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    Microsoft PowerPoint - DTS ITIL Technology Day Master ... Microsoft PowerPoint - DTS ITIL Technology Day Master ... Presentation Transcript

    • Welcome Robin Meriano DTS Customer Delivery Division Enterprise Marketing & Training Branch
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    • Introduction • Please complete your Evaluation Surveys! • Please welcome Ed Holub from Gartner, Inc.
    • IT Service Management and ITIL: Getting Past the Basics Ed Holub Research VP September 25, 2008 Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
    • IT Service Management is a discipline for managing information technology centered on the customer’s perspective of IT’s contribution to the business
    • What Is IT Service Management? Modify: Policies, Service SLAs, Service Provisioning Definition, Capacity Service Definition, Service Service Policies, SLAs Maintenance/ Activation Retirement Allocate, Configure, Relationship Deploy Service and Management and Resources Customer Care Usage/Billing/ Service Assurance Chargeback Measure/Report Against SLAs; Availability, Performance, Problem, Billing, SLA Contract Change and Configuration Review/Remediation Management
    • Ensure IT Services Delivery Model Aligns With Customer's Expectations Business: Market Leader/Risk Taker/High Growth The Butler:The Butler 18% of respondents The Entrepreneur The Entrepreneur: 9% of respondents Anticipate business needs Full business/IT integration Minimized governance Managed risk Service over cost No distinction between IT and Don't hinder the business business governance Expected Expected IT What, not how IT Role: Role: Strategic/ Tactical/ Transformational Utility The Grinder The Grinder: 47% of respondents The Team Player The Team Player: 26% of respondents IT cost containment Works well with others Predictability/reliability IT value over time, not just cost Governance as self-protection Business process focus, but Continual unit cost improvement solution driven Benchmarking for justification High business alignment Business: Market Follower/Risk Averse/Mature
    • Begin With What You Control Control Service Alignment, Efficiency, Reliability, Process Scalability, Capacity, Continuous Improvement, Measurement Capabilities, Skills, Behaviors, Adaptability, People Workforce Sourcing, Recruitment/Retention, Relationships, Communication Organizational Design, Organizational Structure Competencies, Strategic Sourcing, Values Influence Funding Models, Chargeback, Finance Pricing, Budget Strategy, Planning, Prioritization, Governance Architecture
    • Agenda 1. What is ITIL, and what is the impact of version 3 being released in mid-2007? 2. What pitfalls are organizations struggling with? 3. How do you achieve the benefits that ITIL promises?
    • ITIL Version 2: Still the Most Common Focus Service Delivery Core Benefits • Service-level management Standard process language • Financial management Emphasis on process vs. technology • Capacity management Process integration • IT service continuity Standardization enables cost and quality improvements • Availability management Focus on the customer Service Support • Incident management Limitations • Problem management • Not a process improvement • Change management methodology • Specifies "what," but not "how" • Configuration management • Doesn't cover all processes • Release management • Doesn't cover organization issues Service Desk • Hype driving unrealistic expectations ITIL version 3 published 30 May 2007
    • Polling Results: Characterization of ITIL Adoption "Completed" Adoption Implementing 2+ Years Nov-06 Jun-07 Implementing 0-2 Years Nov-07 Plan to Start in Next 18 Months Jun-08 No Plans at This Time 0% 20% 40% 60% Audience polling survey at Gartner Data Center Conference on November 2006 (N = 171), Gartner Infrastructure, Operations and Management Conference on June 2007 (N = 102) and Gartner Data Center Conference on November 2007 (N = 87).
    • ITIL Version 3: Service Life Cycle Approach Value-Added • Service Strategy Core ITIL Products - Link IT service strategies to customer value • Service Design - Design services to satisfy business objectives • Service Transition - Implement service designs - Service knowledge management system - Refinement of change, configuration and release processes • Service Operation - Deliver and manage services - Refinement of incident and problem management processes - Event and access management • Continual Service Improvement Source: ITIL - Never-ending review for opportunities
    • Polling Results: Impact of ITIL Version 3 Aware, but no immediate plans to adopt Plan to adopt V3, but not slowing down in meantime Nov-06 Jun-07 Implementing V3 Nov-07 Previously unaware of V3 Jun-08 We have no ITIL plans 0% 20% 40% 60% Audience polling survey at Gartner Data Center Conference on November 2006 (N = 178), Gartner Infrastructure, Operations and Management Conference on June 2007 (N = 106) and Gartner Data Center Conference on November 2007 (N = 92).
