The document summarizes a workshop on ITSM process design. It introduces the presenter and their experience. It then discusses how to effectively sell the value of an ITSM process design project by focusing on inspiration and communicating how the project will benefit different stakeholders' perspectives, rather than getting stuck in technical details. The workshop format is also outlined, emphasizing interaction over slides.

1. ITSM
PROCESS
DESIGN
WORKSHOP
June
2013
Copyright
2013,
Navvia
-­‐
A
Division
of
Consul=ng-­‐Portal
1

2. Copyright
2013,
Navvia
-­‐
A
Division
of
Consul=ng-­‐Portal
2
Welcome
to
the
Workshop!
• CEO
&
Co-­‐founder
of
Navvia
• 30
plus
years
of
Service
Management
Experience
• TwiMer:
@mainville
• dmainville@navvia.com
David Mainville
June
2013

3. Copyright
2013,
Navvia
-­‐
A
Division
of
Consul=ng-­‐Portal
3
We are a Software and Service company dedicated to
helping organizations Navigate IT and Business Process
Complexity Via our tools and services
Over 14 years of ITSM success!
June
2013

4. Navvia Software
4Copyright
2013,
Navvia
-­‐
A
Division
of
Consul=ng-­‐Portal
The Navvia Process Management Platform

5. 5
Navvia Services
When
you
need
the
help
we
are
here!
• Virtual
Consul=ng
-­‐
access
to
ITSM
and
Process
help
when
you
need
it
• Onsite
Consul=ng
-­‐
From
strategy
through
to
process
assessments,
design
and
implementa=on
• ITSM
Tool
Implementa=on
• Onsite
ITSM
Educa=on
-­‐
a
robust
curriculum
of
ITSM
courses
delivered
on-­‐
premise
Copyright
2013,
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A
Division
of
Consul=ng-­‐Portal

6. Welcome
and
introduc=ons
• Your
name
• Your
company
• What
you
hope
to
get
from
this
session
June
2013
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2013,
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-­‐
A
Division
of
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6

7. The
workshop
format…
June
2013
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2013,
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7
I’ve
got
a
lot
of
slides…
But
interac=on
is
much
beMer!
Let’s
use
the
slides
as
a
catalyst
to
foster
an
open
discussion!

8. The
workshop
format…
June
2013
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2013,
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of
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8
I’ll
use
slides
to
present
the
various
aspects
of
Process
Design
We’ll wrap up each
section with an open
discussion…
We will capture the
discussion and share it
with the attendees…
I’ll
capture
key
discussion
points
and
share
those
with
the
group
post
workshop

9. June
2013
Copyright
2013,
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-­‐
A
Division
of
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9
Any
Ques=ons
or
Comments?
Let’s
begin!

10. June
2013
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of
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10
How
do
we
sell
the
value
of
an
ITSM
Process
Design
project?
What
are
your
thoughts?

11. The
world’s
most
successful
brands
June
2013
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2013,
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of
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11
Achieve
Business
Outcomes
through
Consistent
Processes

12. Many
programs
are
stuck
in
the
weeds!
June
2013
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12
ITSM

13. Has
your
management
said…
Not
another
word
abut
ITIL!
I
don’t
want
to
hear
about
Process!
6
months
to
implement
change?
Just
slam
it
in!
June
2013
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2013,
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of
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13

14. Good
ideas
sell
themselves
June
2013
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14

15. Selling
starts
with
inspira=on
June
2013
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15
hMp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_ac=on.html
“Start
With
Why
–
How
Great
Leaders
Inspire
Everyone
to
Take
Ac=on”
–
Simon
Sinek

16. Everyone
has
their
own
perspec=ve
June
2013
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16
People
need
to
know
why…
they
need
to
know
“what’s
in
it
for
me”...

