With a little help from my ITSM friends v2
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With a little help from my ITSM friends v2

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With a little help from my ITSM friends v2 With a little help from my ITSM friends v2 Document Transcript

  • White Paper Words of Wisdom about ITIL and IT (Service) Management ‘With a little help from my friends’ Towards the end of 2011 I was asked to give a short talkabout ITIL. In order to enhance my limited knowledge in this domain, I approached some of the movers and shakers inthe IT (Service) Management domain, asking them to share some fundamental. principles and practices on using ITIL effectively or on ITSM in general. Their contributions, whichremain their intellectual property, speak for themselves and I am very grateful for their generosity in sharing them for the benefit of the IT (Service) Management community. Mark Smalley, 30 July 2012 1
  • Brian JohnsonVP and ITIL practice leader at CA Technologies • It is pointless as well as dangerous to assume that any of the ITIL guidance can be applied without due diligence • You cannot ‘implement ITIL’. If you want to ‘prove’ the value of your service management improvement project, refer to ISO/IEC 20000 • Write a business case that shows how you will use good practices to improve life for the business • Make sure the business benefits are predicated on making IT services much more reliable • Outside of the rarefied world of ITIL, no one cares about it • More: www.ca.com/us/news/spokespeople/ Brian-Johnson.aspx 2
  • Ivor Macfarlane, @ivormacfTivoli Marketing at IBM • ITIL (like all best practices) is a good place to start your thinking and a terrible place to stop • Your only real metric is whether the customer thinks your services are useful – so make sure you know those customers and what they need to do • Use best practice like you would in your kitchen – read several cookery books, take ideas for them all but most of all cook what you want to eat • The future belongs to Service Management – not ITSM; try to see a bigger world than just IT, the odds are your customer can see more than that • More: ibm.com/blogs/servicemanagement 3 View slide
  • Rob England, @itskepticIT Skeptic, Owner and Managing Director at Two Hills Ltd • Start with business outcomes required of IT • Work out the IT deliverables to achieve those outcomes (COBIT has some good mappings) • Select areas for improvement in order to achieve those deliverables: – ‘Incident management’ is much too big and vague. Improve what? Incident tracking? Incident handling? Communication to users? Known error and workaround search? etc – Dont chunk it by process: take a bit of incident and a little problem and a pinch of CRM... ITIL ‘processes’ are a useful conceptual way of grouping ideas but they have nothing to do with the order in which we should look at them in reality • More: www.basicsm.com/tipu & www.itskeptic.org 4 View slide
  • Ian Clayton, @ianclaytonOutside-In Pioneer, Lean & Universal Service ManagementConsultant, Author Service Management Body of Knowledge,Speaker • ITIL can be adopted and must be adapted into each environment • Hug a customer, pick a scenario, understand what activities your customers perform and why, and then how that drives your work effort • Close the (SERVQUAL 1, see figure) gap between customer’s expectations and perception of supplier’s management what customers expect • It’s continuous improvement that closes this gap, customer by customer, activity by activity. Not by implementing reengineered processes • Start at the customer activity, understand why they do this before you further understand how this drives interaction with your organization and its services, the experience customers have overall, and the basis for their satisfaction. Work, think and act outside-in. • More: www.servicemanagement101.com 5
  • Aale Roos, @aalemITSM consultant, founder of Pohjoisviitta Oy • Using ITIL is like picking mushrooms • Out of 30 species you might see in forests, 3 are delicious, 5 are edible, 6 are poisonous and the rest are useless • Also, it is quite easy to get lost in a forest • More: www.pohjoisviitta.fi 6