    • Drivers and Hurdles to Implementing ITIL Survey: What is your main driver in implementing ITIL? (N = 180) Standardize Infrastructure Improve quality 53% Increase agility 21% Standardize Decrease cost 13% Process Compliance/risk 9% Automate None of the above 4% Real-Time Infrastructure Optimize Optimization Survey: What is your biggest hurdle in implementing Workloads/Data Provisioning Availability ITIL? (N = 164) Resources Requires too much change in culture 43% Lack of organizational guidance 21% Organization too focused on tools 15% Identities/Security Can't justify ROI 12% Too high-level to implement 5% Lack of experienced consultants 4%
    • Know Why Your IT Service Is Down Unplanned Downtime Planned Downtime HW, OS, Disasters, Application and Database Environmental Factors People & Process Failures: HW, SW, d/c maintenance, 40% Applications Systems & Application 40% Operations Management IT services metrics/trending: • Frequency of outages • Mean-time-to-resolution/repair • Total unplanned downtime — weighted by # of users and "impact" to the business" • Breakdown of planned downtime • Response time • Root-cause analysis/post-mortem • Assess preventable/unpreventable
    • Agenda 1. What is ITIL, and what is the impact of version 3 being released in mid-2007? 2. What pitfalls are organizations struggling with? 3. How do you achieve the benefits that ITIL promises?
    • Why Implementing ITIL is Not Quick and Easy — Three Levels of "Hurdles" •• Maturity Assessment Maturity Assessment •• Foundation Training Foundation Training •• Configuration Configuration •• Incident/Problem/ Incident/Problem/ •• CMDB CMDB •• Process-Centric Process-Centric Change Change •• Release Release Organization Organization •• Service Desk Service Desk •• Service Level Service Level •• Metrics-Driven Metrics-Driven •• Capacity Capacity •• Integrated Processes Integrated Processes •• Institutionalized Institutionalized 1 "The Initial" 2 "The Advanced" 3 "The Cultural" Typical Client Focus
    • New Relationship With What Was Your "User" and Is Now Your "Customer" How IT Views the Customer How the Customer Views IT • There was less • Customer treats formality, now you like a service there's more provider, but documentation there is a and prioritization dark side • Difference between • When you treat providing technical users like customers, support for a user and they'll treat you like providing IT service any other supplier to a business Bottom Line and squeeze customer • Build the bridge by jointly you on costs defining services, service quality expectations and prioritization
    • Don’t Start by Reorganizing How the IT Organization How the IT Organization Is Supposed to Work Actually Works Changing This ... Won't Change This
    • Trying to Run Before You Can Walk Service- Business Survival Awareness Committed Proactive Aligned Partnership 0 1 2 3 4 5 People • Organization • Skills • Roles • Training • Culture • Metrics Process • Definition • Degree of • Standards/ Integration Automation • Metrics Technology • Standards • Service • Efficiency Quality • Agility • Tools Business Management • Planning • Governance • Financial • Sourcing Mgmt • Project • Metrics Mgmt
    • Elapsed Time and Effort Are Greater Between Levels 2, 3 and 4 Critical Success Factors • Senior management commitment • Persistence and patience 5 • Culture of continuous improvement 4 Business Resources and Effort Partnership • Funding Service- Aligned • New metrics 3 Proactive 2 Survival 1 Committed Time 0 Awareness
    • IT I&O Maturity Model — People Maturity Assessment Organization Roles Culture Skills Training Metrics 0 None None Inconsistent None None None 1 Aligned by Technology Hero- Job Titles Limited — FTE per Technology Specialists Oriented in Place Technical Tech. Area 2 Hierarchical Process Looking at Job Levels Technology; Staff Use Org. Roles Best Defined Limited — Emerge Practices Process 3 Process- Process Working on Employee Formal Staffing Centric; Owner Role Best Skills Training Ratios and Matrix Well- Practices Tracked Policy; Job Productivity Mgmt. Defined Rotations 4 Service- Relationship Best Actively Customer Staff Centric Mgr. Role Practices Manage Service Retention; Well- Effectively Skills Training; Service Defined Used Portfolio Mentoring Quality Goals 5 Little Focus Relationship Developer of Effective Business & Business- on Formal Mgr. Drives Industry Best Sourcing of Industry Integrated Org. Chart Innovation Practices Skills Training Metrics
    • Assuming Tools Will Solve Your Problems "Man is a tool-using animal. Nowhere do you find him without tools; without tools he is nothing, with tools he is all." — Thomas Carlyle • Be wary of vendor hype • Focus on process first • Tools can be enablers or inhibitors • Assess the capabilities of your current tools • Review new tools where they would pay significant dividends • Buy what you need, as you need it
    • Confusing the Means With the End This is not the goal! Certification ITIL Beware of process for its CobiT own sake! CMMI Certification does not ISO 20000 guarantee good outcomes! Process improvement is about better outcomes and experiences for customers.
