Service Management Improvement Service Management Improvement Program (SMIP) Program (SMIP) Process Improvement in ITSB Process Improvement in ITSB Canadian Public Sector Quality Association Canadian Public Sector Quality Association 10 May 2007 10 May 2007
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Service Management Improvement Service Management Improvement Program (SMIP)Program (SMIP)
Process Improvement in ITSBProcess Improvement in ITSB
Canadian Public Sector Quality AssociationCanadian Public Sector Quality Association10 May 200710 May 2007
2
• SMIP Vision & History
• Organizing to Deliver ITSM
• Phase 1 Situation Report
• Phase 2 “Go-Forward” Plans:
– ITSM Process Optimization
– Technology / IT Optimization
• Measuring the Improvement
• Conclusions / Open Discussion
Agenda:Agenda:
3
Our Vision for Our Vision for TransformationTransformation
4
Context: Context: Our Vision for TransformationOur Vision for Transformation• SMIP is driving the transformation to a GC-wide IT Shared Services
Organization (IT-SSO) … based on the principles of Operational Excellence, Optimization, Virtualization, etc. An ITSM “miracle” should not be expected “overnight”.
• Transformation to repeatable / scaleable “factory-like” production & delivery will take time (e.g. moving from hand-built / one-off production to high quality, mass-production). Persistence is critical: SMIP is a multi-year transformation & Management of Change (MoC) program!
• The IT-SSO, like the auto industry, is be driven by: optimal service cost (“right price”), shorter design cycles; faster move to production; quicker unit production; ever increasing quality demands, etc.
5
• ITSM Initiatives need to be well defined, communicated and understood by all.• Our ITSM vision needs to be translated into operational objectives which are
measurable & considered important at the “Coal Face” - otherwise they are not!• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”)
and rapidly (“boil the ocean”?).
Is There a Clear Vision / Mission? Who Understands the Vision?
Source: Renaissance/CFO Magazine Survey
Vision Vision …… Understanding at the Understanding at the ““Coal FaceCoal Face”” is Criticalis Critical
6
Technology
People
Processes
People are the key to People are the key to our successour success
Initiatives must be aimed at Changing the Way People Work … from the many old ways … to the “new” way; & helping staff understand/cope with the changes (i.e. right-pacing).
““YouYou”” are the key to our success!are the key to our success!
Making the Transformation WorkMaking the Transformation Work…… Balancing People, Processes & TechnologyBalancing People, Processes & Technology
7
Spring 2007: We are here!
Most “tangible benefits”(ROI) are hard to touch – until MOST is done .. has our full team got the critical understanding & patience???
Good News Good News …… Persistence & Patience are Paying OffPersistence & Patience are Paying OffWe are Getting TractionWe are Getting Traction
Trough of Disillusionment
The Path to Transformation is Known & Predictable
Fall 2006 Situation
8
History:History:
How We Got HereHow We Got Here
8
9
What is SMIP?What is SMIP?
9
ITSB’s Service Management Improvement Program (SMIP):
• Implements a Service Management framework for the provision of high quality IT products / services to clients, from initial contact through service delivery & ongoing support.
• Embodies IT Service Management (ITSM) “best practices” of industry & government worldwide.
• Introduces & institutionalizes repeatable, “industrial strength”, scalable and measurable Service Management processes/tools to position the future ITSSO to deliver Shared IT Services GC Enterprise-wide.
A Comprehensive A Comprehensive Approach to ITSM is Approach to ITSM is Critical to Achieve Critical to Achieve
Full Benefits for the Full Benefits for the BusinessBusiness
10
Recall: Key Thrusts for Sustainable SMIRecall: Key Thrusts for Sustainable SMI
• Collaboration: Leverage the knowledge / experience ofother public / private sector organizations and solicit their input / views on our approach to Service Management Improvement.
• Consultation: Engage top Industry experts to acquire their expertise & advice on best strategies for:
– Implementation of ITIL / ITSM in the GC context (including ISO 20000 certification);
– IT Infrastructure Mgmt & Optimization / Evolution.
