TFT13 - Saurabh Dubey, Outside the Box of IT

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With thanks to Cherwell Software. Please visit http://bit.ly/tftCherwell for a short 2 minute video.

Synopsis: A woman is found dead in a closed room, with a broken window. CSU team walks - can we break down the service they are about to perform using the ITIL framework?
A pair of detectives have been following an undercover informant all day long, when he meets his hunted mafia boss - "Call for Backup - I'm going in.", shouts the lead and runs in. Within minutes, the place is swarming with cop cars. Does this sound like Major Incident Management?
Most Americans keep a small backpack, with their very essential things, close to the quickest exit path from their houses. Some even test it once in a while. And there are some that include a 'zombie destruction kit' in it. Is it just me, or does this sound like preparing for service continuity - if the service was to survive.
In this discussion, let's see if there are concepts of ITIL framework that are valid outside the scope of IT and can help improve the business itself, among other things.

To find out more about TFT, the only 24 hour global virtual ITSM conference, visit www.tomorrowsfuturetoday.com

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TFT13 - Saurabh Dubey, Outside the Box of IT

  1. 1. 1© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124
  2. 2. Outside the box of Saurabh Dubey KPMG LLP
  3. 3. ONCE UPON A TIME…
  4. 4. 4© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 One fine morning… “This is how we ensure service continuity in life.”
  5. 5. “CERN uses ITIL to rethink facilities management….”
  6. 6. 6© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Let's look at the concept of Service  A means of delivering value to customers  By facilitating outcomes customers want to achieve  Without the ownership of specific costs and risks. What is this applicable to? OR What is a service? A “service” is Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care
  7. 7. 7© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Facilities Management  “CERN did it, and they manage the HIGGS BOSON… they are smart people” Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care Questions: 1. Do the customers receive value? 2. Do they achieve their outcomes? 3. Do they have the ownership of risk and cost?  Value = Some else deals with the trash!!  The customer get the outcome of working in a clean space.  Customers don’t have to buy supplies, or resources to manage cleaning their own trash.
  8. 8. 8© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Restaurant Management Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care Questions: 1. Do the customers receive value? 2. Do they achieve their outcomes? 3. Do they have the ownership of risk and cost?  Customers walk in, order food, and get food.  Customers achieve the outcome of sitting and eating while someone else cooks.  If the chef burns the food, they don’t have to eat burnt food nor do they have to pay for the wasted raw materials.
  9. 9. 9© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Crime Investigation Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care  Customers get the value of crime prevention.  Customers get to see the satisfaction of seeing the culprit/offender being identified.  They don’t have to go and find the guy or prove that he/she is guilty = Definitely no risk!!  They don’t have to train to identify criminals, no forensic studies needed = No cost. Questions: 1. Do the customers receive value? 2. Do they achieve their outcomes? 3. Do they have the ownership of risk and cost?
  10. 10. 10© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Medical Care Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care  Customers get medical care.  Customers achieve the outcome of feeling better.  Customers do not have to spend 6–8 years learning the details of medicine.  Customers do not have to manage the risk of bad self-medication. Questions: 1. Do the customers receive value? 2. Do they achieve their outcomes? 3. Do they have the ownership of risk and cost?
  11. 11. 11© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 The ITILv3 Service Life Cycle Service Strategy SS provides sales, marketing, & the general business sense for IT  Why does the customer need this service?  Why should the customer purchase these services from us?  Why should we provide x levels of availability, capacity, and continuity  Answering these questions guides the overall strategy for the services needed and provided Service Design SD provides design and creation of the Service Offering  What capabilities are needed to support the service?  Do we need services from other parties?  Do we already provide this?  What do we expect the service to do and look like?  How will we support the service?  How will we guarantee the service levels? Service Transition ST: provides Risk Management & Risk Mitigation in transitioning the service to prod  Minimize risk of not knowing what it is under control  Operations needs to continue BAU  Must control all changes and moves  Make sure only authorized and tested products and services go into production  Must control all services going into production  Build Knowledge base for the future Service Operation SO: provides for maintaining the status quo while improving the service delivery and service perceptions  Ideas in design stage are now in production  Start the measuring and reporting of service achievements  Covers both activities and processes of this phase and the other phases Continual Service Improve CSI: covers part of the SLM process, specifically the measurement and reporting & service improvement plan  Guidance on measurement  Guidance on measuring achievements  Guidance on measurement reporting  Note all processes have a quality feedback loop and use the PDCA model to some extent  This phase focuses the use of the above tools
