How do you implement ITSM successfully? Implementing ITSM within an organisation is a tricky prospect. Many organisations try to implement something like ITIL several times before succeeding. For the team charged with changing the mind-set and working practises of a whole organisation, which is what an ITSM implementation actually is, the task can be overwhelming. Join Eddie Potts, Principal ITSM Consultant at Pink Elephant EMEA, as he maps out an approach to successful ITSM implementations and discusses why many projects fail and how yours can succeed! Watch webinar recording here https://www.brighttalk.com/webcast/10001/120145

1. Pink Elephant – Translating Knowledge into Results
Implementing IT Service Management
Pink Elephant EMEA Ltd
Think Differently. Think Pink
Presented by: Eddie Potts

2. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
 IT Service Management Consultant
 Worked in ITSM for over 20 years
 Worked in a variety organisations,
 Small, Medium & Large and small
 Private, public
 UK, European, Global
Introduction – Eddie Potts

3. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
The inconvenient truth about change management
However…… without change there is no innovation, creativity, or
incentive for improvement. Those who initiate change will have a
better opportunity to manage the change that is inevitable.--William
Pollard (The Soul of the Firm)
of change initiatives fail! (Kotter, 1995)

4. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
People
• Enhanced Skills
• Multi Functional
Teams
• Values / Beliefs
• Cultural Biases
• Training
• Career Development
Process
• Single Point Of Accountability
• Logical Group Of Activities
• Cross Departmental
• Defined Procedures
• Repeatable, Consistent
• Global Standards
Management
• Mgmt. Commitment
• Mgmt. Participation
• Compensation / Rewards
• Values / Beliefs
• Coaching / Enabler
• Career Opportunities
• Organizational Design
Technology • Teamwork Enabled
• Service Management Tools
• Integrated Data Sharing
• Knowledge Management
• Management Information
Implementing ITSM is a complex undertaking

5. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
 There is little empirical evidence on how to conduct an
implementation project successfully, and how to measure the
success of an implementation initiative” (Iden and Eikebrokk, 2013)
Implementing ITSM is a complex undertaking

6. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Critical Success Factors
 “the things that must happen if a Process, Project, Plan, or IT
Service is to succeed” (Rudd, 2010).
 CSF’s …… are the most populous subject in the academic articles,
that discuss the adoption of ITIL (Iden and Eikebrokk, 2013).
6

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CSF: Management Support
Executive &
Sr. Mgmt
Middle Mgmt.
Operational
Staff
Transformation Process
Transformation Process
Transformation Process
Perceived ImportanceOrganizational Role
Changes with impact are usually initiated from top down.

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CSF: Competence & Training
8

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CSF: Stakeholder management
9

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The biggest reason for ITIL initiatives failing is resistance to change (Forrester, 2011)
CSF: Organisational Change

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Continual Service Improvement Model
11
(Rudd, 2007)
What is the vision?
Service & process
improvement
Measurable targets
Baseline
assessments
Where do we want to
be?
How do we get
there?
Did we get there?
Measurements &
metrics
Business vision,
mission, goals and
objectives
Where are we now?
How do we keep
the momentum
going?

12. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
What is the vision?

13. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
What is your ITSM Vision
 What is your ITSM vision?
?
 What are your business drivers?
 Reduce cost?
 Improve quality?
 Improve Business/IT alignment?

14. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Why do organisations implement ITIL?
 Classical economics theories e.g.
 Reduced costs
 Improved quality
 Improved IT business alignment
OR
 Coercive pressures such as
 Mimetic: Organisations may opt to mimic industry leaders to seek
competitive advantage.
 Coercive: External pressure from Customers, government
agencies, IT service providers, and vendors.
 Normative: Influence from the ITIL community
(Powell and DiMaggio, 1991).

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Technology
Customer Focus
Business Focus
Value Chain Focus
LOW
HIGH
Role Of IT/IS In The Organization
Required
position
The Vision: New Role For IT
IT is perceived as an
internal business partner
IT customers are the
customer of the organization
IT is focused on the customer and is
perceived as a external supplier of services
IT is focused on
products
IT is focused on technology and is
perceived as a “TV Repair Man”
Product / Service

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Where Are We Now?

