Don Randall - BB2419 - 3 days to ITIL: HP Service Manager as a catalyst
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Don Randall - BB2419 - 3 days to ITIL: HP Service Manager as a catalyst

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HP Expert: Don Randall, presentation deck from HP Discover 2012 Las Vegas “3 day commitment to achieve an ITIL transformation"

HP Expert: Don Randall, presentation deck from HP Discover 2012 Las Vegas “3 day commitment to achieve an ITIL transformation"

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  • PeopleSponsored 20 ITIL Champions through the Lifecycle expert track to influence the desired stateMandated Training in ITIL Foundations using Exec’s & Sr. Leaders as instructorsUpdated requirements of new hires to have ITIL training / experienceEnsured executive sponsorship, and regular participation from SVPs & CIOProcessIncluded ITIL language in system design for Service Manager where possibleIncreased communication and use of ITIL vetted RACIs. Began using and reinforcing ITIL Processes to describe the business of GBTSProcess reviews to ensure alignment with ITIL accepted as part of process transformationIdentified process champions for key processes, influenced TWDC Policy & Procedure documentsPartnersRevised contract language to include ITIL v3 alignment as overarching goalCommunicated to preferred suppliers and outsource partners to focus on transformation goalsBuilt tracking tools to identify adoption patterns, issues, and risks Leveraged HP as industry SME for Service Manager configuration and trainingLeveraged HP Training to assist in rolling out a combined Service Manager and ITIL v3 training dayProductsService ManagerSMEUTWDPR ITIL Training MaterialsClassroom Training with LabsMaterials and artifacts preserved for future generations
  • 3 year non-disruptive approach to prepare WDPR for the transformation to ITIL practicesExecutive AwarenessEmployee preparation & ITIL Foundations TrainingProcess sessions & requirements collectionDesign influence leading to Tools Readiness (Service Manager)Final training push to integrate ITIL and Service Manager knowledge for Go-LiveCost of alignmentPriceless

Don Randall - BB2419 - 3 days to ITIL: HP Service Manager as a catalyst Don Randall - BB2419 - 3 days to ITIL: HP Service Manager as a catalyst Presentation Transcript

