7 steps to a successful itsm tool implementation - itsmf atlanta

7 Stepsto a successful ITSM tool implementation

D’Arcy McCallum

Copyright 2015, Navvia -‐ A Division of Consulting-‐Portal 2

Welcome!

• Navvia Director of Education• Background:

• ITSM Consultant & Advisor• 6 Sigma Black Belt • Business Relationship Manager• Service Desk Manager• Process Owner & Manager:

• Information Security• Service Continuity• Change Management

• [email protected]

We are a Software and Services company that provides our clients with the tools, templates, training and mentorship to take

control of their ITSM program.

Over 15 years of ITSM success!



ITSM ≠ TOOLHowever, we need tools to automate ITSM


ITSM Benefitsresult from practicing Service Management

• Cost

• Quality

• Employee / Customer Satisfaction

• Communication

• Efficiency & Effectiveness

• Governance


The benefits are many…

”Process is usually the lowest maturity discipline, but organizations that are more mature than average can see a 7% cost advantage over their less-mature counterparts.”

Improve I&O Maturity to Drive Greater Cost-Efficiency – Gartner -September 2013

“It’s seldom the tool that’s the problem”



If not the tool…then what is?(hint: time for audience participation)

• Insufficient planning

• Poor requirements

• Time pressure

• The fallacy of “out of the box”

• Scope creep

• No buy-in

• Poor communication / education

• No governance / CSI

• Lift & shift

• Big Bang


In our experience …

7 Steps

Identify Gaps

Foster Adoption

Process Design

Technical DesignValidation

Education

CSI



Identify GapsOr you won’t know what needs improvement

Identify Gaps• Why are you implementing a new tool?

• What are the pain points with the current tool?

• Do you understand the users’ points of view?

• An ITSM assessment can help:

– Uncover people’s perceptions

– Foster organizational change management

• Dr. John Kotter 8-step change process

– Establish a baseline

– Develop a roadmap


Identify Gaps

ROADMAP

Questionnaires

Interviews Workshops

Observations



Foster AdoptionYou can’t do this on your own

Foster Adoption• Implementation requires organizational change

– And you can’t foster change in a vacuum

• People need to understand “why”

– Simon Sinek - “Start With Why”

• Every stakeholder has their own perspective

– Express the “why” in terms that relate to them

• Get consensus

– But balance it with getting things done!

• Adoption drives success / success drives adoption


Foster Adoption


Steering committee

Stakeholders

Subject Matter Experts

Core Team

Accountability Engagement


Process DesignGet everyone on the same page

Process Design


Process Design – keep it simple


Don’t confuse complexity with good design

Process Design• Always ask yourself “are we making things better”

• What are you doing today? What works, what doesn’t?

• Frameworks (like ITIL) provide guidance, they are not the law– Balance frameworks with what's right for your organization

• Processes are intended to improve communication and efficiency, resist the urge to make them overly complex

• There is more to a process than a Visio Flow– Description, goals, objectives, roles & responsibilities, activities & tasks, metrics,

policies, controls, work instructions

• Capture tool and data specifications (technical design)



Technical DesignBecause there’s no such thing as “out of the box”

Technical Design


For sophisticated companies the process should drive the tool

Process Design Timeline

Simultaneous Process & Technical Design


Process Path

TechnologyPath

Technical Design• Out of the box only works for the most simple processes / orgs

– Even then some configuration/tuning is required

• Don’t confuse technical design with customizations– Most modern tools allow extensive configuration

• Map business outcomes to the tool / not the other way around

• Capture enough detail to tailor the tool:– Process states, triggers, transitions and state diagrams

– Data and tool specifications

– Integrations

– Notifications

• The more detail you capture in advance the smoother the development



ValidationHelps keep your implementation on track

Validation• Iterative (agile) process design

• Use “show and tell” sessions

• Watch out for “scope creep”

• Validate often - and get sign off against requirements

• Constantly communicate back to stakeholders– You don’t want to get to deployment and hear “I didn’t agree to that”

• Validation is critical for organizational change and process adoption



EducationDon’t assume everyone understands

Education


No need to train anyone, it’s as easy as doing your taxes

Education• Training helps foster adoption and locks in the organizational change

• Use training to re-emphasize the benefits and “why” it’s important to the organization

• Build a curriculum that addresses all your stakeholders– Overview education

– Role based education

– Use cases

– Process education

• Consider various training formats from CBT to instructor-led

• Consider using “high profile” people to conduct the training



Continual Service ImprovementLock in and enhance the processes

Continual Service Improvement• Get people involved and vested in ITSM

• Get consensus and hold people accountable for what they agreed to

• Produce evidence that the ITSM program is working and meeting the needs of the stakeholders

• Communicate success in terms that are meaningful to your stakeholders

• Ongoing governance is essential to locking in the improvements

• Consider an ITSM program office


The ITSM program office


7 Steps

Identify Gaps

Foster Adoption

Process Design

Technical DesignValidation

Education

CSI


Service Improvement Team• Blane Hodge, Service Improvement Director

– 27 years IT experience (Software Development, Project Management, ITSM)– Role: ITSM Champion, ITSM Architect, ITSM Mentor & Coach

• Carl Dombrosky, Project Manager & Business Analyst– 40 years experience (software development, Project Management, Operations, ITSM)– Role: Project Manager, Business Analyst, Process Developer, Trainer

• Bates Nunamaker, Project Coordinator & Process Developer– 3 years IT experience (Project Management, ITSM)– Role: Project Manager, NAVVIA System Administration, Process Developer, Trainer

• Tim Moon, ITSM Consultant– 15 years IT experience (Operations, ITSM)– Role: ITSM Mentor & Coach, Implementation of IT Business Processes

ITSM Roadmap

2012•2008-‐ Initial ITSM Project FAILED

•Established Service Improvement Team

•Developed Logical Model of Incident Management

•Rolled out Logical Model in Medicaid Department

2013 •Purchased NAVVIA •Completed ITSM Medicaid Baseline Assessment

•Re-‐Engineered Incident Management Process & Tool Specifications

•Developed Incident Management Technical Tool Specifications

2014•Developed Change Management Logical Model & Tool Specifications

•Began Re-‐configuration of Incident Management Workspace

• Incident Management Tool Project halted by departmental reorg

2015•Developed RFP To Acquire New ITSM Tool

•Developed RFP to Acquire Professional Services Partner for ITSM Tool Development

•Resumed Configuration of the Incident Management Workspace

ITSM Roadmap2015 & Beyond

2015 Q4•Complete ITSM Procurement of new tool & professional services

•Complete Development of Event Management Process

•Complete Development of Knowledge Management Process

•Complete Development of Service Level Management Process

•Assemble an ITSM Steering Committee

2016•Develop first four phases of ITSM product Roadmap

•Develop processes as needed in support of product roadmap•Release Management•Demand Management•Configuration Management•Service Catalog

2017•Develop processes in support of ITSM Product Roadmap•Asset Management•Project Management•Resource & Time Management

•Complete phases 5, 6, and 7 of the ITSM Product Roadmap

Lessons Learned So Far • Pitfalls to overcome– Lack of Executive Buy-‐in– Resistance to change– State procurement process

• Benefits– Assessment helped support buy-‐in– Templates reduced overall work load– Collaboration turned resistors into supporters– Avoided “Snobbery”

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