Systems

IPMS-Rental

GA Interface

ERP

Hardware CI

Sunesj

SoftwareCI

Ow_u1galed WebSphere

`

Hkhserpb

`

Erpgen

Adobe Reader

JDE Process

. . . . . . . .

Over_ow_fgaled

IPMS-Rental GA Interface

File

. . . .

10+ Interface

Sunesj Sunesj

Oracle 9i

Central Library

Web Gen

Sunesj Sunesj Sunesj

IPMS-Rental GA Interface

Generation

DC LANService

Sunesj

DC LANService

Rates AP

Interace

. . . .

ERP

Verification and Audit

Detectable CIs (by tools) File: existence and changes Process / Service: alive and performance

Undetectable CIs (by manual) Printers Half Yearly Audit

Required Lots of Details

Hardware Name Type Serial number Location Name supplier Price Installation date Capacity …..

SLA Name Service Service Manager Customer Start date End date Critical Yes/No ……..

Software

Name

Kind of software

Version

Name supplier

Licensees

Location source

Accepted date

……..

Relationships in the CMDB

Example on Impact Analysis by Category

Category Subject to impact Impact and Affect

Category-3 [Critical]

Company Disabling impact (meaning actual or potential for long-term impact) on business and services across the entire enterprise.

Category-2[Medium]

Business Unit(Divisions)

Crucial impact to business functions for multiple workgroups.

Category-1[Minor]

Individual Group(Sections)

A Standard Change that impacts multiple users or keeps an organization from performing a business function.

Category-0Minimum Or No Business

impact

Individual Individual System performance is degraded. Can be resolved by Support Desk.

AND/OR Pre-approved procedure in place

Conclusion

1. ITIL = ERP of IT Services => ITIL Implementation is a Big Project <= Need Top Management Support

2. Sale System Owners, Get Their Buy-in => Let Them Know We Care

3. Involve as Many as Possible IT Staff, Empower Them and Get Their Hands Dirty => Enhance the Customer Oriented Culture within IT

4. To Work Smarter, You Need Tools to Facilitate

5. Think Differently, Do Differently, Be Different

Conclusion

THANK YOU

Q & A?