Sustain your business with IT Governance Grow your business with IT Service Management
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Sustain your business with IT Governance Grow your business with IT Service Management Parry McGill Competitive in our pricing through comparable industry benchmarks Focused on our competencies and core strategic activities Flexible to absorb a variable workload Scalable in our ability to support a growing business Parry McGill IT Governance and Service Management IT Governance & Service Management
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Parry McGill IT Governance and Service Management. Sustain your business with IT Governance Grow your business with IT Service Management. Parry McGill Competitive in our pricing through comparable industry benchmarks Focused on our competencies and core strategic activities - PowerPoint PPT Presentation
Transcript of Sustain your business with IT Governance Grow your business with IT Service Management
Sustain your business with IT Governance
Grow your business with IT Service Management
Parry McGill
Competitive in our pricing through comparable industry benchmarks Focused on our competencies and core strategic activities Flexible to absorb a variable workload Scalable in our ability to support a growing business
Parry McGill
IT Governance and Service Management
IT Governance & Service Management
This Presentation gives examples of real ‘pain points’ that we have seen in
organisations following ITSM and/or Governance project implementations. It
gives first steps regarding how to solve those pain points. Following these
‘first steps’ more detailed analysis and work will be required in order to realise
exceptional improvements.
What are your internal ‘Pain Points’?
Parry McGill : Pain Point Consulting
IT Governance & Service Management
An overall comment: Remember that any IT Service Management or
Governance Project is NOT an IT Project, but is a ‘Business Process
Change’ Project, and the usual ‘Organisational Change’ parameters must be
considered in order to make the project a success and negate as far as is
possible any ‘Pain Points’ that you may expect to have.
The Pain Point:
The IT Team are implementing ITIL and other Governance processes, but we do not feel that we are being consulted, or listened to enough
This means that we may be forced to adhere in the future to a new process set, which may not be the best solution for our business!
Points of Action:
Talk to your IT Team from a position of strength. Find out what they are doing and agree with them the interfaces between IT and your department
Before any processes or workflows are agreed, agree that a ‘joint sign-off’ process must be completed, especially as regards the process interfaces
Have your own experts and influence the outcome towards the business as well as IT!
Our IT Team are implementing ITIL / New Governance Processes, but we don’t feel involved!
IT Governance & Service Management
The Pain Point:
We have implemented ITIL successfully within our company, but we are still having conflicts with our internal Project Management System
Our Project Management system works for SOX / FDA as it was designed to, but this doesn’t seem to fit into the ITIL Processes
Points of Action:
Review the ITIL implementation in your organisation. Review your internal Project Management System, they can work together!
Don’t do the ITIL implementation ‘from the books’. Remember that the ‘books’ are designed for ALL companies, EVERYWHERE. Take what is good for YOUR company, and YOUR required process set, and integrate.
Don’t destroy what you already have if it works!
ITIL doesn’t work with our Project Management methodology / system
IT Governance & Service Management
Staff are not convinced about ITIL
The Pain Point:
We have implemented ITIL, but I don’t really see the benefits Staff argue and under the surface are still doing things ‘the old way’
because it’s easier for them It’s just ‘another’ IT Management ‘fashion’
Points of Action:
More training!… more publicity, more communication and urgency (See J.P. Kotter, ‘Leading Change’) and remember this is a Business Process Change Project! It is NOT just an ‘IT Infrastructure’ Project.
Review and implement the reporting structures that you need, this will then provide valuable input into your Continual Improvement process that will, over time, demonstrate REAL value to your staff.
If the process is not easy to follow, then review the implementation as the easiest way of doing things, should be to follow the process
IT Governance & Service Management
Its too complicated to work: staff don’t understand or support it (1)
The Pain Point:
Our Service Management implementation is good, but we still have some issues with it and it causes ‘disagreements’ within the organisation
We don’t feel that we are reaping the full benefits as described in the books and it’s too complicated generally,.. Staff don’t understand…
We don’t really know what the long term plan is
Points of Action:
Review your Service Management implementation. If it is good, then it is also flexible. Know and communicate your implementation (see next slide).
Decide where to allow, and where to disallow, flexibility in your internal Service Management process actions
What benefits did you expect to reap? Was this a case of misled expectations (communication)?
IT Governance & Service Management
Its too complicated to work, staff don’t understand or support it (2)
IT Governance & Service Management
‘Know’ & communicate your current and planned Governance Landscape ‘Know’ & communicate your current and planned Governance Landscape
‘As is’ for now..‘As is’ for now..
Improvement actions are…….Improvement actions are…….
Review & re-alignReview & re-align
3. Target directly the Actions to get there
3. Target directly the Actions to get there
Capacity Mgmt. Capacity Mgmt.
Availability Mgmt. Availability Mgmt.
IT Service. Cont. Mgmt. IT Service. Cont. Mgmt.
Financial ManagementFinancial Management
Service Portfolio Mgmt.Service Portfolio Mgmt.
Demand ManagementDemand Management
Information Security Mgmt.Information Security Mgmt.
Supplier ManagementSupplier Management
Measurement & ReportingMeasurement & Reporting
ArchitectureArchitecture
1. Where we are today1. Where we are today
SLM SLM
Capacity Mgmt. Capacity Mgmt.
Availability Mgmt.Availability Mgmt.
IT Service Cont. Mgmt. IT Service Cont. Mgmt.
Incident Mgmt. Incident Mgmt.
Config. Mgmt. Config. Mgmt.
Release Mgmt. Release Mgmt.
Change Mgmt. rChange Mgmt. r
Problem Mgmt. Problem Mgmt.
Financial ManagementFinancial Management
Service Portfolio Mgmt.Service Portfolio Mgmt.
Demand ManagementDemand Management
Information Security Mgmt.Information Security Mgmt.
Supplier ManagementSupplier Management
Measurement & ReportingMeasurement & Reporting
ArchitectureArchitecture
2. Where we want to be2. Where we want to be
SLMSLM
Incident Mgmt. Incident Mgmt.
Config. Mgmt. Config. Mgmt.
Release Mgmt. Release Mgmt.
Change Mgmt. Change Mgmt.
Problem Mgmt. Problem Mgmt.
Cont. Service ImprovementCont. Service Improvement Cont. Service ImprovementCont. Service Improvement
Other ‘ITIL’ and/orGovernance processes
not considered or implemented
Other ‘ITIL’ and/orGovernance processes not considered
or implemented
CSICSI
Service StrategyService Strategy
ServiceDesignServiceDesign
ServiceTransitionService
Transition
ServiceOperationService
Operation
…and include the process
integration in the planning!
…and include the process
integration in the planning!
Head Office in Basel, Switzerland
For more information, please call or email:
Phone: (0041)76 433 5972
Parry McGill
IT Governance and Service Management
IT Governance & Service Management
