Providers of IT services, can no longer afford to focus on technology, they must consider the quality of services they provide and their relationship with the business.
IT Service Management outlines how people, processes and technology can be used to increase the value that IT can bring to the business.
Through the implementation of a framework of improved processes, quick wins and a commitment to continuous improvement an IT service can be matured to offer a proactive and value focussed service which is aligned with the required business aims.
Practical examples will be used to demonstrate best practice and the potential benefits.
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Capturing the Real Value of IT Service Management
1. Capturing the Real Value of IT
Service Management
Stew Hogg & James Alderson
14th Feb 2014
2. Scope
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What is IT Service Management (ITSM)?
Service Management: A Journey
The Business and IT Alignment
Getting Started with ITSM
A New View of IT
5. What is IT Service Management
IT service management focuses on the
optimisation of:
To ensure that an IT
service can deliver
real value to the business
6. What challenges does your IT
service struggle with?
Poor user perception
Uncontrolled expenditure
Poor understanding the business
Communication
Unproven business continuity
Skills gap
Poor ROI
Lack of visibility to facilitate decision making
Lack of strategic vision
Misunderstanding of major risks
7. Overview of ITILv3
• End to end Lifecycle
approach
• Embedded continual
service improvement
• Focus on alignment
with business priorities
• Measuring success in
terms of business value
8. The Service Lifecycle
Service Strategy
Strategies, policies,
standards
Service Design
Plans to create
and modify services and
service management processes
Service Transition
Manage the transition of a
new or changed service
and/or process into production
Service Operation
Day-to-day operations of
services and service
management processes
Continual Service Improvement
Activities are embedded in the service lifecycle
9. Benefit or Bureaucracy
Positive
Negative
• Adopt and adapt to your
business needs
• Cost overhead to implement new
processes
• Improved business agility:
reduce change cycle time by
up to 50%
• Cumbersome and rigid if
adopted without a business
focus
• Save cost: right first time
reducing rework
• Improved customer & user
perception
• Business engagement needed
before full ITSM is adopted
• ITIL language can be a barrier
12. Service Maturity Journey
Technology Centric
Strategic
Focus
Business Centric
Business
Focus
Profit
Centre
Customer
Focus
Service
Support
Focus
Technology
Focus
Ad-Hoc
• Task driven
culture
• Inconsistent
Documentation
• Product led
• Silos of
Technology
Value
Proactive
• Business led
Reactive
• Problem
• Basic Alerting
• Repeatable
Support
Processes
• Incident
Driven
Projects
• Limited Asset
Management
Management
• Process
Owners
• Regular KPI
Reports
• Controlled
Asset
Management
goals
• Understanding
of business
priorities
• Financial
Planning
• Continual
Service
Improvement
• IT is a Strategic
Partner
• Catalyst for
Innovation
• Business
Alignment
• Pre-emptive
Capability
13. Scope of Maturity Assessments
• The journey involves taking reviewing the
following 5 aspects of the IT service
– Vision
– People
– Process
– Technology
– Culture
17. In reality…
• It all starts and ends with a clearly defined
business strategy
• An IT department is purely a service
function
• Technology has little value in its own right
• The business wants more value out of the
money spent on technology
18. Why is it so hard?
Business
IT
Poor service and IT
department „geek
speak‟
Poorly defined or
communicated
Business Strategy
Lack of business
awareness in the IT
Department
Lack of technology
awareness at Board
Level
Focus on
technology rather
then solving
business problems
Lack of
commitment to
technology projects
19. What‟s in it for me?
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Better agility – IT and Business
Performance can be measured
Turning risks into opportunities
Demands on IT can be managed
Delivery on organisational strategy
improved through use of technology
20. Realising Value: The 5 ways
Improving quality and productivity, reduce costs
Enhancing customer relationships and service
Teamwork and collaboration
Timely Management Information
Information security and risk reduction
21. Business Engagement
• Why is it important to engage the
business? Can IT “go it alone”?
• How can you get the business engaged in
improving IT service delivery?