17. Everyone
has
their
own
perspec=ve
June
2013
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2013,
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17
Shouldn’t
IT
just
work?
I’ve
got
a
business
to
run
and
services
to
deliver
How
do
I
demonstrate
that
IT
is
aligned
to
the
business?
I&O
is
consuming
60%
of
my
budget,
I
can’t
afford
an
ITSM
project
I
haven’t
got
=me
for
process,
it
just
means
more
work!
The
CEO
The
CIO
The
IT
Manager
The
Technical
Staff

18. The
Universal
Translator
June
2013
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18
ITSM
Means
CEO:
BeMer
Services,
Faster
CIO:
Clear
Proof
of
Alignment
Manager:
Reduced
I&O
Costs
Technician:
Fewer
3AM
Calls

19. Selling
the
value
of
ITSM
Wrong
Way
Right
Way
• Communicate
your
program
in
an
email
and
expect
people
to
jump
onboard
• Create
a
rich
communica=on
program
focusing
on
why
ITSM
–
build
targeted
messages
for
each
group
of
stakeholders
• Build
your
processes
in
isola=on
then
publish
to
a
SharePoint
site
• Collaborate
across
the
organiza=on
&
foster
buy-­‐
in
by
emphasizing
why
these
processes
are
cri=cal
to
success
• Quote
ITIL
“chapter
and
verse”
and
let
people
know
when
their
wrong
• ITIL
is
the
what
&
how
–
communicate
the
why
in
the
language
of
your
company
–
ITIL
is
guidance
not
LAW
• Promise
the
moon
and
the
stars
then
under
deliver
on
your
first
project
• Explain
why
the
program
is
essen=al,
then
lay
out
a
plan
that
is
realis=c
and
holds
the
line
on
scope
creep
• Focus
on
the
tool
because
the
vendor
says
its
“out
of
the
box”
• Focus
on
why
the
business
outcomes
are
cri=cal
then
translate
to
requirements
that
CAN
be
tailored
in
the
tool
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2013
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20. Where
should
the
focus
be?
June
2013
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21. Design
-­‐
Business
Outcomes
Business
Outcomes
Requirements
Processes
Tools
and
Technology
June
2013
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21
Start
Here
Not
Here

22. Some
other
techniques
to
consider
Dr. Robert Cialdini, Scientific American Article, 2001
June
2013
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23. There are 6 principles you can use in selling ITSM
— Reciprocity – People want to know the “WIIFM”
— Scarcity - People want what they don’t have
— Authority - People follow expert advice
— Commitment – People do what they promise
— Consensus - People follow the lead of others
— Liking – People do things for those they like & respect
The
Science
of
Persuasion
June
2013
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2013,
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24. What
challenges
have
you
had
with
process
design
and
implementa6on?
June
2013
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2013,
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24

25. June
2013
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25
Can’t
get
people
to
agree
on
the
process…
…there
is
nothing
wrong
with
what
we
have
Processes
are
too
bureaucra=c…
…Nobody
ever
follows
the
process
anyway
…Resistance
to
change
…there
is
no
need
for
process,
we’ll
just
implement
“out
of
the
box”
The
last
project
that
focused
on
process
failed…
…It’s
SaaS,
just
turn
it
on

26. Four
Steps
to
ITSM
Success
June
2013
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26
Market
–
sell
the
value
of
ITSM
Assess
–
as
a
catalyst
for
change
Design
–
to
drive
business
value
Governance
–
with
an
eye
on
CSI

27. So
how
do
we
do
it
right?
June
2013
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27
To
share,
and
discuss,
prac=cal
techniques
that
can
help
improve
the
success
of
any
process
design
&
implementa=on
project
This
is
the
goal
of
today’s
workshop

28. June
2013
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28
So
what
is
a
process
anyway?
What
are
your
thoughts?

