Implementing ITIL
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Implementing ITIL in Small Companies Reality vs. Theory
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Implementing ITIL
Transcript of Implementing ITIL
PowerPoint PresentationAgenda
Review of ITIL v3 key concepts, definitions, objectives and how ITIL processes can improve IT operations
Why ITIL needed to change
Implementation approach – Implementing ITIL in small companies
Common challenges with implementing ITIL in small companies
Best Practice vs. appropriate measures
*
Objectives
A level-set as to the changes in ITIL v3 and what those changes mean to small and medium size companies.
As a result of this presentation, attendees should be able to walk away with a realistic understanding of how ITIL can be leveraged in small companies.
Understand the difference between conceptual ITIL approaches and what has actually worked at several small companies that have successfully implemented ITIL.
Overcome ITIL process paralysis that conceptual models, and/or large shop models have induced in us all.
*
Service Strategy
A view of ITIL that aligns business and IT so that each brings out the best in the other. It ensures that every stage of the service lifecycle stays focused on the business case and relates to all the companion process elements that follow.
Subsequent titles will link deliverables to meeting the business goals, requirements and service management principles described in this publication.
Concepts and guidance in this publication include:
Service Management strategy and value planning
Linking business plans and directions to IT service strategy
Planning and implementing service strategy.
*
Service Design
In order to meet the current and future business requirements, Service Design provides guidance on the production and maintenance of IT policies, architectures, and documents for the design of appropriate and innovative IT services solutions and processes.
Concepts and guidance in this publication include:
Service design objectives and elements
Selecting the service design model
Cost model
Benefit/risk analysis
Service Transition
Service Transition focuses on the broader, long-term change management role and release practices, so that risks, benefits, delivery mechanism and the ease of ongoing operations of service are considered.
This publication provides guidance and process activities for the transition of services into the business environment.
Concepts and guidance in this publication include:
Managing organizational and cultural change
Knowledge management
Service Operations
By focusing on delivery and control process activities, a highly desirable, steady state of managing services can be achieved on a day-to-day basis.
To ensure it is integrated with the rest of the ITIL library, guidance is based on a selection of familiar service support and service delivery control points.
Concepts and guidance in this publication include:
Application Management
Change Management
Operations Management
Continual Service Improvement
Alongside the delivery of consistent, repeatable process activities as part of service quality, ITIL has always emphasized the importance of continual improvements.
Focusing on the process elements involved in identifying and introducing service management improvements, this publication also deals with issues surrounding service retirement.
Concepts and guidance in this publication include:
Business and technology drivers for improvement
Justification
Methods, practices and tools
ITIL V2
Alignment:
V3 will also include complementary material, such as support for particular market verticals or technologies and web-based, value add products.
Set of 2 core books:
Service Management
Service Support
Service Strategy
Service Design
Service Transition
Service Operation
*
*
Add Process Models for every process
To move with the industry in some key strategic changes such as outsourced services, cultural change factors
Scalability – address small, medium and large
To allow synergy with other best practices e.g. COBIT®, CMMI®
More on business benefits and marketing of ITIL®
Guidance on selecting good tools
Consistent terms and definitions
V3 shows you what to do and more on HOW to do it
CMMI is a registered trademark of the Software Engineering Institute of the USA.