  • Paul Wilkinson, @gamingpaulDirector and Owner of GamingWorks.nl, Director ABC@Workand Chief Cartoonist at at Egor Productions • Make sure everybody understands the definition of a service (value, outcomes, costs, risks) in the context of your organization • Engage with the business and users and understand how they use your services, and understand THEIR business impact and priority • Realize that you can’t implement ITIL: >50% fail because of resistance • Not one organization has implemented one ITIL process from 0 to optimized maturity in one go, not one organization has implemented all ITIL processes in one go… therefore ITIL is a Continual Service Improvement approach… treat it this way! CSI is a core capability. • People (more than processes, products and partners) are the crucial factor but IT is often uncomfortable in dealing with people so develop and apply more soft skills • Train people properly – don’t just go for certification! Train them to translate theory into practice, and ensure that what they learnt is transferred into their daily work • Make sure that every process or every improvement can be justified in terms of value, outcomes, costs and risks and how it contributes to managing these • More: www.gamingworks.nl & www.abcatwork.nl 7
  • James Finister, @jimbofinEMEA Competency Lead for IT Governance, Service Integration& Service Management Excellence at Tata Consultancy Services • You need principles that drive values, strategies, actions. They’re not in ITIL or ISO 20000 • Do not be seduced by the low hanging fruits. Seek out and eliminate constraints in the system • Dont "Chose which bits of ITIL to implement“. There is a risk as a result of leaving something out or doing things in the wrong order • Dont leave something out just because it is difficult – they’re often the true game changers • Dont do a maturity assessment against ITIL – do an assessment of what you are doing that is hurting the business • More: coreitsm.blogspot.com 8
  • Theo ThiadensEmeritus Professor at Avans and Fontys Universities of AppliedScience & Functions at various levels in public and privateorganisations • Use frameworks to create organizational clarity/transparency – use ASL, BiSL, ITIL etc as examples and choose a way of working that suits your situation • Quantify IT governance and IT management – develop metrics so that you know what you (and others) are talking about • Govern IT ‘with the windows open’ – continually evaluate outsourcing/cloud options in order to become/remain competitive • More: www.ict-management.com 9
  • Maarten LooijenEmeritus Professor at Delft University of Technology &Rector Osei Tutu II Institute for Advanced ICT Studies Ghana(2002-2012) • IT Management manifests itself throughout the whole lifecycle of information systems • Significance of IT Management? Think about implications in case of failing management and/or manifesting calamities • Well-known is Risk = Probability x Consequence but don’t forget Impact = Risk x Perception Impact is mostly taken more seriously than Risk • Quantify IT Management as much as possible; non-quantification includes non-qualification • Statements like ‘Cloud computing will change IT Management radically’ demonstrate ignorance of reality • Aim to ‘Manage IT Management’ • IT Management needs a prominent position in education and research programs • Teach me ITIL and I’ll forget, show me ITIL and I may remember, involve me in ITIL and I’ll understand 10
  • Charles Betz, @CharlesTBetzResearch Director, IT Portfolio Management at EnterpriseManagement Associates • The business of IT is complex. Enterprise architecture techniques are proven means for handling complexity in any business domain • Frameworks like ITIL, COBIT, and CMMI are useful inputs, but enterprise architecture can illuminate ambiguities in those frameworks and guide the practitioner through pragmatic implementation challenges • The IT function can and should be viewed as a dynamic system, consisting of the interaction of results-oriented IT business processes across long IT lifecycles, subject to emergent chaotic and complex behavior • More: www.enterprisemanagement.com/ about/team/Charlie_Betz.php, www.erp4it.com 11
  • Troy DuMoulin, @TroyDuMoulinVice President Professional Services at Pink Elephant • By necessity we design and model services based on systemic relationships • However, when we move these services to production we manage each component as if they live in mythical isolation • Gaining emotional agreement of the various groups that a common management system is required for optimizing the IT Demand Chain is often the first and most difficult tasks • Frameworks like ITIL only provide a definition of what can be achieved if they are introduced into a receptive environment. They do not in and of themselves create that environment! • More: blogs.pinkelephant.com/index.php?/troy 12
  • EditorMark Smalley is responsible for global promotion at the not-for-profit,vendor-independent ASL BiSL Foundation and is an IT ManagementConsultant and Principal Technology Officer at Capgemini in theNetherlands. He is specialized in Application Lifecycle Management andIT Governance. Mark is a regular speaker at international conferences,where he has reached out to thousands of IT professionals.Follow & engage with Mark on Twitter @marksmalleyEmail: mark.smalley@aslbislfoundation.orgFurther details, publications & speakingengagements at www.linkedin.com/in/marksmalley 13