This document describes the ITIL journey of the IT department at ADEKA Singapore, a subsidiary of a Japanese multinational corporation. It discusses how the department was previously disorganized and reactive before implementing ITIL. The department head learned about ITIL and began preparing the organization for implementation by designing processes, clarifying roles, selecting a service management tool, and addressing other preparatory tasks. After the initial implementation round, the department saw benefits like improved productivity, easier software asset management audits, and a case for more IT investments. The document stresses that ITIL implementation requires organizational change management and checks on objectives and maturity.
2. CONTENTS
1. Who is ADEKA?
1. ADEKA Singapore?
2. IT at ADEKA Singapore
1. History of the IT dept
2. Before ITIL
3. The ITIL Journey
1. Learning about ITIL
2. Preparing for ITIL
3. Introducing ITIL
4. After implementation round #1
4. Benefits of ITIL for ADEKA Singapore
3. WHO IS ADEKA?
• Member of the Furukawa conglomerate in Japan
• Established in 1917 – 1st mission, the manufacture of
NaOH
• 2 lines of businesses – Chemicals and Food
10. ADEKA SINGAPORE
AKA ADS
• 1st Overseas subsidiary
• Found in 1988
• Manufactures edible fats and oils, margarine, frozen
dough, etc
• IT function was officially founded after year 2003
• 15 years after its founding
• HQ’s approach to IT is decentralized
11. A LITTLE MORE ON IT
IN ADS
• IT was not planned but came about organically
• Started as a 1 person team, and expanded. Now 3 persons
• Objectives
• Keep the lights on
• Help employees with IT
• Execute IT related project
• Introduced top down
12. ADS IT PORTFOLIO
• Servers (~55 VMs production + non production)
• Physical + Virtualized Clustered Server Farm
• Network
• Fibre links, ring config, ~ 30 managed switches
• End user computer
• ~ 55 laptops and desktops over >5 offices locations
13. BEFORE ITIL
• Handled issues as they surfaced
• Different contact persons for issues
• Many more complains from users
• IT takes a long time to solve my issues
• IT also had its complains
• We are fighting fire everyday
• Tired running around
14. LIFE BEFORE ITIL
• Took everyday as it came
• Found it hard to keep track of all issues
• Didn’t have a record of issues and their resolution
15. POSSIBLE REASONS WHY
ITIL WASN’T ADOPTED
• IT seemed to work well enough
• There was some degree of acceptance that IT is like that
• IT is thought to be just difficult to manage
• Everyone used to seeing fire fighting
• Being busy seems like a good indicator of productivity
• IT is foreign so bosses spend more time on things they
are familiar with
16. YOUR ITIL JOURNEY
BEGINS WITH YOU
• Wondered if there was a better way
• To not have to constantly fight fires
• Improve the image of IT
• Education/Training was key
• ITIL v3 Foundation
• Operational Support and Analysis
• Service Offerings and Agreements
17. MY TARGETS
1. Improve the speed of resolution
2. Reduce the number of incidences
To not fight fire
continuously
Improve the image
of IT
Improve dept
morale
18. 1.IMPROVE SPEED OF
RESOLUTION
• Internal escalation targets
• Incident prioritization
• Improve speed of diagnosis
• i.e. via info from CMDB
• Knowledge base
• Not neglecting open issues
• Clarify incident details (logging & categorizing)
• Making incident details available to stakeholders
• Correct categorization
• Change management
• Remote control tools
19. 2.REDUCE NUMBER
OF INCIDENTS
• Problem management
• Business relationship management
• Maintaining customer relationshops
• Establish your scope of control
• User education
20. ITIL COMPONENTS
ADOPTED
• Service Transition
• Change management
• Service Asset and Configuration Management
• Knowledge management
• Service Operations
• Incident Management/Service Desk
• Request fulfilment
• Access management
• Problem management
21. NEXT STEPS
• Process design
• Steps
• Role clarification
• Tool selection and implementation
• Search and try tools and decide on one
• Learn the tool
• Securing budget and resources
• Take care of complements
• Remote control tool
• Things like naming conventions, asset labelling
22. PROCESS DESIGN -
STEPS
• Used the ITIL best practice as a benchmark to review our
own processes
• Opportunity to inform our own process and to improve
• Established our process reference
• i.e. incident management
• Log and understand incident
• Categorize & prioritize incident
• Initial Diagnosis of incident
• Investigate
• Resolve and close incident
• Record resolution steps
23. PROCESS DESIGN –
ROLE CLARIFICATION
• Being a small setup, everyone has to wear multiple hats
Role IT Manager Engineers
Incident Mgmt A, R R
Problem Mgmt A, R R
Change Mgmt A, R R
Knowledge Mgmt A, R R
24. NEXT STEPS
• Process design
• Steps
• Role clarification
• Tool selection and implementation
• Search and try tools and decide on one
• Learn the tool
• Securing budget and resources
• Take care of complements
• Remote control tool
• Things like naming conventions, asset labelling
25. THE SEARCH FOR A
TOOL
• Back when I searched for a tool, it was mostly on-premise
• Nowadays we have cloud based options
• Examples
• The big boys
• CA, BMC, HP
• The smaller players
• SysAid, ManageEngine/Zoho
27. SOFTWARE COSTS TO
TAKE NOTE OF
http://www.theboxbuilder.com/Web/en/Beneficios/coste.html
28. ADS TOOL SELECTION
CRITERIA
• Support for ITIL process we intend to adopt
• Ease of maintenance
• Ease of configuration, use and access
• Aligned with ADS tech architecture
• Within budget (acquisition & maintenance costs)
• Product/company track-record, roadmap, etc
• Product extensibility
• Reporting capabilities
• Quality/cost of support
31. CONFIGURATION
CHALLENGES
• Coming up with our internal Service Level Agreements
• What is acceptable or expected?
• Deciding on our Helpdesk Taxonomy
• Category noun > type noun > item verb
• http://www.itsmsolutions.com/newsletters/DITYvol6iss27.htm
32. NEXT STEPS
• Process design
• Steps
• Role clarification
• Tool selection and implementation
• Search and try tools and decide on one
• Learn the tool
• Securing budget and resources
• Take care of complements
• Remote control tool
• Things like naming conventions, asset labelling
33. COMPLEMENTARY TO-
DOS
• Remote control tool
• Needed a reliable, easy-to-use remote control tool
• Makes incident resolution process feel seemless
• Speeds up resolution
• Asset naming convention
• Impt to ADS to get a proper setup going
• Assets need to be identified
• Convention needs to be meaningful to aid adoption
34. POST IMPLEMENTATION
CHALLENGES
• Getting users to take ownership of their issues
• Users not reporting issues
• Users not cooperating enough in describing issues
• Do not lose sight of your goals and what time you have
available
• ITIL is also about organizational change.
• Just how much of the organization do you intend to
introduce change to?
35. CHANGE
MANAGEMENT
• How will you introduce the changes?
• How do the stakeholders feel? How much trust and
goodwill have you?
• Any low-hanging fruits? Celebrations at milestones or
achievements?
• Do you walk your talk?
• Do you & your org have enough time to take on another
project?
• Build in points at which to review progress
36. BENEFITS OF ITIL TO
ADS IT
• Improved productivity and effectiveness
• Software asset management audits are so much easier
• Has helped to make a case for more investments in IT
37. IN CLOSE
• ITIL is about
• Organizational change
• Heavy on processes
• Are your people ready?
• Your org maturity will affect implementation ease
• ITIL is a framework and not a methodology
• Check out ITIL Lite by Malcom Fry
• Have clear objectives
• It will help you make decisions and lead when the going
gets tough
