WHY DON‘T WE ALL DO THE SAME? - itSMF ישראלitsmf.co.il/PPT/03_Jan_van_Bon_itSMF_NL.pdf · WHY DON‘T WE ALL THE STRATEGIC ALIGNMENT MODEL ENHANCED OR “HOW TO BRING ITIL

WHY DON‘T WE ALL

THE STRATEGIC ALIGNMENT MODEL ENHANCED

OR “HOW TO BRING ITIL TO PRACTICE”

WHY DON‘T WE ALL

DO THE SAME?


Jan van Bonwww.inform-IT.org

THE STRATEGIC ALIGNMENT

MODEL ENHANCEDMODEL ENHANCED


Why don‘t we all do the SAME?Why don‘t we all do the SAME?

Jan van Bonwww.inform-IT.orgwww.linkedin.com/in/jvbon

www.itsmf.nl

Name: Jan van Bon

Roles include:

- director Inform-IT, expert editors & innovators

- director of BHVB, ITSM Experts- director of BHVB, ITSM Experts

- Managing Editor ITSM LIBRARY

- Managing Editor ITSM PORTALs

- Program Manager of several

Conferences & Communities

http://en.itsmportal.net http://www.TOOLselector.net

http://www.Inform-IT.org http://www.BHVB.nl

BHVB

The ITSM Library

Some products you may have seen before

Most of the Information Management frameworks

that are used in practice are not easily put

together, so the "information house" is often

badly constructed: the floors don't fit together, badly constructed: the floors don't fit together,

the walls are tilted, the furniture doesn't fit in,

and there is no serious foundation. So let's

redesign and redecorate the house, and give all

the building blocks their rightful place: IT

Governance, Information Management, IT Governance, Information Management, IT

Service Management, ITIL, COBIT, ISO 20000,

processes, functions, projects: maybe we should

just all do the SAME....

Storyline

� Introduction� Introduction

� Using Paradigms for Building Blocks

� Processes, Functions and Organization

� Useful Frameworks – including ITIL

6

All in the perspective of the SAME: the Strategic Alignment Model Enhanced

Managers suffer from SELECTIVE BLINDNESS... the consequence of too many framework hypes…

Umbrella with

philosophies, paradigms, generic concepts

The Elementary Management Toolkit

philosophies, paradigms, generic concepts

Synthesis Analysis

Blueprints

YardsticksOrganizational charts

Process models (ISM/IPW)Architectures

ISO standards

EFQM-INK-BaldrigeTickIT

ISO 20000:ITSM

AS 8015=>

ISO 27000:Inf. Security

Vision&

Strategy

7

Building blocksDepartment & Project team

Skills & competenciesHierarchies & RelationshipsProcesses & ProceduresBest practices

TickITCobiTCMMI maturitySPICE maturity

ITS-CMM

Source: The Guide to IT Service Management 2002

ITIL

AS 8015=>ISO38500:IT Governance

To develop a management system

Storyline





8

All in the perspective of the SAME: the Strategic Alignment Model Enhanced

(1) Primary <> Secondary, and

(2) Separation of Duties (SoD)

Paradigms

Primary versus Secundary

Separation of Duties

specification realization

Therefore…… Information supports Business

Planning & Control Cycles:

The Management Paradigm

Paradigms

The Strategic Alignment Model Enhanced©

STRATEGIC

DETERMINE/ USE DESIGN/ CONTROL BUILD/ RUN

BUSINESS INFORMATION TECHNOLOGY

DIR

EC

T

3x3 matrix

for managing

business and IT

Paradigms

STRATEGIC

TACTICAL

DIR

EC

TD

ES

IGN

/ C

ON

TR

OL

OPERATIONAL

DE

SIG

N/

CO

NT

RO

LO

PE

RA

TE

The SAME©: where does ITIL V2 fit in?Paradigms

STRATEGIC



DIR

EC

T

SLM

PMAVM

FM

CONT

CAM

STRATEGIC

TACTICAL

DIR

EC

TD

ES

IGN

/ C

ON

TR

OL

FM

RMCHM

CONFINC

HD

OPERATIONAL

DE

SIG

N/

CO

NT

RO

LO

PE

RA

TE

And where does ITIL V3 fit in?

Service

Paradigms

STRATEGIC



DIR

EC

T Service

Strategy

Service

Design

STRATEGIC

TACTICAL

DIR

EC

TD

ES

IGN

/ C

ON

TR

OL

Service

Transition

Service

Operation

Continual Service

Improve-ment

OPERATIONAL

DE

SIG

N/

CO

NT

RO

LO

PE

RA

TE

Paradigms

People

PPTI: People/ Process/ Technology/ Information

2

Information

People

TechnologyProcess

1 3

ITOCO: The Process structureParadigms

standards and policies

INPUT THROUGHPUT OUTPUT OUTCOME

efficiency effectiveness

CONTROL

efficiency effectiveness

realizationof goals

economicalconsiderations

A sequence of interrelated or interacting activities,designed to accomplish a defined objective,

in a measurable and repeatable manner, transforming inputs into outputs.

ISO 9001 Quality ModelParadigms

Who cares?

PPTI: People – Process – Technology - Information

People

Process

PPTI: People – Process – Technology - Information

TechnologyTechnology

The Process Management MatrixParadigms

The introduction of Process Management responsibilities requires the The introduction of Process Management responsibilities requires the removal of equivalent Line Management responsibilities

Do you recognize your organization?

Source: IT Service Management, Global Best Practices, Volume 1

Integrated Infrastructure Management

People = staff

Hardware

people

technology

Paradigms

information

Information System

System

software

Networks

Application

software

Databases

Information Technology

Applications

Technical

infrastructure

Quality requirements

IT

service

Availability

information

Functionality

18

Databases

Facilities

Documentation

process

AvailabilityPerformance CapacitySecurityConfidentialityScalabilityAdjustabilityPortability

…….

