Pragmatic Service Management

Pragmatic Service ManagementUsing ‘best practice’ frameworks to solve real business problems

Claire Bourke Lucid IT

© Lucid IT Pty Ltd, 2006 - All rights reservedversion 3.0

Pragmatic Service ManagementA Pragmatist - Guided by practical experience and

observation rather than just theory

Theorist MaverickPragmatist

Pragmatic Service ManagementPragmatic Service Management uses the theory

innovatively to solve a real business problem

Theorist MaverickPragmatist

#1 Alignment with Business Strategy

! Symptoms! Business fails to see ‘value add’ and won’t support

the initiatives! Lack of IT Management support ! Processes become overly complex or stagnate as

they have failed to align with business process

#1 Alignment with Business Strategy

! Develop a Strategy Map to focus on benefits realisation! Link key initiatives to strategic objectives

SOERollOut

SLA’s

ServerConsolidation

NetworkUpgrade

ApplicationEnhancement

Setting up aPMO

DRP

Activity Based Costing

CustomerSatisfaction

Survey

Staff Engagement

Survey

Data CentreRelocation

ProblemManagement

ITILImplementation

Service Desk

Consolidation

Service Catalogue

CareerDevelopment

ImproveCustomer

focus

ImproveService

availability

ImproveTime toMarket

ProductInnovation

Reduce RTB costs

by 10%

Improve Brand

Awareness

Expand Market share

Shareholder Value

CustomerFocus

Business

IT

#2 Create a ‘sense of urgency’

! Symptoms! Other projects take priority! Lack of management support! ITIL Implementation done as a ‘business as usual’

activity

#2 Create a sense of ‘urgency’

! Questions you must answer! Why are we doing this project – need vs want! What is the benefit to our business! What are the risks if we don’t do it! Do we have executive buy in – accountability, not

sponsorship! Do we have the budget or access to budget! Does this improve alignment with the business! How will this impact customer, employees, partners! Have we done this before! How will we measure success – business and IT

#3 Clear implementation framework

! Symptoms! No project structure for implementation or project

governance! Technical determinism’ – implement technology

independent of process and the organisationalstructure in which is embedded

! Underestimating the scope and ‘touch points’ of the project

! Slow progress, lack of support – ‘bright shinny thing’

#3 Clear implementation framework

Plan

Business Drivers

Vision

Assessment

Objectives(Roadmap)

Business Case

Go/No Go

Implement

ImplementationPlanning

Process Design

Build

Transition

Functional Specification

ToolEvaluation &

Selection

Go Live

Optimise

ServiceImprovement

Communication and Training

Gov

ern

ance

Organisational Alignment Maintain

#4 Scope - Run and Build

! Symptoms! Limited support from the Application Support and

Development Teams! Lack of focus on the end to end service value chain! ITIL only

#4 Scope - Run and Build

! Need to consider the whole of IT

““ServiceServiceManagement Management

OfficeOffice””

BusinessBusiness

Service Level MgtFinancial MgtAvailability MgtCapacity MgtSecurity MgtIT Service Continuity MgtIncident Mgt

Programme MgtPortfolio MgtProject MgtRequirements Analysis

Release MgtChange MgtConfiguration MgtProblem Mgt

Application DevelopmentProject Management

ProgramProgramManagement Management

Office Office

““BuildBuild””IT ServicesIT Services

““RunRun””IT ServicesIT Services

Governance

AS7799

ISO20000AS8015COBITBSC

ITIL

ITILITIL ITIL ITIL

ITIL

ITIL

ITIL

ITIL

ITIL

ITILITIL

ITIL

ITIL

ITIL

6 Sigma

6 S

igm

a

ITIL

ITIL

Prince2

Prince2 pmBOK

CM

M

CMM

CMMITIL

ITIL

ITIL

ITIL

#5 Consider all the Dimensions of Change

! Symptoms! Failure to understand that implementing ITIL will

fundamentally change the way people work.! Unsustainable change, people revert back to old

ways of working! Lack of integration between to the elements, for

example" Tool does not adequately support the process, " Practice does not align to process " Process outcomes do not deliver on strategic objectives

#5 Consider all the Dimensions of Change

! Project Plan – Develop a Product Breakdown Structure based on each of the elements

! Create a focus on organisational change and bring in an expert if required

# 6 Service Architecture

! Symptoms! No clear definition of services! Services defined in terms of technology! IT finds it difficult to effectively assess the impact of

incidents and changes

# 6 Service Architecture! At the heart of Service Management is Service

Business/Customer Service

IT Services

CI CI CI

CI CI CI CI

Underpinning Configuration Items

CI CI CI CI

CI CI CI

CI CI CI CI

CI CI CI

CI CI

# 7 Process Architecture

! Symptoms! Lack of understanding of process intent or desired

objectives – WHY?! Processes overly complex and prescriptive! High compliance overhead! Implementation generating too much change! Risk throwing the baby out with the bath water

# 7 Process Architecture

Policy Statement of Process Intent

ProcessOne Page, Role Based, High Level Process Flow

ProceduresUnderpinning procedural steps

Local Work PracticesSupported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)

Com

plia

nce

#8 Clear Business Engagement Model

! Symptoms! Lack of strategic input from the business! Business complain about IT service delivery! IT ‘fear’ consultation with the business! Meaningless Service Level Agreements! Process like Problem Management fail

#8 Clear Business Engagement Model

Change Management

Incident Management

ServiceDesk

Service Level ManagementCustomerRelationship Management

Business Users of

IT Services

IS

ExecutiveManagement

Request Management

Clear and consistent channels for incidents, requests and changes

ITBusiness

Representative

ExecutiveManagement

Business Units

Strategic, policy and architecture alignment

Service Level, Service Design and Deployment interface

Strategy and Architecture

#9 Plan to Improve

! Symptoms! Lack of traction; people go back to old ways of

working! Process no longer meets business needs! No induction for new staff – dilution of process

#9 Plan to Improve

Time

Maturity Level

QualityAssurance(ISO2000)

PLAN DO

ACT CHECK

Driven by Changing Business Needs

#10 Situational Management

Theorist MaverickPragmatist

Summary

! 10 observations – 10 pragmatic solutions! #1 Alignment with Business Strategy! #2 Create a sense of urgency! #3 Clear implementation framework! #4 Scope – Run and Build! #5 Consider all the elements of change! #6 Service Architecture! #7 Process Architecture! #8 Clear business engagement! #9 Plan for Improvement! #10 Situational Management

Claire BourkeLucid [email protected]