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1. P r o d u c t I o n s ITIL V3 for or in other words What are
the DUMMIES going to do with ITIL V3???
2. P r o d u c t I o n s BackgroundBackground Adopting BEST
Practices costs a Lot of time, energy and money and usually goes
wrong .IT is quicker, ITIL V3 Will solve all our problems .IT is
quicker, easier and costs less to simply eliminate WORST
practices.. 'ITIL Refresh' Advisory Group (IAG) a new character the
CIO to help me problems right?!....
3. P r o d u c t I o n s ObjectivesObjectives Recognize the
importance of ABC Identify worst practices from the last 10 years
that STILL havent been fixed. Recognize how these will impact the
way in which we try to deploy ITIL V3 Where will we PROBABLY go
wrong?Where will we PROBABLY go wrong? I Will finish today with 3
best practice tips.. ..down to earth: both feet on the ground Hard
reality .before we get too enthusiastic about how ITIL V3 will make
eveything better
4. P r o d u c t I o n s ITIL V3 One ring to rule them all,One
ring to rule them all, One ring to bring them allOne ring to bring
them all & in the darkness bind them& in the darkness bind
them One life cycle to rule them all,One life cycle to rule them
all, One lifeOne life--cycle to bring them allcycle to bring them
all together & align IT & businesstogether & align IT
& business
5. P r o d u c t I o n s ITIL V3 is neededto support my goals
but it is going to be hard to use ITIL: Does it help or hinder?
Even harder if we dont fix the reason why V2 didnt Deliver
6. P r o d u c t I o n s Weil & Ross : IT GovernanceIT
Governance Research into 250 companies Specifying the decision
rights OUR Worst practices Underpin the NEED for IT Governance.
Specifying the decision rights and accountability framework to
encourage desirable behavior in the use of IT
7. P r o d u c t I o n s BusinessBusiness
perspectiveperspective TOP PRESS.STOP PRESS.STOP PRESS.STOP PR
Service Strategy book is a major strength of the new ITIL library.
It encourages the development of a business perspective. to FINALLY
give us the MISSING Businss focus. Not in ITIL V2!??? So another
BOOK is going to make a difference?.... Who is fooling Who
here?.... 1996 OGC ITIL Book Understanding & Improving So
another BOOK is going to make a difference?.... .fundamental to the
matching of IT services and business need ITIL Conference USA 1997
.best ITIL Book ever written. This will finally enable us to align
IT Services to business needs. .business value indicators.
8. P r o d u c t I o n s TOP PRESS.STOP PRESS.STOP PRESS.STOP
PR ..Revolutionary change ITIL V3 focusses on SERVICES instead of
PROCESSES.. making ITIL less internally focussed.. The Value of a
Service if not fixed inThe Value of a Service if not fixed in
advance is left the discretion of theadvance is left the discretion
of the V1, V2 or V3? its nothing NEW Its just something we dont do
well! FromFrom ProcessProcess toto ServiceService Customer and
Service minded needs to be embedded in our Attitude, our Behavior
and our IT Culture. advance is left the discretion of theadvance is
left the discretion of the recipientrecipient Aristotle. 384 Bc-
322 BC
9. P r o d u c t I o n s Service management capabilities become
a Strategic Asset to the business RESOURCES: Financial capital,
Infrastructure, applications, The achievement of strategic goals or
objectives TheThe Service StrategyService Strategy bookbook
applications, information, PEOPLE CAPABILITIES: Management,
Organization, Process, Knowledge, PEOPLE EMBEDDED in: Processes,
Systems, Technology, PEOPLE goals or objectives requires the use of
strategic assets. This guidance shows how to transform service
management into a strategic asset.
10. P r o d u c t I o n s in which PEOPLE play a prominent role
RESOURCES: Financial capital, Infrastructure, applications, Our IT
people Are becoming Critical assets for Business growth and
continuity TheThe Service StrategyService Strategy bookbook
applications, information, PEOPLE CAPABILITIES: Management,
Organization, Process, Knowledge, PEOPLE EMBEDDED in: Processes,
Systems, Technology, PEOPLE Strategic Assets people
11. P r o d u c t I o n s RESOURCES: Financial capital,
Infrastructure, applications,you mean HE TheThe Service
StrategyService Strategy bookbook Surveys show continuing adoption
(of ITIL) as well as persistent challenges But No. 2 on the list
strikes a chord, in its recommendation of the need to ingrain
process into the culture. ABC of ICT Whats that? applications,
information, PEOPLE CAPABILITIES: Management, Organization,
Process, Knowledge, PEOPLE EMBEDDED in: Processes, Systems,
Technology, PEOPLE you mean HE is a Critical Asset?!! Boy are we in
deep Doo Doo !...