• Transformation: Focus on shifting our culture to continuous improvement, through comprehensive staff / stakeholder communications, training & support.
• Credibility: Build confidence in the minds of our staff, OGD partners & suppliers through Quick Wins, tangible Pragmatic Projects & early results.
11
SMIP Approach: SMIP Approach: Integrated Service Mgmt Model (SMM)Integrated Service Mgmt Model (SMM)
Service Management “Processes” Span all ITSB Business Functions
Security
Tact
ics
Ope
ratio
nsSt
rate
gy
Supp
liers
Strategic Processes
A/C Management Design and Development Service Planning
ITSM Project• ITSM Launch - set-up framework, owner, WG for all Service Disciplines (SDs)• “Full Implementation” SDs -SLM, Change, Configuration *, Incident, Financial Mgt & Security Mgt• “Partial Implementation” SDs - Problem, Release, Avail, Cap & Bus Cont Mgt, plus Service Desk Function
Organizing to Deliver Organizing to Deliver ITSMITSM
20
• Service Level Mgmt(Execution)
CEOCEO
COOCOO
PWGSC CIO
Functions
PWGSC CIO
Functions
ApplicationManagement
Services
ApplicationManagement
Services
GovernmentOf Canada
Marketplace
GovernmentOf Canada
Marketplace
BusinessPlanning &
Management
BusinessPlanning &
Management
EnterprisePartnership
Management
EnterprisePartnership
ManagementProduct
ManagementProduct
Management
ServiceManagement
& Delivery
NCA &Regions
ServiceManagement
& Delivery
NCA &Regions
ChiefTechnology
Officer
ChiefTechnology
Officer
ServiceQualification& Transfer
ServiceQualification& Transfer
MajorProjectsMajor
Projects
• IT Financial Mgmt
• Service Level Mgmt(Ownership)
• All Other Disciplines
• Security Mgmt
(Ownership)
- Develop and Manage - Svc Catalogue ** - SLA **- OLA
- Manage UC
- Stewardship of IT Finance - Budgeting **- IT Accounting (Cost model **)- Charging (includes pricing)
-Develop Security Policy ** -Ensure compliancy-Validation and Verification- Management reports
** : priority maturity requirements
Project Progress / Financial Oversight
Program Steering via TEC
CIOB Linkages:- IT Standards - CTO- SM Standards - SMIP
Organizational Optimization to Deliver ITSM ... in Organizational Optimization to Deliver ITSM ... in ITSBITSB““SMIP UnpluggedSMIP Unplugged””
21
• Configuration Mgmt • Security Mgmt (Management)
Delivery Executives
InfrastructureServices
Business Integration Mgmt
End UserServices Mgmt
Server SystemsManagement
AssetManagement
SecurityOperations Mgmt
Transition & Project Mgmt
DistributedComputing Svs
NetworkingServices
Enablement Services & Day-to-
Day Operations
Competency Centre Leads
Competency CentresExecutive
• Capacity Mgmt (all DEs)
AvailabilityManagement
Network Mgmt
• Problem Mgmt• Availability Mgmt• ITSCM
• Service Desk• Incident Mgmt
Service Management & Delivery (SM&D)Strategy Executive
Service Management & Delivery (SM&D)Strategy Executive
-Information protection-Threat monitoring- Intrusion detection-Vulnerability assessments - Identity and access-Investigations
• Change Mgmt
• SMIP Oversight + PMO• ITSM Process Owner
Organizing to Deliver Service Management Organizing to Deliver Service Management …… in in SM&DSM&DAligning Delivery into Competency CentresAligning Delivery into Competency Centres
• Release Mgmt
22
Organizing to Deliver Service Management Organizing to Deliver Service Management ……Optimizing Optimizing ““Enterprise InterlocksEnterprise Interlocks””
Cha
nge
Man
agem
ent
Bus
ines
s
Impa
ct A
sses
sors
Tech
nica
l Ass
esso
rsB
usin
ess
Ass
esso
rsFi
nanc
ial A
sses
sors
TIA
BIA
FIA
SE1
GS1
5.04.05.01Gather
TechnicalInformation
5.04.05.02GatherInitiator
Information
5.04.05.03Gather
FinancialInformation
5.04.05.07Review
TIA
GJ1 XE1
GD2
TIA Completed
Incomplete
5.04.05.05Produce BusinessImpact
Assessment
5.04.05.08Review
BIA
GD4
BIA Completed
Incomplete
5.04.05.06Produce Financial Impact
Assessment
5.04.05.09Review
FIA
GD6
FIA Completed
Incomplete
EmergencyIA
Financial Assessors determinefinancial impact includingcapital and cost of resources
Technical Assessors determine impact on the IT infrastructure and participate in resource assessment
Business Assessors determineimpact on the client's operations
• Utilize Industry / proven “best practices” – validate our MoC Strategies with Industry / MoC experts
• Share our MoC Strategies & Action Plans with everyone:– Remain receptive to suggestions for improvement
• Communicate (& listen) continuously:– Pass messages (on why, what, and how) from level to level, with
responsibility shared / assumed by all
• Engage our managers as our primary “Change Leaders”• Refine / adjust our “Navigating Change” Strategy & direction as we
go .. Change is a journey !!