    • Agenda 1. What is ITIL, and what is the impact of version 3 being released in mid-2007? 2. What pitfalls are organizations struggling with? 3. How do you achieve the benefits that ITIL promises?
    • Keep Focus Narrow, and Deliver Benefits Determine where to start • Not necessarily on the least mature processes • 80% of clients start on core service support processes like change, incident and problem management • Service-level management is often the first of service delivery processes • Consider service life cycle approach in ITIL version 3 Deliver benefits quickly to address "pain points" • Reduce percentage of changes causing incidents, improve MTTR • Builds momentum Take an iterative approach • Design 80% solutions, and plan to improve later • Channel benefits to "self-fund" the next phase • Manage scope in 4-6 month phases • Periodically reassess priorities
    • Use Metrics to Drive Behavior and Measure Progress • People inherently want to do a good job • What gets measured gets attention • What doesn't get measured drops off the radar • People will take action to move a metric in a positive direction - People will do "dumb" things - People will stop doing "smart" things • Focus on analysis and action vs. reporting - Select a few key metrics, instead of many - Measure what will help you improve, not what's easy to measure - Create "tiers" of metrics tailored to different audiences
    • High-level Metrics for Infrastructure and Operations Organizations • Availability / Quality - IT Service Index - Aggregate Service Level Agreement Achievement - Customer Satisfaction Survey • Efficiency / Cost - IT Service Unit Cost Reduction - Budget Adherence - Benchmarking Performance • Agility / Innovation - Increased Speed of Change - Business Benefits from Technology Innovation
    • Process-specific Metrics Incident Management / Service Desk Mean Time to Restore Service (MTTR) % First contact resolution (FCR) # of Incidents / calls % of Incidents by category (see next slide for examples) Average call duration (on phone) Abandonment rate % Repeat incidents % of Incidents associated with a problem # or % of high severity incidents Service desk agent utilization % Average # of incidents per agent (monthly) Transactional customer satisfaction survey (after each incident) Periodic customer satisfaction survey (once or twice annually)
    • Build Top-Down and Grassroots Support • CIO or head of infrastructure and operations must be a visible champion Treat as an • ITIL is much more about people than about technology organizational • Change the culture to embrace standardization vs. change initiative unique solutions • Don't ignore people change by concentrating only on process and tools Emphasize • Tailor messages for stakeholder groups WIIFM • Reward process victories vs. traditional hero behavior Communicate frequently and • Clearly articulate underlying goals and objectives consistently • Report on progress — macro and micro
    • Formalize Emerging Roles Capabilities Needed Financial and Business Management Demand Management Skills Gap Resource Management Process Management Current • You need "A" players in these roles. • These are career-broadening assignments, great for grooming future leaders. • These roles can be staffed without increasing the total head count.
    • Develop Process and Service Skills • Look for people with process design and improvement aptitude. • Provide formal process training. • Leverage skills and help from outside the IT organization (such as a corporate Six Sigma group). • Paradigm-shift from order-taker and technical support to packaging and selling solutions. Best Practice — Pair good process people with technical subject-matter experts to focus on specific opportunity areas.
    • Define 'Talent' for Your Enterprise: Technical Skills Are Just the Beginning High-Value Sweet Spot Talented people contribute tangibly The "Versatilist" and vitally to the innovation, development and delivery of pivotal services and products. Initiative Contextual Leadership Grasp Industry Versatility Process Ingenuity Assignment Disciplines Roles Business Know-How Technical Aptitude Capacity to Generate Future Value Traditional Sweet Spot The Specialist
    • Leverage External Resources Formal training Key to Success - Foundation certification - Intermediate certification - Expert certification - Advanced diploma - Overview exposure methods Sharing lessons learned - Gartner, vendors, peers, itSMF Consulting assistance - Assessment, planning and implementation assistance Don't reinvent the wheel, learn from others!