*
Focus on value for the customer and their business
Tighter link to the customer
Integration of the IT service with the business
Industry does not need unnecessary change
But extend and change where necessary
Extend to keep up with business dynamics
E.g. Internet forces, low cost computing, ubiquitous connectivity, SOA, need for corporate and IT governance
Continued alignment to emerging standards e.g. ISO/IEC 20000
Reference out to other best practices, frameworks and standards
*
*
V2 was driven through process understanding
V3 uses models throughout for services and service management
V3 is more concerned with
The value the Service delivers to the business goals, subject to constraints
Influences and effects at different points within the life cycle
Dependencies among the lifecycle stages
How a service is made up and delivered through capability and resources
Roles and responsibilities of the key players
*
Roles and responsibilities – will need to cover Process Owner and Service Owner, also give some examples of the other roles particularly the new areas such as Deployment Manager, Service Asset Manager, Service Catalogue Manager, Continual Service Improvement Manager.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
V3 recognizes that:
There are far more functions than just the Service Desk
“People motivators” play an important role in the success of Service Management delivery
IT is a Strategic Business Unit
ITIL v2 did not lend itself to small and medium size companies
*
Source: Gartner 2004 Survey
53% - to improve quality of service without adding cost;
21% - to improve IT's agility to respond to new organization requirements
15% - to meet the growing demands of Compliance
Source: Gartner 2006 Survey
How do we get to where we want to be?
Have our milestones been achieved?
High-Level Objectives
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Enhanced/Increased Service Levels
Align IT goals with those of Units supported
As an IT department, your never too small to add value, just make sure you know what value means to your Customer(s)
Make “Excellence in Service” a part of culture
Improved quality and reliability of IT services offered
But don’t build a Ferrari to do the job of a Chevy.
Optimize resource utilization
Enforces collaboration across silos
Even small companies can divide themselves into silos based on functions, with the appropriate processes and overarching services, those silos can achieve efficient collaboration and role sharing.
Move from traditional supply-demand model to customer oriented processes and service value creation
*
Implementation as comprehensive organizational change program
Even in small companies change needs to be planned and managed
Proactive and visible Executive sponsorship
Communication, training and awareness
Start with baselines, do not over-engineer, monitor, review and improve
Project management discipline and best practices
Strategic foundational efforts with quick wins
Start small, identify opportunities to impact business – DO NOT focus on IT improvements only.
Significant emphasis on metrics
Automation wherever possible to support key processes
*
Building bureaucracy
Inappropriate skills to manage change and define process
Inadequate training of IT professionals and disagreement on terminology and issues facing organization
Inappropriate vision, leadership and expectations
Losing momentum
Service levels dropping during transition
Tool implementations taking too long
*
Best Practice vs. Appropriate measures
*
Grass roots effort to implement ITIL failed
Business partners were not educated on ITIL, therefore did not understand the overall value and did not support IT’s efforts
IT’s initial ITIL Process implementation plan was too aggressive, thus IT became confused and could not stay the course when combined with the existing work and resources – to much to soon
Second attempt to implement ITIL succeeded
IT sponsored an ITIL Executive Overview session to drive understanding of ITIL value
IT established communication channels and incident reports to directly correlate ITIL-based improvements to business objectives
A third-party ITIL expert was engaged to provide leadership, “plan out” the ITIL implementation strategy and provide SME knowledge and experience
A balanced approach (best practice vs. appropriate measures)
After failing with the perceived “ITIL best practice” approach, IT chose to survey the customer base and identified tangible improvements.
A “phase 1” plan was developed in partnership to bring immediate improvements which resulted in quick wins that reinforced ITIL’s value and the commitment of stakeholders.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Mid-Market Financial Institution – IT size = 24
Additional product segments forced IT innovation
With the Market slippage on some products as a result of the Home loan funding crisis, business looked to expand its product segments
IT responded by partnering with the both the existing and new product segment managers to identify how they could increase capacity with current resources to meet the additional business demand.
IT looked for leverage points within their IT infrastructure and application portfolio to identify shared service opportunities while also identifying weak-points in process, technology and resource capabilities.
ITIL was identified to provide the necessary process improvements on the support side while resources were re-focused to establish the required functionality and platforms to support the new product segments.