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the ChangePeople & Managing the Change
24
Implemented Mechanisms/Events for Engagement of StaffImplemented Mechanisms/Events for Engagement of Staff::
• Established a Navigating Change National Network (NCNN)– Staff engagement/communication & bottom-up advice to Management
• Set Up a Navigating Change Website & Email Box (monitored daily) • Monthly DG Café Sessions & DG Confidential Email Box• Semi-Annual All Staff Meetings – Quarterly Extended Mgmt Meetings • Lunch & Learns – on MoC techniques, SMIP Projects & “Quick Wins”• Navigating Change “Toolbox” for use by MoC leaders / staff• Lending Library of MoC & Navigating Change Info / Tools• Executing scheduled Navigating Change Health Checks / Surveys• Leadership / Change training for Directors, Managers &
Supervisors - to help them fulfill their change leader roles• MoC KPIs & Monitoring Framework
– “measurable, meaningful & real” KPIs, i.e. Staff Satisfaction, Staff Retention/Growth, Training Investment/Results, Success Recognition & others to be identified, based on the advice of NCNN
• Incorporating Navigating Change / MoC goals in Managers’ Performance Agreements
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)
25
Other Ongoing MoC Activities:• Provide continuous engagement initiatives / collateral, including:
– SMIP Engagement bulletins, briefings and presentation materials– Frequently Asked Questions (FAQs), Program Overview sheets– Communiqués on accomplishments, activity/strategy changes or issues
relevant to SMIP
• SMIP Monthly Accomplishments Reports which provide regular summary / progress report of SMIP accomplishments and outcomes
• Maintain staff awareness of SMIP initiatives via “Engagement Events”, including SMIP Outreaches (Regional, NCA), All Staff meetings, Lunch and Learns, 101-Education Sessions, etc.
• Continue promoting updates to the SMIP website• Service Discipline Artifacts: Provide a toolkit / knowledge base for all
SMIP artifacts (processes, templates, lessons learned, tools and best practice experiences)
• Execute Regional Action Plans resulting from SMIP 06/07 Outreaches
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)
New: Notice sent to WIO via BITS; WIO then assigns to appropriate Solution Design GroupValidate (Verify that it is SR Work)Review for completeness (against Checklist)Prioritize
WIO
1
Review
WIO
2
Review & Validate Agreement& Availability of Funds
WIO
2
CRM Sign-off Template
Notification to execute and support
Notification to Begin (SDM)
Future:Close RFC
Create ARTS RFC Code
Create ARTS SLA Code
RFC
Future: RFC
1
WIO
Reject
Stop
1
To Client for Sign-off
Back from Client
Triage
To CRM for Client signature
To Product Manager (Scoping Issues) / CRM (Requirements Definition Issues)
for Revision
Obtain Client Sign-Off / Acceptance
CRM
Client Signed-off
CCs
3 S
upport
Sign-off Template (signed)
Notify BPMS Sector to Create Financial Structure
+ Release Funding
No
Yes
Funds committed?
