Customers often tell us they are unhappy with their current ITSM tool solution. Some go so far as to say “we really didn’t like the previous tool either, but it is much better than the one we just implemented”. The root cause of this dissatisfaction is (usually) not the functionality of the tool itself, but in how the tool was rolled out and how expectations were communicated. Join us, as we will share insight on considerations and attributes associated with successes and failures of ITSM tool implementations….going from Strategy to Execution.

1. ITSM Academy Webinar Series
Presented by
Keith D. Sutherland
K ihD S h l d
Service Management Dynamix, LLC
April 21, 2011

2. About ITSM Academy
 Accredited Education  Since 2003 - Tens of Thousands
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 Public Classes throughout U.S.
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Lifecycle
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/
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p  PMI Global Education Provider
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13  Certified Woman-Owned
Woman Owned
 And more!
ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
© ITSM Academy 2
Welcome!

3.  Service Management Dynamix ™, LLC, is a South
,
Carolina based organization, with offices in Rock
Hill, SC and Peoria, IL. SMDx is dedicated to
delivering high quality IT Service Management
high-quality
training, specialized workshops, and consulting
services - all based on the IT Infrastructure Library.
 ITIL® is a registered trademark of the Office of
Government Commerce (OGC). The Swirl logo™ is a
Trade Mark of the Office of Government Commerce
©2011 Service Management Dynamix™

4.  The open
Th
 The big picture
 Processes and control loops
 ITSM Enterprise Tool selection
 Retro-fitting (Continual Service Improvement)
 Organizational Change Management
 The close
© 2011 Service Management Dynamix™

5.  “it’s not fair that we held to the same targets
for service requests that we are for incidents”
 “we have short term people making long term
decisions
decisions”
 “I liked our previous tool much better – wish
we were still on itit”
 “the area to record knowledge has been
grayed out in the tool”
g y
 “our tool sucks”
 “our strategy! …what’s that?”
© 2011 Service Management Dynamix™

6. Value Creation
Perceptions Preferences
Value is defined by both
business outcomes and
perceptions filter
Business
outcomes
t
Perceptions are influenced by
service attributes and customer’s context
self image
The customer defines and
differentiates value
Service providers must demonstrate value, Attributes
Influence perceptions and respond to
preferences
What
Wh customers value is frequently different
l i f l diff
from what the Service Provider believes it delivers.
© Crown Copyright 2007. Reproduced Under Licence From OGC

7.  the importance of understanding your process
requirements and selecting tools that can fulfill
the majority of your requirements.
 review the current tools to ensure that all of the
functionality and capability of those tools are
being realized before investing in additional
tools.
tools
 there is a significant dependence on the success
of any tool/process deployment on how effective
the communication is, and how effective that
communication addresses cultural and
organizational issues.
g
© 2011 Service Management Dynamix™

8. The ITSM Lifecycle
© Crown Copyright 2007. Reproduced Under Licence From OGC

9. © 2011 Service Management Dynamix™

10. The Process Model

11. ITIL® Processes Are ‘Closed Loop’ Systems
Service
Strategy
Service Design
Portfolios,
Standards and policies
Technical Architectures
and performance
standards
Norm
Control Compare
Monitor
Input Output Input NEXT
Activity
PROCESS
© Crown Copyright 2007. Reproduced Under Licence From OGC

12. The ITSM ‘Closed’ Loop
© Crown Copyright 2007. Reproduced Under Licence From OGC

13. Tool Selection – the ‘front door’ approach
What requirements? Scoring
Evaluate products
Identify products Rank the products
Short listing
Selection criteria Select product
How much of the ‘out-of-the-box’ functionality
of your tool is currently deployed?
f t li tl d l d?
© Crown Copyright 2007. Reproduced Under Licence From OGC

14. Service Strategy
SLA Targets
& Service Design
Incident
Management
Enterprise
Request Service Problem
Management
Fulfilment Management
Tool
Known
Configuration Ch
Change Error
Management Management Database
Database
Release &
R l
Deployment
Management
© 2011 Service Management Dynamix™

15. Tool Utilization – ‘front door’ or ‘retro-fit’
‘retro-
Vision
Mission Step 1 Step 2
Business and
IT Alignment Step 3
Goals Goals
Step 7 Step 4
Objectives
Step 6 Step 5
CSF
KPI
Step 1 Step 2
Business and
Step 3 Metrics
IT Alignment
Goals
Step 7 Step 4
Measurements
Step 6 Step 5
© Crown Copyright 2007. Reproduced Under Licence From OGC

16. The ‘Valley’ of Despair
Valley
© Crown Copyright 2007. Reproduced Under Licence From OGC
© 2011 Service Management Dynamix™

17.  Involve the stakeholders (in the beginning
and throughout)
 “It’s not practice that makes p
p perfect …it’s
perfect practice that makes perfect” – Vince Lombardi
◦ (Target your communications)
 Vendor involvement d
V d i l does not end at
d
deployment!
◦ This tool is strategic to your ITSM practice!
 Think Customer!
© 2011 Service Management Dynamix™

18.  It is okay to manage request fulfillment as
part of the incident management module of
t f th i id t t d l f
your tool …as long as you respect SLA targets
differentlyy
 Silos (across functions/processes) are not
intended
 “No t l
“N tools without the rules”
ith t th l ”
 Know your organization strategy (business &
IT)
 Synchronization of closed loops
 Culture …CULTURE …CULTURE!
CULTURE!
© 2011 Service Management Dynamix™

19. © 2011 Service Management Dynamix™