29. The
anatomy
of
a
process
• Adds
value
by
transforming
inputs
to
outputs
• A
collec=on
of
related
ac=vi=es
and
tasks
(scope
of
the
process)
• Focused
on
the
What
&
Who
as
opposed
to
the
How
June
2013
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29

30. Anatomy
of
a
Process
June
2013
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30
Inputs
The
objects
or
data
required
to
complete
the
ac=vi=es
Ac=vi=es
The
specific
steps
required
to
convert
inputs
to
outputs
Outputs
The
desired
work
products
or
data.
May
be
input
to
another
process.
Controls
The
policies
and
guiding
principles
defining
how
the
process
will
operate
Measurements
The
ac=vi=es
and
metrics
to
ensure
the
process
meets
requirements

31. Process
≠
Procedure
A
process
focuses
on
the
what
and
the
who:
• Technology
independent
• Cross-­‐func=onal
• Business
focus
A
procedure
focuses
on
the
how:
• Technology
specific
• Role
specific
• Provides
work
instruc=ons
Process
says
to
“create
Incident”
and
the
procedure
shows
how
to
do
it
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2013
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31

32. Anatomy
of
a
Process
• Overview
– Descrip=on,
goal,
objec=ves,
roles,
related
documents
and
glossary
of
terms
• Workflow
– Ac=vi=es
and
tasks
– Task
details
• Inputs,
outputs,
roles
&
du=es,
tool
&
data
specs
and
procedures
• Controls
– Control
objec=ves,
metrics,
policies
and
governance
tasks
• Specifica=ons
– States
&
triggers,
tool
&
data
specifica=ons
and
no=fica=ons
June
2013
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32

33. Process
Design
Ar=facts
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2013
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34. June
2013
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34
What
are
the
key
ac=vi=es
of
a
Process
Design
project?
What
are
your
thoughts?

35. Process
Design
&
Implementa=on
June
2013
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35
• Business
requirements
• Roles
&
responsibili=es
• Ac=vi=es
&
tasks
• Controls
&
metrics
• And
more…
• Tool
and
data
Requirements
• Integra=on
• User
interface
• Use
cases
• And
more
• Training
plan
• Role
based
training
• Tool
training
• Ongoing
cer=fica=on
• Work
instruc=ons
&
procedures
Design
Deploy
Develop

36. June
2013
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36
Process
Design
Project
1.0
IniLaLon
2.0
Discovery
3.0
Process
Design
4.0
Technical
Design
5.0
Build
6.0
Test
7.0
Rollout
Work
Breakdown

37. Approach
&
Deliverables
AcLvity
Approach
Deliverables
IniLaLon
Various
mee=ngs
and
planning
sessions.
Kickoff
mee=ng
with
senior
management
in
aMendance
held
live,
broadcast
via
WebEx
and
recorded
• Approved
Statement
of
Work
/
Project
Charter
• Resources
iden=fied
and
scheduled
• Project
kickoff
presenta=on
created
&
delivered
to
all
stakeholders
• Project
repor=ng
and
signoff
criteria
documented
• Status
mee=ngs
and
post
project
review
scheduled
Discovery
Combina=on
of
online
ques=onnaires,
interviews,
workshops,
along
with
a
thorough
review
of
background
materials
including
current
systems,
documenta=on
and
other
exis=ng
process
• A
stakeholder
analysis
• An
inventory
of
current
prac=ces,
documenta=on
and
suppor=ng
tools
• An
evalua=on
of
current
process
with
specific
recommenda=ons
for
improvement
(people,
process
and
technology)
• Quick
wins
Process
Design
A
combina=on
of
process
design
workshops
(up
to
10)
and
valida=on
workshops
(2)
to
design
a
process
that
meets
the
needs
of
your
organiza=on.
Process
documenta=on
that
includes:
• Descrip=on,
goals
and
objec=ves
• Inputs,
outputs,
controls,
policies
and
metrics
• Ac=vi=es
and
tasks
• Detailed
process
flows,
RACI
diagrams
and
other
ar=facts
to
effec=vely
communicate
the
process
June
2013
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38. Approach
&
Deliverables
AcLvity
Approach
Deliverables
Technical
Design
A
combina=on
of
technical
design
workshops
(up
to
16)
and
valida=on
workshops
(4)
to
design
and
develop
a
set
of
technical
specifica=ons
in
support
of
tool
implementa=on
and
process
automa=on.
Technical
design
document
that
includes:
• Tool
and
data
specifica=ons
down
to
field
types
• States,
state
transi=ons,
triggers
and
state
diagram
• No=fica=ons,
message
content
and
no=fica=on
rules
• Screen
design
and
layout
recommenda=ons
• Integra=ons
iden=fied
Build
Design
review
sessions
(4).
We
will
also
conduct
separate
workshops
(4)
to
develop
the
use
cases
needed
for
tes=ng.
We
also
capture
‘screen
shots”
of
the
customized
applica=on
in
order
to
develop
role-­‐based
user
training.
• Schedule
/
facilitate
the
design
review
sessions
• Documented
feedback
to
the
developers
• Oversight
that
the
tool
implementa=on
is
on-­‐track
and
is
in
adherence
to
the
documented
design
• Documented
use
cases
and
tes=ng
scripts
Test
Assemble
tes=ng
team
and
assign
test
cases.
Review
test
results
and
provide
feedback
to
design
team.
Con=nue
with
the
development
of
training
materials
• Oversight
and
guidance
throughout
the
tes=ng
• Role-­‐based
user
training
including
PowerPoint
slides
&
student
guide
• Documented
training
plan
and
schedule
Rollout
Conduct
train-­‐the-­‐trainer
sessions,
schedule
and
conduct
training.
Collect
user
feedback
and
modify
training
accordingly.
Record
training
for
offline
delivery.
• Schedule
training
sessions
• Training
delivery
• Recorded
training
content
• Training
feedback
and
CSI
June
2013
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38