SLA
PAUSED;Notify CRM
Legend:SR - Service Request ; sub-components:
SRD - Service Requirement DocumentSSD - Service Specification Document
BITS - Business Intake Tracking System (formally known as BPMS)
PCS - Project Control SystemRFC - Request for Change
CC Execution
Notification (Stop Clock)
GOAL: WIO Transition to TPM by July 1st, 2007
CRM
BIRB (optional)
Create SRDFuture: Raise RFC
SM&D / WIO Rules:No Solution Development without proper
Service requirements definition via SRDLarge Scale Solution Designs will require
up front funds (credited in the SLA)No Implementation without a signed
agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are
recorded in PCSNo operation/execution (support) without
Client Sign-off / Acceptance
Amendments and Renewals (A&R)Simple Service Requests not requiring SM&D analysis/assistance wil l be reviewed by WIO to confirm CapacityOther A&R Service Requests will follow this process, recognizing the need for quick turnaround
A
B
C
D
E
F
Product Manger
DATEREVISIONVERSION1 0 JAN 29 '07
DRAWN BY
TITLE
Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)
Service Management Strategy Executive
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & TodayRelating to Our SMM & Today’’s Service Requestss Service Requests
SRD - Service Requirement DocumentSSD - Service Specification Document
BITS - Business Intake Tracking System (formally known as BPMS)
PCS - Project Control SystemRFC - Request for Change
CRM
Create SRDFuture: Raise RFC
1
Serv ice Request
Client
SignedAgreement
Triage
BIRB
SRD
ProductManager
ProductManager
CRM
Client
CRM
Back from Client Signed SLA
Client
Sign-off Template
Solution
Support
SM&D Rules:No Solution Development without proper
Service requirements definition via SRDLarge Scale Solution Designs will require upfront funds (credited in the SLA)No Implementation without a signed
agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are
recorded in PCSNo operation/execution (support) without
Client Sign-off / Acceptance
Future: RFCA
B
C
D
E
F
Clarify Requirements Definition Issues
BIRB?
No
Yes
Depending on BIRB's Business Rules
Clarify Scope RejectReturn or Reject
Return or Reject
Once SLA is created, minimal negotiation and reviews will occur across EPM, PMS and SM&D
DATEREVISIONVERSION
1 0 JAN 29 '07
DRAW N BY
TITLE
Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)
Service Management Strategy Executive
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & Service Requests Relating to Our SMM & Service Requests (Cont(Cont’’d)d)
33
On-track - minor slippages only (Kudos!)Leadership for ITSM Service Disciplines completed in Phase 1(e.g. Change, Incident, Configuration, SLM, Service Desk, etc.) are now being transitioned to ITSB / SM&D organizations for “implementation”; governance / oversight of progress & alignment will be monitored by SMIP PMO throughout Phase 1 Implementation Phase & ongoing continuous improvement)
• Working closely with IT-SSO BMM teams / tracks to ensure best practices / end-to-end process models, tools & governance developed through SMIP are leveraged / put into practice across the future IT-SSO (incl. WIO Flows)
• Established CAB / Change Advisory Board (Change Mgmt)• Created Emergency Change Process & CAB (Change Mgmt)• Developed FSC / Forward Schedule of Change (Change Mgmt)• Developed Preliminary Change Mgmt Policy (Change Mgmt)• Created RFC / Request for Change Form (Change Mgmt)• Created Formal Release Mgmt Policy (Release Mgmt) • Developed Preliminary Sign-off Procedures (Release Mgmt) • Piloting the Technical Overview Document (TOD) to SM&D (Release
Mgmt)• Developed Critical Incident Review (CIR) Process (Incident Mgmt)• Implemented Mgmt Escalation Policy & Process (Incident Mgmt)• Launched ITSB Service Desk Forum (Service Desk)• Created and implemented Daily Satisfaction Survey (IM/SD)• Developed and Initiated Service Excellence Program in collaboration
with MoC (IM/SD)• Developed and implemented an Incident Priority Matrix (IM/SD)
• Implemented a standard Service Level Requirement Template for “On Profile” services for Wave 1 POs (SLM)
• Implemented a standard SLA Template (SLM)• Integrated Secure Channel mgmt within SM&D (IT Financial Mgmt)• Automated JV Process (IT Financial Mgmt) • Developed Corporate Capacity Plan (Capacity Mgmt) • Service Disruption Review (SDR) (Availability Mgmt)• Reviewed Optimize Maintenance Windows and created Findings Report
(Availability Mgmt)• Completed MTTR Review and produced Findings Report (Availability
Mgmt)• Established mechanism to identify Mean Time To Repair components
• Running SMIP as a comprehensive program using strong project management disciplines
• Holding SMIP HQ / Regional Staff Workshops (great interactive exchange of information, team building exercise)
• Establishing mechanisms for integration (IWG, Focus Areas, WG Coordinators, etc.)