Top-down and bottom-up collaboration proves invaluable
With the assistance of a Third-party ITIL expert, an “IT Service” vision for the required services was developed in tandem between the business segments and IT
Based on that vision, IT was fundamentally transformed into a value-driven business segment (service provider)
Funding, Organizational Change, process adoption, adherence, oversight and communication was provided from the top-down
IT process improvements, automation, service mapping, reporting, communication and training was driven from the bottom-up
Staying the course requires commitment
There is no Magic Bullet when it come to implementing ITIL
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Resistance to ITIL based on perceived additional workload
As with many small IT shops, the initial response from IT resources to senior management was “structure and detailed processes will slow us down”
Although resistance to change comes in many forms, the perceived loss of IT agility and intimate customer care is based on theoretical misconceptions.
Training, current-state assessments and improvement targets break the barriers
In understanding IT resource resistance, IT Senior management brought in a third-party ITIL expert (Consultant) to reconcile these misconceptions with training
Once trained, resistance began to taper
The current-state assessment brought visibility to the fact that the perceived state of IT agility was in fact based on a customer care free-for-all approach
The consultant worked with IT to map out a service improvement plan that infused processes discipline without sacrificing customer touch-points
Small improvements in small steps – value begins to develop
By not making sweeping changes, small success fueled the next improvement
IT bought-in to ITIL and began to develop a common vision for Service Support as a whole.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
What can we learn about implementing ITIL in small companies
Have a plan for ITIL – just because you know what is needed does not mean you know how to sell it or implement it
Vet the plan and communicate its value in both business and IT terms.
Obtain third-party expertise with a proven track record of successful ITIL efforts.
Chose your path wisely – set small goals with quick returns, don’t get stuck in process paralysis.
Be a business partner – ensure your improvement strategy targets your customers pain-points, not just IT’s (shared vision)
Think of implementing ITIL as a transition to improving services, not as an absolute change and upheaval to IT
Don’t perceive yourselves as a small IT shop
Transform your small IT shop into a small company (service provider)
Understand IT resource resistance is based on several factors – most have been working in lean environments with limited structure in reaction mode – help them see the value of ITIL and that process rigor will improve their services.
Foster innovation, customer relationships and reward high-performers
Entire contents © 2007 Page *
ITIL v3 Differences Overview
*
Review of ITIL v3 key concepts, definitions, objectives and how ITIL processes can improve IT operations
Why ITIL needed to change
Implementation approach – Implementing ITIL in small companies
Common challenges with implementing ITIL in small companies
Best Practice vs. appropriate measures
*
Objectives
A level-set as to the changes in ITIL v3 and what those changes mean to small and medium size companies.
As a result of this presentation, attendees should be able to walk away with a realistic understanding of how ITIL can be leveraged in small companies.
Understand the difference between conceptual ITIL approaches and what has actually worked at several small companies that have successfully implemented ITIL.
Overcome ITIL process paralysis that conceptual models, and/or large shop models have induced in us all.
*
Service Strategy
A view of ITIL that aligns business and IT so that each brings out the best in the other. It ensures that every stage of the service lifecycle stays focused on the business case and relates to all the companion process elements that follow.
Subsequent titles will link deliverables to meeting the business goals, requirements and service management principles described in this publication.
Concepts and guidance in this publication include:
Service Management strategy and value planning
Linking business plans and directions to IT service strategy
Planning and implementing service strategy.
*
Service Design
In order to meet the current and future business requirements, Service Design provides guidance on the production and maintenance of IT policies, architectures, and documents for the design of appropriate and innovative IT services solutions and processes.
Concepts and guidance in this publication include:
Service design objectives and elements
Selecting the service design model
Cost model
Benefit/risk analysis
Service Transition
Service Transition focuses on the broader, long-term change management role and release practices, so that risks, benefits, delivery mechanism and the ease of ongoing operations of service are considered.
This publication provides guidance and process activities for the transition of services into the business environment.
Concepts and guidance in this publication include:
Managing organizational and cultural change
Knowledge management
Service Operations
By focusing on delivery and control process activities, a highly desirable, steady state of managing services can be achieved on a day-to-day basis.
To ensure it is integrated with the rest of the ITIL library, guidance is based on a selection of familiar service support and service delivery control points.