– The IT Team must prove to the business that
they understand
– Speak the same language
22. Same language?
“IT struggles to provide
value to the business as
their contribution is not
seen”
“IT don‟t
understand or
react to the
pressures faced
by the
business”
“The business do not communicate
their priorities and strategic
direction to IT - IT cannot influence
or support this objective in the most
effective way”
“Additional value could be
provided by IT in the form of
new services if they were
involved in business initiatives”
“IT get bogged
down in the detail
of technology and
don‟t look at the
bigger picture”
23. Suppliers or Partners?
• Being perceived as a
supplier:
– may impact IT‟s ability
to contribute to the
corporate strategy
– accentuates the divide
between business and
the IT
24. What should we do?
Listen
Review
Address the
Gaps
Pragmatism is key!
Engage
Determine
Business Need
27. Analyse the status quo
• Gap analysis
• Identify quick wins
• Highlight major risk
• Identify opportunities
28. Practical ITSM Tips
Don’t
• Try to implement all ITSM
process in one go
• Proceed without senior
management support
• Implement ITIL for ITIL‟s
sake
• Start with technology
Do
• Engage the organisation
at every level
• Understanding how we
deliver against the vision
• Start with CSI process
and identify quick wins
• Implement ITSM as a
continuous programme
Never lose sight of the fact that IT exists to support the Business
Embed this within the culture!
31. Introducing your new strategic
partner
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Profit centre
Proactive in nature
People focussed
Process maturity
Performance through technology
Praised by the customers
Partner to the business
32. Let‟s Get Started
• Appoint a champion
• Baseline existing service
• Capture the Vision
• Deliver!
34. Coming soon…
PREPARING FOR MOBILE DEVICE MANAGEMENT AND BYOD
Friday 28th February 2014, 11:45am, Waterstons Durham office
Charlie Hales and Nigel Robson will cover the important considerations a business should
make before implementing an MDM/BYOD strategy, and will consider the ongoing
implications of allowing corporate data to be accessed on personal devices ensuring the
maximum benefit to businesses, customers and the end users.
Hinweis der Redaktion
Customer: New serviceProject manager: Engineer:Developer:Sales:Documentation:OperationsFinance:Service Desk:What was needed
2 mins to discuss challenges in your org
Understand who the customers areFinancial managementAlignment of projects with business strategiesPortfolio of new or changed servicesEnsure services are fit for use and fit for purposeDesigned with customers in mindService catalogue Security and continuity requirementsEffective change management: 50% reduction in change cycle timeManagement of build, test & deploy activitiesControlled asset managementSmooth handover to operational teamsOperational management of IT ServicesService DeskMinimising the impact of incidents / failuresProactive focus to reduce downtime & disruptionFacilitates a culture of continuous improvementProcess for identifying, evaluating and implementing improvementsDrive towards maturity and business alignment
Both IT and business - communication
Include average score questionFM = 2.6Capacity management = 2Asset management = 1.6
Vision – a leaders most important weaponVision of the Business / StrategyEveryone playing their partEveryone pulling in the same direction / understand the big picture
It all comes back to value to the business. We need to target maturity and invest in high value – low maturity areas. E.G – capacity management reports
80:20 rule applies
Demands on IT are managed and met in an efficient and consistent mannerIT supports the business strategy aims and objectives adding value and driving business successRisk management turns risks into opportunitiesPerformance is measured to ensure value is continually deliveredAn aligned architecture provides agility
Keeping the lights on is still a key deliverable for IT, 5 ways help to add further value.Reducing TCO will free up money to invest in value adding projectsThe value of IT can be realised though 1 or more of 5 ways.Cundall example – WAN migrationCundall Lync example -social networkStewart Milne – Sharepoint collaboration portal, Microsoft LyncBI portals for many customersVopak SCADA security
John P Kotter – leading change / 8 steps that need to be implemented and main realise why transformation efforts fail. 1 – true urgency required to make progress that drives people every day, not just being busy but desire to make a difference2 – The right people to make a difference including senior management support3 – Motivates, co-ordinates and focusses. A leaders most powerful weapon--- if we don’t have these 3 then stop4 – Communicate to generate business buy-in5 – Allowing people to do their best work, delegate authority and allow everyone to make improvements6 – Create visible, unambiguous success ASAP7 – Celebrate success and build momentum for more change8 – Build it into the culture (normal behaviour and shared values)