ITSM for CxOs

IT SERVICE MANAGEMENT

FOR NON-IT MANAGERS (CXO)

Danil Dintsis

Ph. D., PMP®, EXIN® accredited trainer

www.i-mokymas.com

[email protected]

BRIEF ABOUT THE PRESENTER

Ph. D. in System Analysis (Doctorate degree, ISCED verified)

Ph.D. in Technical management (Candidate degree, ISCED

verified)

Portfolio manager and IT consultant, teacher and coach for 15+

years with the following certifications:

PMP®

EXIN accredited trainer for ITIL®, MOF®, Cloud computing, Operation

services and Analysis (OSA®)

WHAT IS THE GOAL OF THE PRESENTATION

How ITSM

may help us?How should we

Work together

What shall I do with my IT people

What are our common goals

WHAT IS ITSM

Measurable targets for IT

IT supports

Main business

IT as a Service Business-IT alignment

STEP1. ALIGN BUSINESS AND IT PORTFOLIO

WHAT IS IT INFLUENCE

ON MAIN BUSINESS PROCESSES

Does your company have IT services with direct impact on sales, productivity, etc?

Are there any business services critically dependent on IT?

WHAT INFLUENCE MAY IT HAVE

ON MAIN BUSINESS PROCESSES

What are the risks and opportunities of using IT services?

What is the value added by IT?

How can we measure IT service value?

Q&A FOR BIT ALIGNMENT

Do you have an IT strategy in place? Is it aligned to organizational objectives?

Is the strategy communicated? Does everyone have a clear understanding of the strategy?

Is the strategy measured, and are opportunities for improvement identified?

Are there service level agreements (SLAs) in place for the key business services?

Is there a process for identifying and approving new project concepts?

Is there a published portfolio of projects? Is it clearly communicated and understood by IT and the business representatives?

Is there a clear connection between the strategy and IT’s portfolio of projects and services?

Is IT service demand measured and analyzed?

Are new business requests accepted, organized, managed, and acted upon?

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BUSINESS-IT ALIGNMENT

Outcomes Measures

The business considers IT as a strategic asset.

The business continues to invest in enhancements or new services. The business consults with IT as part of strategic decisions, acquisitions, or new directions.

IT has a strategic plan. The business and IT publish and measure an annual IT service strategy. The strategy articulates the linkages between IT goals and the business goals and outlines measurements, budget, risks, and a plan for execution.

IT has an understanding of its capabilities and resources.

IT has a predictable model for estimating resource consumption and the adoption of new technologies. IT measures business demand of services offered and uses this information for planning purposes.

IT has a set of defined services and projects that support the strategic plan.

IT has a published service portfolio that identifies all projects. IT has a published service catalog that identifies and describes all services offered to the organization.

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ALIGNMENT OF BUSINESS – MATURITY MODEL

5th (optimized) maturity level: IT implements business KPIs

Example: 0,1% growth of Internet bank service availability provides

additional 5% of Internet banking cash flow

3rd (defined) maturity level: IT service based KPIs

Example: 95% of user requests and incidents are resolved

according to SLA

4th (managed) maturity level: integrated IT and business KPIs

Example: 5% decrease of company’s website availability increases

client phone calls twice

STEP 2. SERVICE CATALOGUE -

AGREE ON SERVICE PORTFOLIO

Service catalogue contains full and transparent set of services, KPIs, and

components

SERVICE CATALOGUE:

STEP TO TRANSPARENCY

SC includes at Business level:

Service attributes

Support days and hours

Service manager

Service KPIs (for example, Availability level, Restoration time in case of a failure,

etc.)

Thresholds

Reporting tools and periods

Escalation contacts

Service cost

SERVICE MAP PRESENTS SERVICES INTERACTIONhttp://i-mokymas.com

SERVICE CATALOGUE:

COMPONENT LEVEL

SC includes at a Component level:

List of components (resources, including human) which are necessary for service

delivery according to quality metrics mentioned in a Business level

Component support parameters

Component capacity, including risk mitigation subcomponents (i.e. second

server)

References to third-party contracts, support warranties and obligations

Component support expenditures

STEP 3. SERVICE LEVEL AGREEMENT

Agreement between IT Department/outsourcing provider and business

department

Regulates certain service conditions, KPIs, and interaction procedures for a

single IT service or a group of IT services provided for this business unit

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COMMON TYPES OF SLA-S

Business unit based (includes all services for the certain BU)

Service based (describes IT service for all Bus)

Multi-level SLA

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SLA PROCEDURES EXAMPLES

Call process procedure

RFC process

Regular activities procedure

KPIs

Control procedure

Escalation procedure

Third-party dependencies (e.g. Internet provider

and/or external Datacenter)

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CONTROLLING SLA – CLEAR VISION

OF IT ACHIAVEMENTShttp://i-mokymas.com

STEP 4. CSI – IMPROVE CONTINUOUSLYhttp://i-mokymas.com

THANK YOU!

.

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[email protected]

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