    • Comprehensive Approach to Improvement 4. Apply CobiT governance 3. Identify appropriate measures Six σ 2. Align roles with work RACI RACI IT Operational Processes — ITIL 1. Establish the work Application Development Processes — CMMI Project Management Processes — PMI
    • Business Imperative Action Plan • On Monday Morning - Review the scope of your IT service management initiative to ensure that it represents a tactical and practical approach to achieve a strategic and elegant solution. - Assess your current level of process maturity. • Near Future - Look at the new guidance in ITIL Version 3 to determine how it should impact your IT service management initiative. - Review your portfolio of tools to help enable good processes. - Demonstrate senior management commitment repeatedly to inspire grassroots support. • Long Term - Conduct a formal process maturity assessment to assess progress.
    • Q&A
    • Introduction Please welcome Athol Smith from The Ballard Group and Brett Scott from the Dept of Consumer Affairs’ Bureau of Automotive Repair
    • ITIL Implementation California Bureau Of Automotive Repair A Case Study  © The Ballard Group, Inc.
    • Today’s Discussion I. Framing the Problem II. The Roadmap III. What BAR Actually Accomplished IV. Summary V. Questions © The Ballard Group, Inc. 41
    • Framing the Problem The six questions that you must answer before you embark  on your ITIL implementation: 1. Is there a valid business need? 2. Do you have executive level commitment to ITIL? 3. Will the ITIL implementation provide measurable value to your  organization? 4. Have you clearly defined your goals and objectives for an ITIL  implementation and provided a clear business justification or  business case? 5. Have you committed to the concept that ITIL transformation  goes beyond implementing the ITIL framework and accepted  that change leadership from the start is a key component? 6. Do you understand the difference between capability and  maturity when it comes to ITIL? © The Ballard Group, Inc. 42
    • The Roadmap BAR ITSM Transformation Approach Discovery Planning Perform Strategic Visioning Perform  Assessment “As Is” Define “To Be” Develop Gap Analysis and Plan Maintenance and Operation Implement/Build Reengineer Policy / Process / Procedures Maintain and Monitor Pilot Selected Services Implement Reengineered “To Be” © The Ballard Group, Inc. 43
    • The Roadmap – Discovery Activities Perform both a Maturity Assessment and a Capability  Assessment Review and understand the current processes and  procedures Understand the pain points in people, process, and  technology Gather your information from Executive Leadership to  Line Staff You now have the core information required to  document  the “As Is” ITIL processes © The Ballard Group, Inc. 44
    • The Roadmap – Planning Strategic Visioning Prepare for your visioning session  Define clear Goals and Objectives for the session Consider educating executives on ITIL before the session Define the “To Be” ITIL Processes Link them to objectives Know your Services and the Customers who use them Gap Analysis and Detailed Plan Create these using your “As Is” and your “To Be” Ask the Question – Do we have the right skills to do this? Ask the Question – Do we have the necessary technology to do  this? © The Ballard Group, Inc. 45
    • The Roadmap – Implement / Build Clearly understand your current Maturity Level, Internal  Capabilities, and commit to your “To Be” Develop and disseminate a clear Policy for your ITIL  program Understand how IT services impact how your agency  completes its business Create an incremental plan to reengineer your processes  and procedures through achievable steps that add value © The Ballard Group, Inc. 46
    • The Roadmap – Implement / Build Identify areas where you can pilot your processes before  rolling them out across the organization  Learn from your pilot … don’t be afraid to make some  changes to your initial plans Change Leadership ‐‐‐‐ Change Leadership   © The Ballard Group, Inc. 47
    • The Roadmap – Monitor and Maintain Your business is going to evolve and change, so too must  your ITIL processes change and evolve The ITIL V3 Continuous Improvement Process is a good  one. Use it… Plan for regular reviews of your capabilities and maturity Celebrate your success – Learn from failures – Listen to  your customer Do Not Implement and Maintain ITIL in a Vacuum © The Ballard Group, Inc. 48
    • Bureau of Automotive Repair (BAR) A Case Study Key Activities Identified by BAR for Successful ITSM Have a plan  Gain Executive Sponsorship (Critical for Success) and  identify Key Stakeholders Understand who the BAR Business Operations Unit  customers are Understand what services BAR provides to its customers Develop, understand, and articulate BAR’s vision for ITSM Get agreement on the vision, goals, objectives with Key  Stakeholders Identify ITSM process owners and ITSM service providers © The Ballard Group, Inc. 49