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Customer Perspective?
Total Calls per Month
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Month
NoofCalls
Total ACD Calls
Incidents Logged
Total Abandoned
No of Calls Ans
Need to get more meaningful measures of the level of service quality delivered to customers

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Self Assessment?
Summary Page
Service
Management
Configuration
Management
Service Desk and
Incident
Change
Management
Problem
Management
Release
Management (V3)
Service Level
Management
IT Service
Continuity
Availability
Management
Capacity
Management
Financial ManagementCollated by ???????
Question No: Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man Des Man
Des
PASS 72%
NEAR PASS 40%
1 No Yes Yes Yes Yes No No Yes Yes No Yes FAIL <40%
2 No No Yes Yes No No Yes Yes No No Yes
3 No No Yes Yes No No No Yes No No Yes
4 Yes No Yes Yes No No Yes Yes Yes No Yes
5 Yes No Yes Yes No No Yes Yes Yes No Yes
6 No Yes Yes No No Yes Yes No No Yes
7 No Yes Yes No No Yes Yes No No No
8 No Yes Yes No No Yes No No No No
9 No Yes No No No Yes No No Yes
10 No Yes Yes Yes No
11 Yes
12 Yes
13 Yes
14 Yes
15 Yes
16 Yes
17 Yes
18 No
19 Yes
Count 4 1 4 6 11 8 5 4 4 6 5 4 6 4 4 4 3 6 0 10 0 9 108
Pass 1 1 1 0 11 7 5 3 1 1 0 0 4 4 4 3 2 1 0 0 0 7 56
Score 25% 50% 25% 0% 100% 44% 100% 38% 25% 8% 0% 0% 67% 50% 100% 38% 67% 8% 0% 0% 0% 39%
Combined 28.6% 16.7% 98.4% 96.6% 22.7% 0.0% 72.7% 93.8% 46.7% 0.0% 77.8% 50%
Overall Assessment 0 0 1 1 0 0 1 1 0 0 1
Weighting 5 3 5 5 4 3 3 3 3 3 3
Max Score 21 18 63 29 22 19 22 16 15 10 9
Actual Score 6 3 62 28 5 0 16 15 7 0 7

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Capability Maturity Model Index – Estimate!
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
SMS
SLM
Incident
Problem
Change
ReleaseConfig
ITSCM
Availability
Financial
Capacity
Where we are now?
Where we want to get to?
Utopia
?
ITSM implementation or improvement?

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Where Do We Want To Be?

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21
Technology
Customer Focus
Business Focus
Value Chain Focus
LOW
HIGH
Role Of IT/IS In The Organization
Required
position
What is the vision
IT is perceived as an
internal business partner
IT customers are the
customer of the organization
IT is focused on the customer and is
perceived as a external supplier of services
IT is focused on
products
IT is focused on technology and is
perceived as a “TV Repair Man”
Product / Service

22. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
22
5) Value Chain Focused Service Strategy
Service Portfolio Mgmt.
4) Business Partner Focused Financial Mgmt (costing and charging)
IT Service Continuity Mgmt. (Integrated with Bus Cont)
Demand Mgmt.
Transition Planning and Support
3) Business Customer Focused Service Portfolio Mgmt. (CSI Focused)
Financial Mgmt. (service based costing)
SLM (Business Relationship Mgmt.)
Service Catalog Mgmt. (Interactive / business customer)
Capacity & Availability Mgmt.
Enterprise IT Supplier Mgmt.
Knowledge Mgmt.
2) Service Focused Service Portfolio Mgmt. (Project Focused)
Service Level Mgmt. (ola / sla)
Release & Deployment Mgmt. (SVT & Evaluation)
Service Asset & Configuration Mgmt.
Problem Mgmt. (Proactive)
Information Security Mgmt.
Request Fulfillment / Event Mgmt.
IT Service Continuity Mgmt. (IT focused)
1) Technology Focused Change Mgmt
Problem Mgmt. (RCA – Reactive)
Incident Mgmt.
Service Catalog Mgmt. (IT & user focused)
Access Mgmt
Logical and Physical Device Security
Capacity, Availability, Event (component / domain)
So where should I start my journey?
ContinualServiceImprovement