12. P r o d u c t I o n s a bunch of technoids probably the
most important management fundamental that is being ignored today
is staying close to the customer to satisfy his (or her) needs. In
too many companies the customer has become a TheThe
BusinessBusiness ViewView ofof ITIT serviceservice
managementmanagement Are we avoiding this because we dont
understand it?.... FRIGHTENING Technoid: spotty faced know-it-all
IT technical person that communicates in grunts and snorts (IT
Service management from Hell) they can only communicate in techno
babble. the customer has become a bloody nuisance whose
unpredictable behavior damages carefully made strategic plans,
whose activities mess up computer operations, and who stubbornly
insists that purchased products should work. managementmanagement
1996 We need to Improve the Quality of Service to the business
Where does this rank in the list of Business needs in the survey of
2007? or simply ignoring it and hoping it will solve
itself?.....like it has in the last 10 years!!!! 2007
13. P r o d u c t I o n s TheThe Service StrategyService
Strategy bookbook we need to engage & collaberate with the
business Im just listening to what this The Ultimate success of
Service management We all have an enormous amount of TRUST and
CREDIBILITY with the business When we walk in with this book under
our arm.. How many people have Business & IT alignment under
Control?... to what this Customer is saying Service management is
indicated by the relationship between Customers and Service
providers How do we gainHow do we gain TRUST and CREDIBILITY?TRUST
and CREDIBILITY? ......start demonstrating valuestart demonstrating
value
14. P r o d u c t I o n s TheThe Service StrategyService
Strategy bookbook UTILITY Fitness for USE WHAT the Customer gets
Positive effect on performance of tasks associated with desired
outcomes. Removal of constraints on performance So we need to
deliver Value to the business.. Value consists of 2 primary
elements A service is a means of delivering value to customers by
Only 27% of IT managers have directly measured WARRANTY Fitness for
PURPOSE HOW it is delivered ..Available when needed, in sufficient
Capacity and dependable in terms of Continuity and Security to
customers by facilitating outcomes Customers want to achieve
directly measured the return on investment from ITIL
implementations, and under half measured the value that IT service
management Delivered to their business
15. P r o d u c t I o n s The design of appropriate &
innovative services to meet agreed Business requirements TheThe
Service StrategyService Strategy bookbook GRABBA PIZZA Strategic
Innovation I want use IT to generate more revenue. How can ITenable
us to sell more Pizzas .simple! We give away a FREE PC with every
Pizza!!!.. A service is a means of delivering value to customers by
facilitating outcomes Customers want to achieve.Positive effect on
performance of tasks. to achieve UTILITY and here we see our
innovative, NEW mobile computing solution. Results of survey 1 year
ago..We still think in terms of systems. not business value
16. P r o d u c t I o n s WARRANTY TheThe Service
StrategyService Strategy bookbook Capacity it says a short wait
will occur!... Availabilityit says well have and we know how well
we deliver value at the moment!... Its one of our new Security
measures. Type an incorrect password 3 timesWARRANTYAvailabilityit
says well have the service restored within 30 minutes!...
Continuity Security Type an incorrect password 3 times and you get
hit by 40.000 volts. ..Available when needed, in sufficient
Capacity & dependable in terms of Continuity and Security
17. P r o d u c t I o n s Only 27% of IT managers have directly
measured the return on investment TheThe Service StrategyService
Strategy bookbook Capacity it says well have here we measured it.