    • Bureau of Automotive Repair (BAR) A Case Study Key Activities Identified by BAR for Successful ITSM – Cont. Build an effective team who are motivated and committed  to ITSM  Create measurable indicators of success  Target the right education to the right people  Emphasize Change Leadership  Ensure knowledge transfer from consultants/vendors Celebrate milestones © The Ballard Group, Inc. 50
    • Bureau of Automotive Repair (BAR) A Case Study  How BAR got Started We completed discovery on the current ITIL implementation We created the “As Is” Process Fact Sheets We created a vision We created clear goals and mapped them to BAR Strategic  Goals, DCA Strategic Goals, and the State CIO Strategic Goals We identified our Services and the Customers who use them We created “To Be” Process Fact SheetsM1 We engaged our Executive and we began Change Leadership  from within © The Ballard Group, Inc. 51
    • Slide 52 M1 Make sure you tell the audience why you did this and what the benefit of these fact sheets was. Mark, 9/16/2008
    • Bureau of Automotive Repair (BAR)  A Case Study  Making it happen We obtained executive sponsorship We created a plan and prioritized available quick wins early We created measurable / achievable increments across each of  the ITIL processes We then broke down each of the processes into unique areas of  improvement such as: Management Intent Process Capability Internal Integration Quality Metrics and Reporting (Management Information) IT Responsiveness © The Ballard Group, Inc. 52
    • Bureau of Automotive Repair (BAR)  A Case Study  Making it happen – Cont. We listened to our customers and our team members  We identified and trained our key people We collaborated with our key IT Partners We defined metrics that made sense and were not a  burden to produce  We produced and distributed regular reports on our  progress © The Ballard Group, Inc. 53
    • Bureau of Automotive Repair ITSM Project How did we do it?  How did we do? © The Ballard Group, Inc. 54
    • BAR Service Desk  Where the ITSM Project Started The Service Desk is one point of contact (POC) for end‐users of the BAR Smog  Check program who need help.  The Service Desk is the single point of contact  (SPOC) for the services provided by the Business Operations Unit (BOU) that  have issues and/or problems. Improvements we set out to achieve Service Desk Results Have the BAR Service Desk recognized as the  SPOC for all BAR Service Requests and  26 Incidents. 24 Agree on the functions that the Service Desk  22 provides BAR. 20 18 Provide a complete loop on opening and  16 closing of a Service Request/Incident to the  14 customer. 12 Provide a Service Request/Incident tracking  10 reference to the customer. 8 Follow up to make sure the Service  6 Request/Incident is closed with the  4 customer. 2 Provide progress updates on a Service  0 Request/Incident to the customer. Define Service Levels for the Service Desk. Define measurable indicators that can be  used to assess capability, performance,  Maximum Attainable Score maturity and volume of the service desk. BAR Score Commence some customer satisfaction  survey’s. © The Ballard Group, Inc. 55
    • BAR Service Desk  ITSM Project Achievements Improvements we Achieved Service Desk Results The BAR Service Desk is recognized as  the SPOC for our customers and is now  handling PC Technology Support for all  26 of BAR’s staff. 24 Functions, activities, processes, and staff  22 skills have all been improved. 20 Provides a complete loop on opening  18 and closing of a Service Request /  16 Incident to the customer. 14 Provides a Service Request / Incident  12 tracking reference to the customer. 10 Follows up to make sure the Service  8 Request / Incident is closed with the  customer. 6 Provides progress updates on a Service  4 Request/Incident to the customer. 2 Defined OLA’s for the Service Desk. 0 Monthly metrics are now reported. Commence some customer satisfaction  survey’s. Maximum Attainable Score BAR Score © The Ballard Group, Inc. 56
    • Service Desk – Achievements Continued… Incorporation of Service Request process Improvements in: Process capability (the Service Desk processes have been  updated) Internal integration with Incident, Problem, Change, and  Release HDI Tracker modifications made to support more efficient  processing of service desk tickets Increased Quality Control (selection of service desk tickets are reviewed for correctness by management and customer surveys) Increased levels of Management Information are being provided  on a monthly basis Increased focus on Customer © The Ballard Group, Inc. 57
    • Goals for Incident Management Providing workarounds, and restoring service in a timely  manner. Partnering with other management processes to ensure  resolutions are documented. Quality review of logged calls. Perform research to resolve problems without escalation. A commitment to quality, and to seek continuous  improvement. © The Ballard Group, Inc. 58