Concepts and guidance in this publication include:
Application Management
Change Management
Operations Management
Continual Service Improvement
Alongside the delivery of consistent, repeatable process activities as part of service quality, ITIL has always emphasized the importance of continual improvements.
Focusing on the process elements involved in identifying and introducing service management improvements, this publication also deals with issues surrounding service retirement.
Concepts and guidance in this publication include:
Business and technology drivers for improvement
Justification
Methods, practices and tools
ITIL V2
Alignment:
V3 will also include complementary material, such as support for particular market verticals or technologies and web-based, value add products.
Set of 2 core books:
Service Management
Service Support
Service Strategy
Service Design
Service Transition
Service Operation
*
*
Add Process Models for every process
To move with the industry in some key strategic changes such as outsourced services, cultural change factors
Scalability – address small, medium and large
To allow synergy with other best practices e.g. COBIT®, CMMI®
More on business benefits and marketing of ITIL®
Guidance on selecting good tools
Consistent terms and definitions
V3 shows you what to do and more on HOW to do it
CMMI is a registered trademark of the Software Engineering Institute of the USA.
*
Focus on value for the customer and their business
Tighter link to the customer
Integration of the IT service with the business
Industry does not need unnecessary change
But extend and change where necessary
Extend to keep up with business dynamics
E.g. Internet forces, low cost computing, ubiquitous connectivity, SOA, need for corporate and IT governance
Continued alignment to emerging standards e.g. ISO/IEC 20000
Reference out to other best practices, frameworks and standards
*
*
V2 was driven through process understanding
V3 uses models throughout for services and service management
V3 is more concerned with
The value the Service delivers to the business goals, subject to constraints
Influences and effects at different points within the life cycle
Dependencies among the lifecycle stages
How a service is made up and delivered through capability and resources
Roles and responsibilities of the key players
*
Roles and responsibilities – will need to cover Process Owner and Service Owner, also give some examples of the other roles particularly the new areas such as Deployment Manager, Service Asset Manager, Service Catalogue Manager, Continual Service Improvement Manager.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
V3 recognizes that:
There are far more functions than just the Service Desk
“People motivators” play an important role in the success of Service Management delivery
IT is a Strategic Business Unit
ITIL v2 did not lend itself to small and medium size companies
*
Source: Gartner 2004 Survey
53% - to improve quality of service without adding cost;
21% - to improve IT's agility to respond to new organization requirements
15% - to meet the growing demands of Compliance
Source: Gartner 2006 Survey
How do we get to where we want to be?
Have our milestones been achieved?
High-Level Objectives
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Enhanced/Increased Service Levels
Align IT goals with those of Units supported
As an IT department, your never too small to add value, just make sure you know what value means to your Customer(s)
Make “Excellence in Service” a part of culture
Improved quality and reliability of IT services offered
But don’t build a Ferrari to do the job of a Chevy.
Optimize resource utilization
Enforces collaboration across silos
Even small companies can divide themselves into silos based on functions, with the appropriate processes and overarching services, those silos can achieve efficient collaboration and role sharing.
Move from traditional supply-demand model to customer oriented processes and service value creation
*
Implementation as comprehensive organizational change program
Even in small companies change needs to be planned and managed
Proactive and visible Executive sponsorship
Communication, training and awareness
Start with baselines, do not over-engineer, monitor, review and improve
Project management discipline and best practices
Strategic foundational efforts with quick wins
Start small, identify opportunities to impact business – DO NOT focus on IT improvements only.