We just didnt DELIVER it Capacity Availabilityreturn on investment
from ITIL implementations, and under half measured the value that
IT service management brings to their business it says well have
the service restored within 30 minutes!... Continuity Availability
SecurityContinuity
18. P r o d u c t I o n s Can the CIO Justify the Investment in
ITIL - 2006 this report shows we still NEED to get the Delivery
processes in place.. TOP PRESS.STOP PRESS.STOP PRESS.STOP PR
..Revolutionary change ITIL V3 focusses on SERVICES instead of
PROCESSES.. making ITIL less internally focussed.. Results of the
2007 itSMF Survey also show process maturity issues
19. P r o d u c t I o n s Many designs fail through a lack of
planning and management. so the technoids who wont read the
strategy book will pick up the design book they will probably just
look at the pictures.. Products/ Technology Processes People So
which ball is missing?...It was there in V2 and was seen during QA
as the most valuable addition. Strategy Steering TheThe Service
DesignService Design bookbook management. preparing and Planning
the effective & efficient use of The 4 Ps Partners/ suppliers
Technology Processes Steering Performance Value?
20. P r o d u c t I o n s Many designs fail through a lack of
planning and management. preparing and planning the effective &
TheThe Service DesignService Design bookbook The People, the
Processes, the Products and the Partners Apollo 13 Key Learning
points These are the key learning points of 1000 students..
Designing & applying ITIL in a simulation The WORLDS FIRST17,1%
Dashboard & KPIs to steer and be able to demonstrate success
Effective priority & escalation mechanisms at all levels and
PERFORMANCE 6,5% Tooling to: - automate & manage workflow -
provide Configuration insight - support knowledge sharing - support
reporting PRODUCT 4,6% Supply chain focus to manage the end-to-end
delivery Manage & steer suppliers PARTNER 10% 20% 30% 40%
effective & efficient use of the 4 Ps The WORLDS FIRST ITIL V3
investigation ..without even Knowing it. 44,7% Clearly defined and
embedded Tasks, Roles, Responsibilities Act Customer focused Team
working & removing SILOS & barriers between departments
Effective communication Addressing Soft aspects PEOPLEPEOPLE 27,6%
Defined, documented, deployed, demonstrable Processes and Process
management Apply Continual Service Improvement approaches PROCESS
17,1% between IT and business Explicit, known agreements
[email protected]
21. P r o d u c t I o n s Technical management IT Operations
Service Desk User TechnoidCustomer Geek TheThe Service
DesignService Design bookbook Recognize a User ITIL V2 Geek System
NERD Couldnt Recognize a User in a Police line-up Low Service
delivery capability too much Technobabble A bit better Customer
focus capability Capacity Availability Security Continuity .in
BUSINESS Terms!!
22. P r o d u c t I o n s TheThe Service DesignService Design
bookbook so we are moving the technogeek who only speaks in
technobable to the front line.. to communicate in Business terms.
RED all I asked is what do we actually do as a business?.... RED
CARD
23. P r o d u c t I o n s ITIL uses the terms Customers And
Userswhat Term do you use? Dorks! although we are getting a bit
better at being Customer focussed.. new, fresh, young technoids
enter our businesses every day and their view on Customers &
Users?... ITIL Customer User TheThe Service TransitionService
Transition bookbook I dont understand I followed ALL the Im a
certified ITIL professional. ensure staffResults of theI followed
ALL the ITIL procedures! According to me you Are a satisfied
customer ITIL professional. therefore I am right therefore you are
satisfied ensure staff have a clear and common understanding of the
value that their services provide to customers Results of the 2007
itSMF Survey reveals a weakness in addressing these education
issues. itSMF on-line survey: we are not customer focused. 89%
agreed.
24. P r o d u c t I o n s TheThe Service TransitionService
Transition bookbook Service Knowledge Management System (SKMS)
During the Service Lifecycle an organization needs to focus on
retrieving, sharing and we have to record what you know in the
database to help your colleagues if you let the telephone ring long
enough the users will eventually give up and stop bothering you
sharing and utilizing their knowledge
25. P r o d u c t I o n s record what I know to help you. If I
did that the Youd know as much as me!! .that will never do.. TheThe
Service TransitionService Transition bookbook we still dont want to
share knowledge Whose job is it to break through all these examples
of Attitude, Behavior The Service Transition team will soon become
familiar with the need to change attitudes & the operation of
converting culture for them it is a routine task, holding no
threat.!!!! Behavior & Cultural issues?