    • Incident Management – Where we started… Improvements we set out to achieve Incident Management Results Introduce SLA’s and relevant metric  28 recording. 26 Enhance the procedures and guidelines  24 for classification, prioritization, and  22 impact for incidents. 20 Provide the customer with progress  18 updates on incidents where appropriate. 16 14 Implement a Continuous Service  12 Improvement Process (CSIP) model . 10 Incident management to be the central  8 control for major incidents for Smog  6 Operations. 4 Provide further education to incident  2 management staff. 0 Promote internal integration with  problem and change management. Maximum Score Attainable BAR Score © The Ballard Group, Inc. 59
    • Incident Management – Achievements… We exceeded our expectations BAR  worked as a team to integrate problem and incident  The team remained focused on the goals How did we do? Incident Management Results We are introducing OLA’s. 28 Provided the customer with progress  26 updates on incidents where appropriate. 24 22 Incident management is the central  20 control for major incidents for BOU. 18 All staff have been formally trained in  16 14 ITIL. 12 Internal integration with problem and  10 change management. 8 6 We have completed out processes with  4 interlocks to Service Desk, Problem,  2 Change, and Release. 0 We have started our procedures and  guidelines. We have started our prioritization and  Maximum Score Attainable impact policies for incidents. BAR Score © The Ballard Group, Inc. 60
    • Incident Management – Achievements continued… Metrics recorded in conjunction with the Service Desk metrics Formal escalation of incidents to problem management groups Majority of incidents are resolved by the Service Desk and Problem  Management team Improvements in: Process capability (the incident processes have been updated) Internal integration with Service Desk, Problem, Change, and Release Help Desk tool modifications made to support more efficient processing  of incidents Increased Quality Control (selection of incidents are reviewed for  correctness) Increased levels of Management Information are being provided on a  monthly basis Increased focus on Customer © The Ballard Group, Inc. 61
    • Problem Management – Where we started… “The goal of Problem Management is to minimize the adverse impact of  Incidents and Problems on the Smog Check program, and to prevent recurrence  of Incidents related to these errors.” Improvements we set out to achieve Problem Management Results Clearly define the benefits of problem  18 management and disseminate to BAR. Allocate sufficient resources to the problem  15 management function and role. Strategically identify goals and objectives of  12 problem management and how it can be  measured. 9 Improve the supporting procedures of  6 problem management. Create a single repository of recording all  3 problems (recommend this is performed by  the Service Desk). 0 Move to a proactive problem management  process. Enhance the procedures and guidelines for  classification, prioritization of problems. Maximum Attainable Score BAR Score © The Ballard Group, Inc. 62
    • Problem Management – Achievements Identified and began recording all areas where problems are initiated Added more resources to support problem management Working with Service Desk and Incident Management closely Begin Proactive Problem Management Introduce Work Arounds and Problem Management forms How did we do? Problem Management Results Clearly defined the benefits of problem  18 management. 15 Strategically identified goals and  objectives of problem management and  12 how it can be measured. Improved the supporting procedures of  9 problem management. 6 Created a single repository of recording  all problems. 3 Enhance the procedures and guidelines  0 for classification, prioritization of  problems. Maximum Attainable Score BAR Score © The Ballard Group, Inc. 63
    • Problem Management – Achievements continued… Metrics recorded in conjunction with the Incident metrics Formal escalation point for incidents  Identified all Problem Management groups and integrated them into  HDI Improvements in: Process capability (the Problem Management processes have been  updated) Internal integration with Service Desk and Incident  HDI Tracker modifications made to support more efficient processing  of problems Increased levels of Management Information are being provided on a  monthly basis Leveraging and formalizing our focus on Customer activities © The Ballard Group, Inc. 64
    • Change Management – Where we started... Goals Reducing or eliminating disruptions to business services resulting from change. Effectively and efficiently delivering IT changes to meet the needs of BAR’s business and services. Improvements we set out to achieve Change Management Results Agree on the scope of change management. 75 Improve the process for voting and  70 approving changes. 65 60 Improve the supporting procedures of urgent  55 change management and procedures for  50 dispensation of the process in times of  45 critical interruption of BAR services. 40 35 Review and improve the standards an quality  30 criteria for raising and registering changes. 25 All BAR changes to be initiated through the  20 15 agreed change management channels (CAB). 10 Provide management information on the  5 success, failure, backup, and slippage for  0 changes. Maximum Attainable Score BAR Score © The Ballard Group, Inc. 65