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Where do we want to be? - CMMI
CMMI Model
0 – Non-existent: Describes a total lack of process activities.
1 - Initial Describes evidence that the enterprise recognizes issues
exist and need to be addressed.
2 – Repeatable Describes processes designed so that similar procedures
are followed by individuals. There is a high reliance on
individual knowledge and skill level
3 – Defined: Describes a standardized and documented level of
process which is communicated through training.
4 – Managed: Describes processes which are good practice and under
constant improvement. Automation and tools are used to
support the activities.
5 – Optimized: Describes the facility of the ITIL process to receive and
provide quality data to external management and
business processes.

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Value Of
IT Processes
to the
Business
Maturity of IT Processes
High ££
High
Low ££
Low
RISK!!
0 1 2 3 4 5
IMPM
CM
Config
Additional Considerations
• Added business value
• Ability to implement
• Quick gains
• Costs
• Resources
• Competing projects
• Culture
• Etc.
“Largely Overdoing It"
In Relation To The
Low Value Of IT To
The Business
Area Where The
Business Runs
High Risks
RM
SLM
Where do we want to be?

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How Do We Get There?

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Our Iceberg is Melting
26

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1) Establish a sense of urgency
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Help others feel a gut-level determination to move and win, now
Related CSF’s
Feasibility study before the actual implementation

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2) Create a guiding coalition
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Putting together a group with enough power to lead the change
Related CSF’s
Management support / Project champion
Interdepartmental collaboration
Customer orientation

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3) Develop a shared vision
29
Clarify how the future will be different from the past
Related CSF’s
Goal setting through process maturity framework
Implementation strategy and design

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4) Communicate the vision
30
Ensuring that as many people as possible understand and accept the vision
Related CSF’s
Continuous reporting and auditing through a quality management framework
Stakeholder management
Ability of IT Staff to Adapt to Change

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5) Empower people to act on the vision
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Removing as many barriers as possible and unleashing people to do their best work.
Related CSF’s
Management support
Competence and training
Tool selection

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6) Create short term wins
32
Create some visible, unambiguous successes as soon as possible.
Related CSF’s
Process priority
Customer orientation
Quick wins

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7) Consolidate and build on the gains
33
Consolidating gains and producing more change
Related CSF’s
Implementation strategy and design
Continuous reporting and auditing through a quality management framework

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8) Institutionalise the change
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Anchoring new approaches in the culture for sustained change
Related CSF’s
Monitoring and evaluation of ITIL implementation
Project management and continuous service improvement

35. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
People
• Enhanced Skills
• Multi Functional
Teams
• Values / Beliefs
• Cultural Biases
• Training
• Career Development
Process
• Single Point Of Accountability
• Logical Group Of Activities
• Cross Departmental
• Defined Procedures
• Repeatable, Consistent
• Global Standards
Management
• Mgmt. Commitment
• Mgmt. Participation
• Compensation / Rewards
• Values / Beliefs
• Coaching / Enabler
• Career Opportunities
• Organizational Design
Technology • Teamwork Enabled
• Service Management Tools
• Integrated Data Sharing
• Knowledge Management
• Management Information
Process reengineering changes everything

36. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Process Implementation
High Level
Process
Model
Detailed
Process
Description
Process
Implementation
Process:
Gather Tool
Requirements
Install &
Customize
Deploy and
Scale
Technology:
Awareness Campaign
ITIL Training
Process
Workshops
People:
Roles definition &
authority matrix

37. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Future BrightTALK Events
What is the vision?
Service & process
improvement
Measurable targets
Baseline
assessments
Where do we want to
be?
How do we get
there?
Did we get there?
Measurements &
metrics
Business vision,
mission, goals and
objectives
Where are we now?
How do we keep
the momentum
going?

38. Implementing IT Service Management © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Questions?
info@pinkelephant.co.uk
www.pinkelephant.co.uk
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What are we doing well? How can we make it better?
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