– Excellent collaboration between teams / workgroups
• Establishing comprehensive process modeling standards/methodology, common notation (BPMN) & toolset (iGrafx); providing related training “bootcamps” on iGrafx tools & BPMN notation for 12 all Work Groups, ITSM process specialists, etc.
• Performed Process Cycle Time Simulation of 6 Service Disciplines(Incident, Change, Problem, Configuration, SLM, IT Financial Mgmt), & QA on all SD Process Models
• Established ourselves as industry leaders in Process Modelling /Simulation, and provided formal / informal briefings and expert advice to government departments & private sector groups
• Securing funding from the GC Treasury Board• Launching the SMIP Pragmatic Projects and Quick Wins • Improving the Service Management & Delivery organization along ITSM best practices (Concept of Org & Functional Org Mapping)
– Also, helping other sectors in ITSB align / improve (Product Mgmt, CTO)• Using formal Working Groups to lead in SD development
– Excellent / skilled workgroups, with strong team members– Good regional representation / participation
• Getting a head-start & progressing rapidly on some Phase 2 SDs (e.g. Problem Mgmt)
• Challenges inherent in communicating “everything to everyone”; an expected “miss” given the wide and varied audience, dynamic & challenging content and PWGSC corporate comms - mitigation: continuing aggressive Engagement Program
• Maintaining the momentum on educating our people and our new partners; our training Institute shut down leaving us without a vehicle - mitigation: establishing alternate sourcing arrangements
• “Landing” some SDs in ITSB (e.g. IT Financial Mgmt) - mitigation: increasing focused alignment efforts by ITSM Core Team on urgentpriorities, e.g. to IT-SSO Business Mgmt Model / Mgmt Framework (BMM / MF) efforts
• Limited focus on ITSM “automation” via ITSM tools; need to standardize / rationalize / integrate all ITSM tools - mitigation: proceeding rapidly towards ITSM Tool RFP in collaboration with Availability Mgmt CC & IT-SSO CTO
• SME availability due to other priorities / workload (e.g. “lights on”operational responsibilities) - mitigation: SMIP Program will continue to provide “backfill” funding where needed
• Phase 1 Service Disciplines are moving into “implementation”– Go forward implementation framework defined (e.g. R&R, OLA Model,
Services to be provided by SMIP Team)• Achieved important progress in other Phase 1 and 2 SDs• Established ourselves as a leading / visionary ITSM program
– Recognition from across GC, other governments, and industry• Proved ourselves to Federal Government Treasury Board (TB), i.e. our successful funding submission
• Shown we are serious about improvements in tools / technology• Secured CEO approval for our IT Optimization Program• Leveraged our Phase 1 “hits” and learned from our “misses” as we started into Phase 2
• Reached agreement to tightly integrate BMM / MF efforts with SMIP process modeling efforts to ensure a comprehensive IT-SSO business model
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Summing Up Process Improvement WorkSumming Up Process Improvement Work
41
Q3 Q4 Q1 Q2ITSM Phase 1 Deliverables (Binders)
Phase 1 LL
QC Phase 1 ITSM Deliverables
ITSM Phase 1 QWs Implementation
Pre-Phase 2 Gap AnalysisPre-Phase 2 SWOT Analysis
Pre-Phase 2 Assessment
Phase 2 ITSM Project Plan
Reboot 2Activate SMIP artefact
RepositoryProvide Training on QWs
SMIP Electronic Binder
Implement SMIP Phase 1 outcomes for Wave PO transition
Develop ITSM FrameworkPrepare Phase 2 SD Project Plan
High-level Procedures for QWs
Identify Critical QWs forPhase 2
Document Work Instructions for QWs
Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes
Align with SM&D/ITSBFin Mgmt Practices, ITSB BMM
Phase 1 Development
Phase 1 Implementation
Phase 2 Preparation
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Activity to CompleteActivity to Complete
42
Phase 2 GoPhase 2 Go--Forward Plan Forward Plan (Process & Technology Optimization)(Process & Technology Optimization)
• Implement SMIP Phase 1 deliverables for Incident, Change, Configuration, Service Desk, and SLM through the transfer of responsibility to SD Owners via a signed agreement (e.g. SMIP Agreement/OLA) … “SMIP Unplugged”