    • Change Management – Achievements Created a Change Advisory Board Educated our BPOC’s on the process Worked with Service Desk and Incident Management closely Created an Executive Change Steering Committee Significantly reduced administration and cost of CAB meetings How did we do? Change Management Results We have clear scope for Change  75 Management. 70 We are involving TSB through the  65 complete Change process. 60 55 Completed the supporting procedures of  50 urgent change management and  45 40 procedures for dispensation of the  35 process in times of critical interruption of  30 25 BAR services. 20 Created standards, quality criteria, and  15 10 policy  for raising and registering  5 changes. 0 All BAR changes are initiated through the  CAB. Provide management information on the  Maximum Attainable Score BAR Score success, failure, backup, and slippage for  changes. © The Ballard Group, Inc. 66
    • Change Management – Achievements continued… Monthly Metrics recorded Integration with Quality Assurance Interlock with Release Management process Training materials for BPOC’s Completed Process Fact Sheets Improvements in: Process capability (the Change Management processes have been  updated) More accurate management information provided on a monthly basis Integration into Problem and Incident Management  Leveraging and formalizing our focus on Customer activities with Release Management processes © The Ballard Group, Inc. 67
    • Release Management – Where we started… • “The goal of Release Management is to ensure that all technical and non‐technical aspects of a  release are dealt with in a coordinated approach.” Improvements we set out to achieve Release Management Results Review the complete release process and realign  24 with BAR goals and objectives for release  management. 22 20 Agree the release policy with BAR internal  18 customers. 16 Implement and integrate release with  14 configuration management. 12 Clearly define the benefits of release  10 management and disseminate to BAR. 8 Agree on the scope of release management (who  6 should use it, when should it be used and why is  4 it important). 2 Create formal procedures for defining,  0 designing, building, and deploying releases. Provide explicit guidelines on how release  configurations are managed. Produce a release calendar. Maximum Attainable Score Enhance the procedures and guidelines for  BAR Score classification, prioritization of problems. © The Ballard Group, Inc. 68
    • Release Management ‐ Achievements We now have a Release Manager Formal Release Calendar created Educated our BPOC’s on the process Release Checklist created How did we do? Release Management Results Created the release process and aligned  24 with BAR goals and objectives for  22 release management. 20 18 Created a release policy with BAR  16 internal customers. 14 Clearly defined (PFS) the benefits of  12 release management and disseminate to  10 BAR. 8 6 Documented the scope of release  4 management (who should use it, when  2 should it be used and why is it  0 important). Created formal procedures for defining,  designing, building, and deploying  releases. Maximum Attainable Score Provided explicit guidelines on how  BAR Score releases are managed. © The Ballard Group, Inc. 69
    • Release Management – Achievements continued… Monthly Metrics recorded Integration with Quality Assurance   Interlock with Change Management process Completed Process Fact Sheets Improvements in: Process capability (there was no formal Release process  documented and now we have an integrated Change and Release  process) Supporting checklists and tools to help in the management and  publication of all changes for a release Formal Quality Control checkpoints in the process Formal management information reports © The Ballard Group, Inc. 70
    • Configuration Management BAR did not address this process in the last improvement  cycle due to the lack of resources. © The Ballard Group, Inc. 71
    • Special Thanks to BAR Executive Management – Debbie Balaam/Patrick Dorais BOU Supervisor/Leader – Joe Pedrosa The team: Service Desk/Incident Management:  Paul Graham Problem Management:  Mike Perona Change Management:  Brett Scott & Chris Edwards Release Management:  Yolanda Placencia Our customers © The Ballard Group, Inc. 72
    • Questions & Answers © The Ballard Group, Inc. 73
    • Contact Information Athol Smith Co‐CEO The Ballard Group, Inc. Athol.Smith@theballardgroup.net Office: (916) 921‐9930 Mobile: (916) 230‐2756 Brett I. Scott Business Operations Unit Bureau of Automative Repair Brett_scott@dca.ca.gov Office: (916) 255‐4389 Mobile: (916) 825‐7614 © The Ballard Group, Inc. 74
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