  12. 12. 12© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Applicability Does the applicability remain when you consider the end to end service lifecycle? Is it applicable to:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care  Do we have to think about Service Strategy?  Do we have to think about Service Design?  Do we have to think about Service Transition?  Do we have to think about Service Operations?  Do we have to think about Continual Service Improvement?
  13. 13. 13© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Managing Across Life Cycle Crime Investigation/Prevention  We saw that this can be defined as a Service.  Let’s identify the players in this service. – Service Provider – FBI/Scotland Yard/CBI – Customer – Citizens (Pay through taxes) – End Users – Citizens (Use through direct contact)
  14. 14. 14© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Service Strategy for Crime Investigation/Prevention Strategy Management  Defining the vision  Creating a plan  Positioning  Pattern of Action  Identify the services that are offered  Pipeline/Offered/Retired Service Portfolio Management  Budgeting for staff/training/equipment Financial Management Demand Management  Patterns of criminal activity  Supply & Demand  Activity based Demand Management  Customer Satisfaction  Service requirement identification Business Relationship Management
  15. 15. 15© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Service Design for Crime Investigation/Prevention Service Catalog Management  What services are offered? – Crime Prevention – White Collar Crime – Murder Investigation – Cyber Crime, etc.  SLAs don’t have to be on time.  They can be of quality as well. Service Level Management  Ensuring beat cops are available when needed.  Supporting large scale events, etc. Availability Mgmt Capacity Management  Making sure that there are enough resources available to ensure that capacity meets the performance.  Ensuring that CIs remain confidential.  Ensuring that identity of UC personnel Information Security Mgmt  What is our backup?  E.g. When Mumbai Police failed, Black Cat commandos took over IT Service Continuity Mgmt  Managing equipment suppliers  Managing third party service providers like emergency services, paramedics, etc. Supplier Management
  16. 16. 16© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Service Transition for Crime Investigation/Prevention Change Management  Allocation of resources  Change window management  Change conflicts  Dead bodies are CIs?  Forensic equipment.  Are firearms CIs or Assets? Service Asset & Config Mgmt  E.g. – College festivals in Delhi University. – Untested identification methods. – Releasing new firearms Release & Deployment Mgmt Knowledge Mgmt  One place where Law enforcement is very good.  Criminal databases  Documented and undocumentable knowledge
  17. 17. 17© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Service Operation for Crime Investigation/Prevention Event Management  Variations in the way this is applied  Some agencies have methodical approach, some take it ad-hoc.  Most agencies do a great job at Incident logging, not so much for the rest of the process.  Incident is not the same for IT and Law enforcement. Incident Management  Reactive Problem management – fixing repeated incidents  Proactive Problem Management – checking for problems before they turn into incidents Problem Management Request Fulfillment  Permits  Enquiries  Police Auctions
  18. 18. 18© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Managing Across Life Cycle Managing Lifecycle of the following services:  Facilities Mgmt  Restaurant Mgmt  Crime Investigation  Medical Care  Hotel Management  Forensic Services  Transportation Management  Construction Management  Education/Learning/Universities  Many of these are run as a business.  So, why not run a business using the principles of ITIL/ITSM?
  19. 19. 19© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 Can everything be managed using Service Management? Cautions around using ITIL for Everyday service management Trust based scenarios Life and death situations Emotional attachments more….
  20. 20. © 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124 The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. Saurabh Dubey, KPMG LLP For more information on KPMG’s Services please visit www.kpmg.com/us/it Thank you. Your feedback is welcome. Let the conversation continue… “The views expressed are my own and not that of my employer or other party.”
  21. 21. 21© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 192124

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