• Fully develop Phase 2 Service Disciplines, and complete development of IT Financial & Security Management SDs
• Align / integrate Phase 2 Process Development outputs to accord with existing Phase 1 Processes
• Continue aligning SMIP SMM, BMM / MF, aimed at institutionalizing specific end-to-end processes across the IT-SSO (e.g. Service Request / RFC Handling, CAB roles, “Call to Cash”, etc.)
• Continue the implementation of previously identified (Phase 1) & new (Phase 2) Quick Wins & Pragmatic Projects
• Continue aligning / integrating with SMIP IT Optimization Program (e.g. ITSM process requirements to feed Tool strategies / requirements); support realization of projected savings / benefits as driven by process improvements
44
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM Action Plan Forward ITSM Action Plan (Cont(Cont’’d)d)
• Energize & re-focus Integration Working Group (IWG) across the IT-SSO
• Complete integrating the GC Secure Channel “Service Lifecycle Mgmt Framework” (SLMF) within SMIP Process Framework
• Continue development of processes and implementation of tools required for MITS (“Mgmt of IT Security”) policy compliancy
• Develop & issue ITSM Toolset RFI / RFP, aligned to SMIP processes, in collaboration with CTO; a critical success factor for SMIP’s plan to fully embed / automate ITSM
• Start planning for ISO 20000 certification (will be initially targeted for specific ITSM SDs, IT Shared Services, etc.)
• Issue SMIP Professional Services RFP (covering ITSM, Project Management, supporting technology, etc.) to manage rising per diem rates & skills shortages
45
Q4Q1 Q2 Q3Build Action
Plan forPhase 1 LL
Plan SC SLMF/SMIP Integration
Execute SC SLMC/SMIP Integration
Implement SMIP Phase 1 outcomes for Wave PO transition
Update SDs Integration points
Prepare Phase 2 SD Proj Mgmt Plan
Adjust ITSM Governance Models within ITSB
Redefine & Implement the ITSM Training Plan
Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……Realigned ITSM Team OrganizationRealigned ITSM Team Organization
ITSM Consultant PoolITSM Consultant Pool
ITSMITSM
ITSM Integration
ITSM Integration
ITSM Verification and Audit
ITSM Verification and Audit
ITSM Control Office
ITSM Control Office
47
• Optimize ITSB’s current & future IT Infrastructure investments in the context of being the GC ITSSO, & in a way which supports SMIP’s Process Optimizations
• Reduce the complexity & cost of IT Infrastructure Management now & for the near future, driven by Dec ’06 TB Submission “Savings Commitments” & “Loan Repayment” provisions (see Figure below)
• Free funding for re-investment in key IT Optimization / Service Management initiatives over the next 5 years (to drive out further efficiencies)
• Position ITSB to transition to a Utility Computing environment that can take on new workload & provide a more robust, more highly available infrastructure that is flexible, self healing, & more easily managed
• Generate returns of $18 Million/annum by Year 5 of the IT Optimization Program
How We Are Measuring the Improvement (Phases 1 & 2)How We Are Measuring the Improvement (Phases 1 & 2)““OutcomesOutcomes”” Not Not ““ProcessesProcesses””
Enterprise Performance• Business Growth (Overall; also by Each Major Service Line)• Cost of Operations (Overall; also by Operations & Engineering Views)Client Relationship / Experience• Average Score in Client Satisfaction Survey (good to satisfied returning customers)• Service Desk User (Daily) Satisfaction Survey Sample High Profile “User Cost”• % of Clients With SLAs in Place• Business Request Processing TimeInfrastructure Stability• % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets) • Number of Incidents (Business Impact 1s); also % “handled” within target resolution time• % of “Failed” Changes (Overall; by Service Line)• % of Security Incidents (Overall; by Service Line); % “handled” within target resolution timeFuture Priority KPIs• % of Items Sold that are in the Service Catalogue (by Dollar Value) Target • % of “Assets” (CIs) in the CMDB (under Change Control); also CIs in CMDB.• Employee Experience: Satisfaction Surveys; employees in “Classified” Positions, etc.