26. P r o d u c t I o n s The space industry has had some
embarrassing moments with Software: Apollo 11 landed on the moon
with seconds of fuel remaining.. Performance - load testing.
Atlas-Agena course error & crash. Change error , - missing
TheThe Service TransitionService Transition bookbook ..to ensure
requirments of service strategies, set out in service design are
effectively realized in Service operations while controlling the
Risks of failure and Disruption.. who is going to ensure
Applications people adopt ITIL V3 Here are the software updates to
the onboard navigation program. Arianne 3 explosion at take off, it
thought it was an Arianne 2.. Configuration problem Mars orbiter?
missed.. Program discrepency between Miles and Kilometers missing
Disruption.. What was Utility & Warranty again?Mars lander?
Thought it had already landed Software fix not carried out. Fit for
USE Fit for PURPOSE
27. P r o d u c t I o n s TheThe Service OperationsService
Operations bookbook remember A Fool with a TOOL is still a FOOL
Lots of Service Improvement suggestions The Operations bridge
represents a link between IT Operations teams & the traditional
Help Desk.. Distributed Infrastructure Command & Knowledge C E
N T E R Lots of NEW Ways to Ignore The Users
28. P r o d u c t I o n s TheThe Service OperationsService
Operations bookbook Distributed Infrastructure Command &
Knowledge C E N T E R There is a ANGRY User outside who wants to
speak with G.O.D!... Phaser set to STUN Mr. Amoeba!... Event
management tool suppliers are happy
29. P r o d u c t I o n s Continual Service
ImprovementContinual Service Improvement bookbook This should have
been the First book
30. P r o d u c t I o n s Full of enthusiasm we will tell the
business we know all about strategy.(Little trust and it didnt work
with the last business perspective book) (Oblivious of the need for
ABC.) People, Process, Product & Partners (.leaving out the
performance) Continual Service Improvement (CSI)Continual Service
Improvement (CSI) That is why CSI should Have been First Knowledge
transfer? .knowledge is power. (The Applications WALL still
intact.) I told you all we needed was a tool. (Back to a tool
solves all problems) We will then run out of energy and money to do
what we Should have been doing all along which would have probably
made V3 not necessary.
31. P r o d u c t I o n s So?..What is the message? 33 best
practice tipsbest practice tips Most of the issues are things we
should have already been doing for Years.Will a new framework solve
this?.. What are the most important steps for the future.? 33 best
practice tipsbest practice tips
32. P r o d u c t I o n s 11 Most importantMost important
instrument?instrument? YOU are the most IMPORTANT Instrument of
Change. instrument?instrument?
33. P r o d u c t I o n s 22 Framework?Framework? DESIRABLE
BEHAVIOUR dont focus on the FRAMEWORKS focus on the Attitude,
Behavior & Culture 22 Framework?Framework? Mail me with your
biggest issue that NEEDS resolving.or one that YOU have already
solved. [email protected]
34. P r o d u c t I o n s 33 LeadershipLeadership
35. P r o d u c t I o n s During the next two years leadership
will be the most important IS capability which will determine IT
success. However, there are formidable challenges in the form of
internal leadership deficiencies and senior executives who fail to
recognize the need for strong leadership. Many IT leadership teams
are poorly equipped to face the next two years. Desirable behavior?
Leadership The most popular Cartoon so far
36. P r o d u c t I o n s What is Leadership?What is
Leadership? Make change happen at your customer Help motivate
Inspire & stimulate desirable behavior Help ensure shared goals
are created for success- focused on the Customerthe Customer Break
down the SILOs & barriers Ensure you can Measure &
demonstrate success Break down the ABC barrierThe FUTURE is YOU
walk out of here and start BEHAVING differently.
37. P r o d u c t I o n s I am now a Strategic asset Capable of
saving the Business Single handedly Thank you
38. P r o d u c t I o n s Prove me wrong! ABC Exercise IF you
are investing in an ITSM improvement program, put this card on the
table in front a teamthe table in front a team of managers or
employees. Ask them, If you met the CEO in a lift and he asked you
to explain what VALUE| he(or she) expects to be realized, what
would be your answer?. Write down the answers and then see if they
are right? And then ask yourself Do you KNOW this or are you
ASSUMING this?