39. Approach
&
Deliverables
AcLvity
Approach
Deliverables
Technical
Design
A
combina=on
of
technical
design
workshops
(up
to
16)
and
valida=on
workshops
(4)
to
design
and
develop
a
set
of
technical
specifica=ons
in
support
of
tool
implementa=on
and
process
automa=on.
Technical
design
document
that
includes:
• Tool
and
data
specifica=ons
down
to
field
types
• States,
state
transi=ons,
triggers
and
state
diagram
• No=fica=ons,
message
content
and
no=fica=on
rules
• Screen
design
and
layout
recommenda=ons
• Integra=ons
iden=fied
Build
Design
review
sessions
(4).
We
will
also
conduct
separate
workshops
(4)
to
develop
the
use
cases
needed
for
tes=ng.
We
also
capture
‘screen
shots”
of
the
customized
applica=on
in
order
to
develop
role-­‐based
user
training.
• Schedule
/
facilitate
the
design
review
sessions
• Documented
feedback
to
the
developers
• Oversight
that
the
tool
implementa=on
is
on-­‐track
and
is
in
adherence
to
the
documented
design
• Documented
use
cases
and
tes=ng
scripts
Test
Assemble
tes=ng
team
and
assign
test
cases.
Review
test
results
and
provide
feedback
to
design
team.
Con=nue
with
the
development
of
training
materials
• Oversight
and
guidance
throughout
the
tes=ng
• Role-­‐based
user
training
including
PowerPoint
slides
&
student
guide
• Documented
training
plan
and
schedule
Rollout
Conduct
train-­‐the-­‐trainer
sessions,
schedule
and
conduct
training.
Collect
user
feedback
and
modify
training
accordingly.
Record
training
for
offline
delivery.
• Schedule
training
sessions
• Training
delivery
• Recorded
training
content
• Training
feedback
and
CSI
June
2013
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40. Project
Plan
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2013
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Approximately
18
weeks
from
ini=a=on
to
an
implemented
process

41. June
2013
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41
Who
needs
to
be
involved
in
a
Process
Design
project?
What
are
your
thoughts?

42. Don’t
try
this
on
your
own
• Processes
built
in
a
vacuum,
in
isola=on,
will
not
get
adop=on
• People
need
to
understand
“why”
• Do
you
understand
your
stakeholders
requirements?
• Are
you
actually
making
things
beMer
for
people?
• Balance
consensus
with
gewng
things
done
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43. Who
Needs
to
be
Involved?
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Core
Team
S.M.E.’s
Stakeholders
Steering
CommiMee

44. Key
Roles
• Process
Owner
• Process
Manager
• Process
Prac==oners
• Subject
MaMer
Experts
• Process
Champion
(project
manager)
• Process
Design
Team
Lead
• Organiza=on
Change
Lead
• Other
management
stakeholders
44
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45. June
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What
techniques
should
be
employed
in
process
design?
What
are
your
thoughts?

