Why IT Project Managers need to know IT Service Management - By Mr Goh Boon Nam
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Why IT Project Managers need to know IT Service Management - By Mr Goh Boon Nam

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Why IT Project Managers need to know IT Service Management - By Mr Goh Boon Nam Why IT Project Managers need to know IT Service Management - By Mr Goh Boon Nam Presentation Transcript

  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Why IT Project Managers need to know IT Service Management 1 ISS-UXC Consulting Seminar 3 Jul 2013 Please see Acknowledgements & Notices in second last slide
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Agenda • Why IT Service Management? • ITIL® 26 management processes • Service Operations • Service Transition • Service Design • Service Strategy • Continual Service Improvement • Summary 2
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Why IT Service Management? (1) • Imagine an IT project developed and put into production • Is the project a success if: – Teething problems of the “live” project are not resolved promptly as they occur? – Cutover is at a critical period and causes unforeseen incidents in your system and other systems? – Cutover was too big to manage and caused too many incidents? – System availability does not meet the SLA requirements? – Response time is below SLA requirements? – Customer is not satisfied with the project? – Project is not aligned to overall business needs? 3
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. • IT Service Management (ITSM) can complement Project Management to help ensure success of a project • ITIL is the international best practice for ITSM 4 http://itsminfo.com/2012-itil-exam-statistics/2012itilfound4/ Why IT Service Management? (2)
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL – 26 Management Processes 5 Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Operations • How to know if any incident occurred or may occur? • How to resolve incident and quickly restore normal service? • How to prevent incidents from happening again? • How to handle requests (e.g. enquiries) so as to keep users satisfied? • How to ensure that the correct security access given to users? 66 Event Management Incident Management Problem Management Request Fulfilment Access Management Service OperationManage project / service when it goes “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Event Management • Best practice process to know early – When incident occurs – Or before incident even occurs • Best practice concepts – Different types of events • Exception • Warning • Informational – Event correlation & filtering – Relevant actions to take • Automated • Manual 7 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Incident Management • Best practice process to quickly restore normal service • Best practice concepts – Service desk as single point of contact – Emphasis on restoring normal service as quickly as possible – Use of Known Error Database • Recorded resolutions • Or else workarounds – Prioritisation – Escalation • Functional • Management – Logging & Categorisation – Normal & Major Incidents 8 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Problem Management • Best practice process to prevent incident happening again • Best practice concepts – Type of problem mgt • Reactive • Proactive – Problem analysis techniques – Prioritisation – Root cause identification & resolution 9 http://www.ite.edu.sg/wps/portal/FullTimeCBS/?WCM_GLOBAL_CONTEXT=/wps/wcm/conn ect/itecontentlib/stecoursecatalog/staallcourses/stafulltime/a00d958044482219a755f702288 55d43 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Request Fulfillment • Best practice process to satisfy user requests – Small changes – Enquiries • Best practice concepts – Standard change – Request models (standard procedures for common requests) – Self-service – Request status tracking – Prioritisation – Approvals 10 https://demochannel.service-now.com/navpage.do © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Access Management • Best practice process to control user security access • Best practice concepts – Identity – Roles – Service groups – Avoidance of role conflicts – Identity Status • Job changes • Promotion or demotions • Transfers • Resignation or death • Retirement • Disciplinary action • Dismissals 11 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition 12 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition • Service Transition – Transition of service to production – Causes change to production environment – Gives rise to high risk of incidents/ problems – Need to manage transition well to minimise risks
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Transition • How to control changes across all systems? • How to document components so as to assess change impact? • How to evaluate impact of change? • How to scope and phase the release to a manageable scope? • How to test that the system is ready for deployment • How to document relevant knowledge for reuse? • How to plan for the overall transition to production? Service Transition Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Change Management • Best practice process to control changes across all systems in the enterprise • Best practice concepts – Change advisory board (CAB) – Change schedule – Remediation planning – Normal change – Emergency change – Emergency CAB – Standard change 15 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Asset and Configuration Management • Best practice process to keep track of customers, services, components and their relationships • Best practice concepts – Service assets – Configuration items – Relationships – Configuration baseline 16 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Change Evaluation • Best practice process to evaluate impact of change to whole environment in terms of – Intended and unintended effects – Whether performance meets requirements • Best practice concepts – Unintended effects – Risk Profile – Deviations – Predicted Performance vs Customer Requirements – Actual Performance vs Customer Requirements 17 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Release & Deployment Management • Best practice process to plan and carry out the actual release to production while protecting the integrity of existing systems • Best practice concepts – Release windows – Big Bang option – Phased approach – Early Life Support 18 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Validation & Testing • Best practice process to ensure project meets the needs of the business (validation) and meets the requirements/design (verification) 19 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Knowledge Management • Best practice process to ensure knowledge is prepared to help in managing the service 20 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Transition Planning and Support • Best practice process to ensure that the various processes for Service Transition are planned in an integrated manner and work well together to make the transition as smooth as possible 21 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design 22 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Manage service when it is “live” Manage service before it is “live” to ensure it works well when it is “live” Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design 23 • Service Design – Emphasis on areas that • Will affect actual performance in production • But usually not sufficient attention given in conventional design – Not just technical measures but also management measures – Not just for design phase but also for subsequent operations phase