52
Conclusions Conclusions ……Lessons Learned To DateLessons Learned To Date
• SMIP / ITSM is not just a “techie” project – it impacts all areas of the business / enterprise
• ITSM Programs must be carried out holistically to be successful - i.e. include People, Process & Technology improvements / optimization
• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”) and rapidly (“boil the ocean”?)
– Optimization is a “full contact sport” !• Use Governance to set “where to draw the line”• “Value” must be demonstrated continuously:
– to investors / partners (i.e. clear SLAs, transparent pricing and service delivery that is consistent, reliable & repeatable);
– to staff to fully engage them / harness their passion• Real results (efficiency-driven savings, quick/pragmatic improvements)
must be delivered as early as possible – to prove value and demonstrate credibility
• #1 challenge is balancing “Keeping the lights on” while “transforming”• Do not underestimate the “cultural” impact & pay attention to your
People during to the transformation ... because they are the ones who will drive / embed it!
53
Conclusions Conclusions ……People are the Heart of Our TransformationPeople are the Heart of Our Transformation
(Optimizing the current structure, planning to meet future customer
service availability requirements)
Capacity MgmtPreparing for the
Future (Healthy growth,
customer confidence, meet new business
needs, understand the infrastructure behaviour)
Continuity MgmtManage the Unthinkable
(Part of business continuity risk
management – plan, reduce impact, survive)
Financial MgmtManage the Cost
(Cost effective stewardship, allocation and
apportionment of service costs,
optimum VFM, good ROI, financial metrics)
Incident ManagementManage Service
Failure(Return service asap -
Lifecycle responsibility for failures, empowered,
prepared and consistent)
Problem ManagementDetect and Remove Causes of Failure
(Remove repetitive incidents from the infrastructure, prevent
incidents occurring
Change ManagementManage Service Improvements
(Ensures changes are fast, easy, consistent and authorized – manage risks)
Release ManagementMaintain Service
Integrity(Software & hardware
control and distribution –service legality & integrity)
Configuration ManagementManage infrastructure component (Configuration Item) information
What are the service components and how are they joined together? Infrastructure quality metrics)
Secu
rity M
anag
emen
tMa
nage
conf
iden
tialit
y, in
tegr
ity, a
vaila
bilit
y
Int e
grat
ed S
e rvi
ce D
esk
and
ITSM
Too
l-set
ICT
Infra
stru
ctur
e Man
agem
ent
Mana
ge In
form
atio
n an
d Co
mm
unica
tions
Tec
hnol
ogy o
pera
tions
Service Level ManagementManage the Services
(Defining, negotiating, agreeing, measuring and reporting on services, catalogues, service levels, operational support activities & relationships, service metrics)
Business Processes(Business Objectives, KPIs)
• A set of books?• Cumulative experience• A process “framework”• Documenting “best practices”• Common language• Not a methodology• Not prescriptive• Aim is consistency• Involves all areas of IT management
Plus …
‘Software Asset Management’
‘The Business Perspective’
Various other Pocket Guides and Dictionaries
Recall: ITIL Recall: ITIL -- Foundation of ITSMFoundation of ITSM
56
57
Recall: ITSM is Based on Continuous ImprovementRecall: ITSM is Based on Continuous Improvement
SMIP is embedding a Continuous
Improvement culture via this
model
58
Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Monthsfor Next 12 Months
Key Performance Indicators Target for Next 12 Months Enterprise Performance Business Growth (Overall; also by Each Major Service Line).