IT Service: a supported Information processing System, agreed with the customer

Maturity: position in the

value chain

Paradigms

And not “capability”……

KPMG Maturity Model, 2002

Common situation

Paradigms

2

3

4

5

12

Summary of core management paradigms

Storyline





itSMF 22

Process definition

Before we can be a service-oriented organization,

let alone a customer-focused organization…., let alone a customer-focused organization….,

we need to be in control of our processes

Elementary processes in any

service organization

The missing ITSM Process Model

Make sure you deliver tomorrow

what you agreed todayAgree what you will

deliver

Know what you have

deliver

Change it if it needs

to be changed

25

Repair if it’s broken

Deliver what you have agreed

Know what you have

Cross-referencing the 6 elementary

processes & ITIL V3

Functions < > Processes

Source: ITIL V3,

Foundations of IT Service Management based on ITIL V3

Then what are Functions?

Service quality

Functions

Infrastructure Service quality

Organizational structureActivity

System mgt, Application mgt,

Network mgt, Database adm

Availablity mgt, Continuity mgt,

Security mgt, Performance mgt

Change Mgt, Configuration Mgt,

Service Desk, Operations

EMEA, Project mgt pool

Examples of Functions in ITIL V3

Source: ITSM Global Best Practics, Volume 1

Cross-referencing

ITIL V3 content

versus processes & functionsversus processes & functions

27 “processes” 22 “activities” 4 functions

6 true processes Any number of functions

Storyline





itSMF España 31

Management Frameworks & Standards

ISO38500

Source: ITSM, An Introduction [itSMF-I, 2007]

Frameworks for Quality Management and

Business Process management


Frameworks for Quality Improvement


Frameworks for IT Governance


Frameworks for Information Management


Frameworks for Project Management


Growth of ITIL – the de facto standard

35000

40000

ITIL certifications worldwide∑60.000

15000

20000

25000

30000

35000

Nu

mb

er

of

Exa

m c

an

did

ate

s

Number

Passed

∑60.000

Number of

exams

38

0

5000

10000

1994 1995 1996 1997 1998 1999 2000

Year

Nu

mb

er

of

Exa

m c

an

did

ate

s

1992

Source: EXIN

94

Now ITIL is booming business!!

∑ 500.000

2007: + 250.000 ITIL certificates

2008: > 1.000.000?

NL:

17.000.000 people

250.000 IT professionals

> 50.000 ITIL Foundations books sold

> 1 : 5

39

•0•5000

•10000•15000•20000•25000•30000•35000•40000

•1994•1995•1996•1997•1998•1999•2000Year

•Nu

mb

er

of

Stu

de

nts

•Number

Passed

Source: EXIN

USA

300.000.000 people

2.000.000 IT professionals

Israel?2006

A Gartner Hype Cycle anno 2006

40

The Gartner Hype Cycle of 2006

Local ITIL maturity

41

Common situation in IT departments

that turn to ITIL for help

� Shortage of resources:� Increasing business demands;� Increasing business demands;

� Ongoing technical development;

� Bad planning.

� Processes incomplete, outdated, unknown;

� Processes don’t fit with helpdesk tooling;

� No, or incomplete documentation/knowledge base;

Roles unclear (Who is doing what?) � Roles unclear (Who is doing what?)

� Service demands are not clear and not agreed;

� No meaningful reporting;

� Not meeting ISO 20000, SOX, HKA etc.

Common respons with the

“traditional ITIL project”� Point solutions

� Processes � Processes � rewritten

� adding new processes

� People � reorganized

� Process managers appointed, and left alone ...

� Technology� Technology� helpdesk tools are introduced or replaced

� Result� Increasing collection of mixed-up decisions

� Spaghetti

� Chaos & disappointment

3 Guidelines for applying ITIL

� Focus

� On end-to-end service delivery instead of on technical

services and service management details

� Simplify

� The described practices in ITIL are far too complicated

for normal organizations to be successful

� Phased approach� Phased approach

� change of working should be introduced in a gradual

approach starting with those changes that provide the

best short-term results

What is a service

Application System

Influence on Service Delivery

Focus & Simplify

Service

Functionality

Availability

Speed

Capacity

=

20 80

40 60

50 50

90 10

………

Quality services arise from integrated design, build and management of the

application and system infrastructure!

Service management = delivery of functioning functionality

………

Relationship model for the management system

Process

model

Focus & Simplify

Processes

Activities

ITSM Tool

Department/ team

Function/ role

Employee

Procedure

Phased approach, using an implementation model

instead of a reference model

Make sure you deliver tomorrow

what you agreed todayAgree what you will deliver

Know what you have

Change it if it needs

to be changed

47

Repair if it’s broken

Deliver what you have agreed

Recommendations

� Be aware of the elementary management paradigms that you all know and use them consequently

� Determine your processes before you implement procedures (but don’t involve everyone in process descriptions)

� Determine your processes before you implement procedures (but don’t involve everyone in process descriptions)

� Distinguish between True Processes and Functions – don’t get fooled by the framework consultants & believers

� Assess your readiness for process management, and choose the appropriate PMM level

� Pick from the frameworks what you can use, and forget about the rest of these frameworksthe rest of these frameworks

� But first and for all: get yourself a management vision

� And of course: do the SAME

Thank you for your attention! Any questions:[email protected]

or in the Q&A session this morning

WHY DON‘T WE ALL DO THE SAME? - itSMF ישראלitsmf.co.il/PPT/03_Jan_van_Bon_itSMF_NL.pdf · WHY DON‘T WE ALL THE STRATEGIC ALIGNMENT MODEL ENHANCED OR “HOW TO BRING ITIL

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