  • Mike Randall Hangie Pham© Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to changewithout notice.
  • 3 day commitment toachieve an ITILtransformation:Utilizing HP Service Manager as a catalystMike Randall, Manager Infrastructure Operations - Global Business Technology StrategyHangie Pham, HP Software Education Services – Americas regionJune 2012 © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  • AgendaIntroductions & company overviewDescribe the business of Walt Disney Parks and Resorts (WDPR)Discuss the scope and goals of our IT transformationShare good practices and key learningsDiscuss next stepsQ&A © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.3
  • Introductions© Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  • Hangie PhamEducation Solution Manager & Customer Ambassador – Americas regionCompany profile – HP Software Education Services provides training services to maximize your HP Software investment: reduce cost, risk, timeEducation − Bachelor of Science in Computer Science − Minor in StatisticsExperience − Application Development, Operations and Retirement − Project management and strategy − Training and education consultationRelevance − Education Solution Consultant for MOSAIC project − Experience with multiple complex Service Manager implementations © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.5
  • Mike RandallManager Infrastructure Operations – WDPREducation − Aerospace Engineering & Business Management Degree − Certified ITIL Expert (v3) & certified instructor − Kepner-Tregoe Program Leader - Problem Solving Decision Making (PSDM)Experience − Consolidated and Operated The Walt Disney Company’s (TWDC) global service desk (internal) − Lead Application Development teams working to globalize apps across US and Hong Kong sites − Transformational leadership focused on improving availability, reliability, security of infrastructureRelevance − Segment Contact and process champion for GBTS transformation − ITIL Expert and foundations instructor for Domestic & HK Parks © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.6
  • Mike RandallWalt Disney Theme Parks and Resorts (WDPR)WDPR domestic is similar to running a city of 300,000 people• Theme & water parks (9)• Resorts & lodging (~30,000 rooms)• Cruise ships (4)• Vacation ownership (9)• Animal care & veterinary (multiple)• Power generation & utilities (2)• 911 call center (1), police & fire (5), medical facilities(3)• Construction and engineering (buildings and roads)• Manufacturing / prototyping• Feature length films & animation © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.7
  • Global business technologystrategy –Transformation objectives© Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  • TWDC* & WDPR organizational goalsWhy transform?Modernize IT cultureStrong Disney culture focused on incident management and service recovery − Guest experience rules decision making − Need improved focus on problem avoidance, capacity planning, growth sustainabilityRespond to business demandComplexity increasing, worldwide operations and exponential demand for new IT services driving need for solutions that Support safety, courtesy, efficiency, and show − Strong desire by technology teams to implement best practices to mitigate need for temporary staff − Existing resources and capabilities had limited agility, role clarity and process alignment were embedded in culture rather than processes − Sr. Executive leadership had business pressures to deliver across multiple high priority projects* The Walt Disney Company (TWDC) © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.9
  • TWDC & WDPR organizational goalsWhat was included?People ProcessGroomed 20 ITIL champions Integrated ITIL practices in processesChanged hiring requirements Clarified roles based on ITILLeveraged executive sponsors Assigned process ownersPartners* ProductsRevised contract language Service Manager 9.2Built adoption milestones & rewards WDPR ITIL CurriculumLeveraged Industry experiences Service Manager EUT* Does not represent a legal partnership © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.10
  • TWDC & WDPR organizational goalsWhy ITIL (I.T. Infrastructure Library)?ITIL integrated with several key methodologies already in place• TOGAF – Strengthening our IT Infrastructure Architecture and Design practices• PMBoK (Project Management Body of Knowledge) – Best Practices in Project Management• Kepner-Tregoe Problem Solving Decision Making - Best practices in Problem ManagementITIL had a good reputation in the IT industry• Expected to enable the transformation of IT to focus on business services• Expected to support complex mixed sourcing models, maximize efficiency• Required to achieve a consistent language to describe desired future state © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.11
  • The transformation timelineHow long did it take? © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.12
  • WDPR transformation approachWhat commitment was made?• Secured buy in that for most staff, 3 days of focus was all that was expected − 1.5 days of focused ITIL foundation training to be taken by all WDPR staff over a 18 month period − 0.5 day of ITIL review and certification (including testing time) − 0.5 day of Service Manager training, aka Mosaic Day − 0.5 day of labs, exercises, and online study to ensure tool familiarization and functionality• Secured ~60 champions who would invest time and focus in managing transition − 3 day deep dive training on Service Manager 9.2 − Local expert for support area / technology discipline − SME resource for testing tool readiness, alignment, defect identification, etc © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.13
  • Transformation approachHow did HP collaborate in our transformation?• Flexibility, flexibility, flexibility - key success factor• Tied together ITIL and Service Manager − Student goal was to understand the why and the how − Not just teaching the tool• Teaching process included multiple forms of interaction − Online classes − Lecture and deep dives − Lab exercises − SME assistance and Q&A − Artifacts to take away (cheat sheets) © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.14
  • Good practicesWhat worked well?• Getting Executive “buy in” early was critical• Ensuring staff exposure to ITIL was wide and deep• Using consistent terminology with suppliers and in contracts• Aligning the timing of the new tool with revised key enterprise processes• Minimizing disruption through use of “Mosaic Day”• Starting fresh – no migration of data from the old system• Motivating with fun gifts & fabulous prizes• Using HP to supplement “Hypercare” (aka early life support) © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.15
  • Key learningWhat could have been better?• Seeing Service Manager 9.2 in action prior to requirements finalization − Change management was initially too rigid, needed flexibility based on risk and impact• Configuration management practices were not as solid as expected − Impacted service definition and ease of use for Change Management• Enterprise adoption to roll out ITIL with the Service Manager launch − Impacted consistency across segments and a desire for change “back to the old way”• Problem management was not part of initial go-live − Incident metrics skewed as a result © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.16
  • Transformation continuesEstablished governance & priorities• Created a Service Manager Governance Board within the WDPR segment − Participants at all levels (manager to associate) − Includes representatives from the enterprise as needed• Benefits of Governance Board − Provided module based (core process) working groups to focus on direction and adoption − Provided a single voice to the enterprise to enable prioritization of enhancement requests − Provided a cross functional group of SMEs to look at processes to minimize gaps − Allowed for refinement of lookup lists, drop downs, and workflows to align with changes in business need © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.17
  • What is next?Deeper use of problem management © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.18
  • Outcomes© Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.
  • OutcomesHP and Disney in collaboration• Together Disney and HP generated Strategic Value to WDPR − Materially realized the integration of ITIL based practices• The collaboration and trust with HP helped Disney achieve strong results − Leveraging HP as a training partner provided shorter time to market• Disney and HP were able to ensure success through a holistic approach to transformation − The relationship continues with Problem Management © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.20
  • Business resultsWhat results were achieved?• WDPR core goals for safety, courtesy, efficiency, and show were met • Efficiency gains in Incident, and Change Management • Show improvement through improved handling time• The project enabled improved efficiency and agility while enabling the business • Custom development solutions have shortened time to market • Problem analysis is informed through improved change management• TWDC continues to make dreams and memories for guests all over the world © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.21
  • Products of DisneyWishes and memories• What does all of this technology make? © Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.22
  • Thank you© Copyright 2012 Walt Disney Theme Parks and Resorts and Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.