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Design • How to ensure project will be able to meet the availability SLAs? • How to ensure project will be able to meet the capacity/response SLAs? • How to ensure project is able to cater to disasters? • How to ensure that project is secure? • How to “design” and manage the supplier relationship to ensure good service? • How to arrive at a workable SLA to design against and how to manage the SLA? • How to design and manage the catalogue to inform customers/users of the service being implemented? • How to coordinate all the above processes? Service Design Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Design coordination Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Availability Management • Best practice process to ensure availability meets agreed targets in cost effective manner 25 © Crown Copyright 2011 Reproduced under license from the cabinet office Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Capacity Management • Best practice process to ensure capacity and response-time performance meets agreed targets in cost effective manner 26 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Service Continuity • Best practice process to support business continuity through continuity of required IT services in the event of a disaster 27 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Security Management • Best practice process to ensure IT security matches the agreed needs of the business 28 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Supplier Management • Best practice process to ensure suppliers support the needs of the business and meet their contractual commitments 29 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Level Management • Best practice process to ensure IT services are delivered to agreed achievable targets. 30 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Catalogue Management • Best practice process to ensure single, accurate and updated source of information on IT services that are operational or going to be 31 Some rights reserved by Charles Haynes http://www.flickr.com/photos/haynes/3944396470/ https://itservices.uchicago.edu/service-catalog
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Design Coordination • Best practice process to ensure that the various processes for Service Design are planned in an integrated manner and work well together 32 © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Strategy 33 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Ensure services or projects are done well Plan right services or projects to do and ensure they get done Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Strategy • How to maintain good relationship with customer to understand their needs and ensure their satisfaction? • How to understand and influence customer demand for each service? • How to analyse and manage the finances of IT services? • How to analyse, plan and oversee the high level strategies for IT services? • How to select the right services to implement and to oversee their implementation? Service Portfolio Management Demand Management Financial Management Service Strategy Strategy Management for IT services Business Relationship Management Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Business Relationship Management • Best practice process to maintain good relationship with the customer to – understand his needs – so as to keep him satisfied Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Demand Management • Best practice process to – Understand the customer’s changing demand for each service – Influence the demand © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Financial Management • Best practice process for financial management – including budgeting, securing funding, accounting and charging of services. © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Strategy Management for IT Services • Best practice process to strategize how a service provider will enable an organization to achieve its business outcomes. © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Service Portfolio Management • Best practice process to decide and oversee the implementation and operation of the suite of services to provide for the customer. © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. ITIL – 26 Management Processes 40 Continual Service Improvement “Enhancing the value” Service Portfolio Management Demand Management Financial Management Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Event Management Incident Management Problem Management Request Fulfilment Access Management Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Strategy Management for IT services Business Relationship Management Design coordination Change Management Service Asset & Configuration Mgt Release & Deployment Mgt Service Knowledge Management Transition Planning & Support Service Validation & Testing Change Evaluation Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. http://commons.wikimedia.org/wiki/File:Conflict_Resolution_in_Human_Evolution.jpg Continual Service Improvement 41 Continual Service Improvement “Enhancing the value” Service Strategy Service Design Service Transition Service Operation 7 Step Improvement process Reproduced from UXC Consulting Based on Cabinet Office ITIL® material. Reproduced under license from the cabinet office © Crown Copyright 2011 Reproduced under license from the cabinet office
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. IT Service Management • Imagine an IT project developed and put into production • With IT Service Management: – Teething problems of the “live” project resolved promptly – Cutover is done at most optimal point where less impact with other systems and impact well managed – Cutover scope at right size to manage well – System availability meets the SLA requirements – Response time meets SLA requirements – Customer is satisfied with the project as it meets his needs – Project is well aligned to overall business needs 42
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. For Further Information • For further details on ITIL Foundation course – http://www.iss.nus.edu.sg/ProfessionalCou rses/SearchCourse/CourseDetail/tabid/267/ cid/33/cname/nicf-itil-v3-foundation-for-it- service-management/Default.aspx • For other related courses: – http://www.iss.nus.edu.sg/ProfessionalCou rses/CourseCatalogue.aspx 43
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. Acknowledgements & Notices • ITIL® is a registered trade mark of the Cabinet Office • © 2011 NUS unless otherwise stated. The contents of this document may not be reproduced in any form or by any means, without the written permission of ISS, NUS, other than for the purpose for which it has been supplied
  • © 2013 National University of Singapore unless otherwise stated. All Rights Reserved. The End 45