46. Design
-­‐
Don’t
start
from
scratch
• What
are
you
doing
today
from
a
process
perspec=ve?
• Are
there
templates
or
standards
you
can
leverage?
• What
is
being
employed
in
other
areas
of
your
organiza=on?
• Can
you
leverage
other
programs
(ISO,
Six
Sigma…)
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47. Where
do
I
start?
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IT
Service
Capability
Maturity
Model
(ITSCMM)
Ra=onal
Unified
Process
(RUP)
Capability
Maturity
Model
(CMM)
Capability
Maturity
Model
Integra=on
(CMMI)
Personal
Soxware
Process
(PSP)
Team
Soxware
Process
(TSP)
6
Sigma
IT
Infrastructure
Library
(ITIL)

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Where
do
I
start?
ITIL
6 Sigma6 Sigma
Best
Prac=ces
Con=nuous
Improvement
Measure
and
Audit
Elements
of
each
can
be
used
to
build
your
ITSM
program
June
2013
48

49. Best
prac=ces,
by
their
very
nature,
are
absent
of
your
company's
organiza=on,
business,
cultural
and
technology
requirements
To
realize
the
full
benefits,
organiza=ons
must
re-­‐introduce
their
own
reality
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50. Remember
This?
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51. June
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23
Symbols
BPMN
2.0
OLD
PLASTIC
STENCIL
100+
Symbols

52. When
designing
a
process
flow…
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53. June
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Can
you
tell
the
difference?
More
importantly,
can
your
business
users
tell
the
difference?

54. Keep
the
diagrams
simple!
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Remember
your
audience…less
is
more!

55. June
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What
is
the
rela=onship
of
process
to
technology?
What
are
your
thoughts?

56. “It’s
seldom
the
tool
that’s
the
problem”
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57. Mapping
Process
to
the
Tool
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58. Don’t
be
a
technophobe
• “Out
of
the
box”
doesn’t
work
for
everyone
• Map
business
outcomes
to
tool
and
data
requirements
• Iden=fy
the
mandatory
fields,
define
pick
lists,
figure
out
the
triggers
• Make
sure
you
are
capturing
the
right
data
to
produce
metrics
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59. Detailed
requirements
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60. Don’t
forget
to
validate
• Itera=ve
process
design
• Use
of
“show
&
tell”
sessions
• Watch
out
for
scope
creep
• Validate
oxen
and
get
sign
off
against
requirements
• Be
wary
of
“I
didn’t
agree
to
that…”
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61. June
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What’s
required
to
roll
out
your
process?
What
are
your
thoughts?

62. Remember
to
educate
• Training
fosters
adop=on
of
the
processes
• Build
an
educa=on
curriculum
and
plan
that
addresses
all
your
stakeholders
• Consider
various
training
formats
from
CBT
to
instructor
led
•
Consider
using
people
involved
in
the
process
to
do
the
training
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63. Typical
training
and
courses
• Awareness
and
introductory
training
• Founda=onal
training
• Advanced
process
training
for
SME’s
• Roles
based
training
on
the
processes
and
tools
• Advanced
tool
training
for
administrators
and
developers
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64. June
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How
do
you
ensure
the
ongoing
health
of
your
process?
What
are
your
thoughts?