Significant emphasis on metrics
Automation wherever possible to support key processes
*
Building bureaucracy
Inappropriate skills to manage change and define process
Inadequate training of IT professionals and disagreement on terminology and issues facing organization
Inappropriate vision, leadership and expectations
Losing momentum
Service levels dropping during transition
Tool implementations taking too long
*
Best Practice vs. Appropriate measures
*
Grass roots effort to implement ITIL failed
Business partners were not educated on ITIL, therefore did not understand the overall value and did not support IT’s efforts
IT’s initial ITIL Process implementation plan was too aggressive, thus IT became confused and could not stay the course when combined with the existing work and resources – to much to soon
Second attempt to implement ITIL succeeded
IT sponsored an ITIL Executive Overview session to drive understanding of ITIL value
IT established communication channels and incident reports to directly correlate ITIL-based improvements to business objectives
A third-party ITIL expert was engaged to provide leadership, “plan out” the ITIL implementation strategy and provide SME knowledge and experience
A balanced approach (best practice vs. appropriate measures)
After failing with the perceived “ITIL best practice” approach, IT chose to survey the customer base and identified tangible improvements.
A “phase 1” plan was developed in partnership to bring immediate improvements which resulted in quick wins that reinforced ITIL’s value and the commitment of stakeholders.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Mid-Market Financial Institution – IT size = 24
Additional product segments forced IT innovation
With the Market slippage on some products as a result of the Home loan funding crisis, business looked to expand its product segments
IT responded by partnering with the both the existing and new product segment managers to identify how they could increase capacity with current resources to meet the additional business demand.
IT looked for leverage points within their IT infrastructure and application portfolio to identify shared service opportunities while also identifying weak-points in process, technology and resource capabilities.
ITIL was identified to provide the necessary process improvements on the support side while resources were re-focused to establish the required functionality and platforms to support the new product segments.
Top-down and bottom-up collaboration proves invaluable
With the assistance of a Third-party ITIL expert, an “IT Service” vision for the required services was developed in tandem between the business segments and IT
Based on that vision, IT was fundamentally transformed into a value-driven business segment (service provider)
Funding, Organizational Change, process adoption, adherence, oversight and communication was provided from the top-down
IT process improvements, automation, service mapping, reporting, communication and training was driven from the bottom-up
Staying the course requires commitment
There is no Magic Bullet when it come to implementing ITIL
Entire contents © 2007 Page *
ITIL v3 Differences Overview
Resistance to ITIL based on perceived additional workload
As with many small IT shops, the initial response from IT resources to senior management was “structure and detailed processes will slow us down”
Although resistance to change comes in many forms, the perceived loss of IT agility and intimate customer care is based on theoretical misconceptions.
Training, current-state assessments and improvement targets break the barriers
In understanding IT resource resistance, IT Senior management brought in a third-party ITIL expert (Consultant) to reconcile these misconceptions with training
Once trained, resistance began to taper
The current-state assessment brought visibility to the fact that the perceived state of IT agility was in fact based on a customer care free-for-all approach
The consultant worked with IT to map out a service improvement plan that infused processes discipline without sacrificing customer touch-points
Small improvements in small steps – value begins to develop
By not making sweeping changes, small success fueled the next improvement
IT bought-in to ITIL and began to develop a common vision for Service Support as a whole.
Entire contents © 2007 Page *
ITIL v3 Differences Overview
What can we learn about implementing ITIL in small companies
Have a plan for ITIL – just because you know what is needed does not mean you know how to sell it or implement it
Vet the plan and communicate its value in both business and IT terms.
Obtain third-party expertise with a proven track record of successful ITIL efforts.
Chose your path wisely – set small goals with quick returns, don’t get stuck in process paralysis.
Be a business partner – ensure your improvement strategy targets your customers pain-points, not just IT’s (shared vision)
Think of implementing ITIL as a transition to improving services, not as an absolute change and upheaval to IT
Don’t perceive yourselves as a small IT shop
Transform your small IT shop into a small company (service provider)
Understand IT resource resistance is based on several factors – most have been working in lean environments with limited structure in reaction mode – help them see the value of ITIL and that process rigor will improve their services.
Foster innovation, customer relationships and reward high-performers
Entire contents © 2007 Page *
ITIL v3 Differences Overview
*