+ 15% (now at 18%+)
Cost of Operations (Overall; also by Operations & Engineering Views).
- 10% (realizing 3% now)
Client Relationship / Experience Average Score in Client Satisfaction Survey. + 25% in Fully Satisfied CustomersService Desk User (Daily) Satisfaction Survey. + 15% in Fully Satisfied Users Sample High Profile “User Cost.” - 10% Desktop TCO / User% of Clients With SLAs in Place. + 90%
- 10% in Non-Standard / Custom SLA Terms
Business Request Processing Time. Low Complexity / Single Service = 5 days(95% of the time); Medium Complexity / Single to Many Services = 15 days (95% of the time); High Complexity / Multi-Service Solution = 40 days (90% of the time); Client acknowledgement of BR at entry point / assignment to ITSB OPI within 24 hours (98% of the time).
100 % Compliance: Standard Pricing Policy
59
Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Months for Next 12 Months (Cont’d)
Key Performance Indicators Target for Next 12 Months Infrastructure Stability % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets).
- 8%
# of Incidents (Business Impact 1s). - 5%% of Business Impact 1 Incidents "handled" within target resolution time.
95%
% of “Failed” Changes (Overall; by Service Line). -15%# of Urgent Changes. -30%# of Emergency Releases. -30%% of Releases with assigned RFCs. 99%# of Security Incidents (Overall; by Service Line). -15%% of Security Incidents “handled” within target resolution time.
95%
Future (2006 / 07) Priority KPIs % of Items Sold that are in the Service Catalogue (by Dollar Value).
70%
% of “Assets” (CIs) in the CMDB (under Change Control).
+35% of RFCs controlled through the CMDB
Employee Experience: Satisfaction Surveys. + 10% in “Fully Satisfied” Employees+ 25% in “Satisfied” Employees
60
SMIP Dashboard SMIP Dashboard
Business Excellence / Enterprise Performance
Cost of Operations(Abase)
Responsible: DG, SM&D
Data Source: ABBA
Business Growth
Responsible: DG, EPM (supported by DG, BPMS)
Data Pending from
Data Pending from
DGs EPM & BPMS
DGs EPM & BPMS
Data Source no
Data Source no
longer available
longer available
as of December
as of December ‘‘0606
61
Business Request Processing Time / Complexity
Responsible: DG, PMS
Service Desk “Daily” User Satisfaction Survey
Responsible: DG, SM&D
Service Excellence / Client Experience
SMIP DashboardSMIP Dashboard (Cont’d)
% of Clients with SLAs in Place
Responsible: DG, EPM(supported by DG, PMS)
% of Products & Services Sold that are in the Service
Catalogue
Responsible: DG, PMS
Average Score in Client Satisfaction Survey
Client Survey “On Hold”(at Aug 23 ‘06)
Responsible: DG, EPM (supported by DG, SM&D)
No Data No Data Available yet
Available yet
No Data No Data Available yet
Available yet
92 94 96 98 100%
Courtesty
Knowledge
Timeliness
Overall
No Data No Data Available yet
Available yet
020406080
100120140160180
Feb-0
6Mar-
06Apr-
06May
-06Ju
n-06
Jul-0
6Aug
-06Sep
-06Oct-
06Nov
-06Dec
-06Ja
n-07
Feb-0
7
020406080100120140160180
Low Complexity High Comlexity
62
SMIP DashboardSMIP Dashboard (Cont’d)
Operational Excellence / Infrastructure Stability
Responsible: DG, SM&D DG, PMS
% of Releases with Approved RFCs
No Data No Data Available yet
Available yet
% Business Impact 1 Incidents "handled" within Target Resolution Time
Responsible: DG, SM&D
Limited Data
Limited Data AvailableAvailable(e.g. Office)(e.g. Office)