65. June
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We
have
plenty
of
metrics
–
nobody
looks
at
them…
…That
is
the
auditors
job,
they’ll
tell
us
what's
wrong
…Not
our
culture
to
hold
people
accountable
People
never
respond
to
requests,
keep
having
to
chase
them…
…Not
sure
what
the
value
is
…We
don’t
have
=me
for
that,
overly
bureaucra=c

66. Governance
Remains
Weak
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Only
28%
of
respondents
have
implemented
/
enforce
governance,
compared
to
28.4%
in
2011
!
Source:
2012
ITSM
Industry
Survey

67. Why
ITSM
Governance?
• Maximize
value
from
the
organiza=ons
significant
investment
in
IT
• Support
complex
regulatory
requirements
– Sarbanes-­‐Oxley,
Basel-­‐II
• Third
party
cer=fica=ons
– ISO20000,
SAS70…
• Con=nual
Service
Improvement
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68. ITSM
Governance
Frameworks
• ITIL
version
3
– Provides
guidance
on
the
processes
• COBIT
version
4.1
– Widely
accepted
by
the
IT
audit
community
– Defines
controls,
processes
and
audit
tests
(evidence)
• ISO20000
– Defines
a
standard
for
a
Service
Management
System
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Our
experience
shows
that
the
best
approach
is
to
use
a
combina6on
of
frameworks
for
ITSM
governance

69. ITSM
Governance
Roles
• Prescrip6ve
role
assigns
authority
and
accountability
• Audit
role
reports
on
compliance
to
process
owners,
execu=ves
and
directors
• Coordina6on
role
assigns
and
coordinates
the
governance
tasks
• Monitor
role
tracks
governance
repor=ng
for
the
audit
role
• User/Provider
roles
execute
the
governance
tasks
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2013
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An
ITSM
“Program
Office”
or
“Governance
Board”
is
the
ideal
place
to
center
your
governance
ac6vi6es

70. An
ITSM
Governance
Approach
EVIDENCE
TASKS
CONTROLS
PROCESS
CHANGE
MANAGEMENT
AI6.1
STANDARDS
&
PROCEDURES
AI6.2
ASSESSMENT
&
AUTHORIZATION
AI6.3
EMERGENCY
CHANGES
Task
1
Provide
Evidence
of
Change
Mgmt.
System
Emergency
Change
Categories
Emergency
Change
Reports
Task
2
Provide
Evidence
of
Emergency
Change
Handling
Documented
Emergency
Procedures
Review
of
Emergency
Changes
AI6.4
TRACKING
AND
REPORTING
AI6.5
CHANGE
CLOSURE
&
DOC
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71. ITSM
Governance
&
Service
Delivery
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Actual
Service
Levels
Desired
Service
Levels
— Ungoverned
processes
“wear
down”
over
=me
— The
result
is
service
variability
versus
consistency
— More
effort
to
manage
/
less
customer
sa=sfac=on

72. Governance
and
CSI
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2013
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Assess
Design
&
Govern

73. ITSM
Governance
&
Service
Delivery
Ask
yourself…are
we
gewng
value
from
our
ITSM
ini=a=ve?
• Resolving
incidents
quicker?
• Gewng
to
the
root
cause
of
problems?
• Puwng
reliable
businesses
services
into
produc=on
faster?
• Mi=ga=ng
the
risk
of
changes?
• Are
our
customers
gewng
the
service
they
require?
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74. Achieving
ITSM
Governance
• Define
your
processes
• Iden=fy
the
Control
Objec=ves
• Assign
Accountability
for
Control
Objec=ves
• Require
evidence
of
compliance
• Measure
and
report
on
process
compliance
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2013
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75. Related
Reading
June
2013
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Defines
the
standard
for
a
Service
Management
System
(part
1&2)
Guidance
for
Service
Managers
on
the
Use
of
COBIT
to
support
ITIL
&
ISO/IEC
20000
How
to
use
COBIT
Controls
to
support
ISO/
IEC
20000
How
to
use
COBIT
Controls
to
support
ITIL
V3
hMp://www.itgovernance.co.uk/
hMp://www.isaca.org/
hMp://www.isaca.org/
hMp://www.isaca.org/
ISO/IEC
20000
COBIT
to
ISO/IEC
20000
COBIT
User
Guide
COBIT
to
ITIL
V3

76. June
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Session
Wrap-­‐up

77. Summary
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ITSM
Success
Market Assess
Design Govern

78. Thank You!!
David
Mainville
dmainville@navvia.com
TwiMer:
@mainville
navvia.com/resources
June
2013
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