3 Steps to ITSM Success: How to Deliver Lasting Business Value
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3 Steps to ITSM Success: How to Deliver Lasting Business Value

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Many ITSM initiatives fail because they are unable to demonstrate value to the business. One reason for this is that ITSM is treated as a project and not a program. ...

Many ITSM initiatives fail because they are unable to demonstrate value to the business. One reason for this is that ITSM is treated as a project and not a program.

the three critical steps for embedding ITSM into your organization.

Assess your current state as a catalyst for change
Design practical processes to drive business value
Govern your processes with an eye on continual improvement
Regardless of where you are in your ITSM journey, this lively and interactive discussion will get you thinking about ways to make your program a success!

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3 Steps to ITSM Success: How to Deliver Lasting Business Value 3 Steps to ITSM Success: How to Deliver Lasting Business Value Presentation Transcript

  • 3  Steps  to  ITSM  Success:  How  to  deliver  las7ng  business  value   March  14,  2013  
  • Three  Steps  to  ITSM  Success:   How  to  Deliver  Las7ng   Business  Value Visit  SlideShare.com,  search  for  GoNavvia  2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   2  
  • Today’s  Hosts  David  Mainville,  Co-­‐founder   Rafael  Alencar,  Marke7ng  Navvia   Navvia   2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   3  
  • Live  from  beau7ful…     2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   4  
  • Housekeeping  QA &Type  Your  Ques7ons  Here   2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   5  
  • Helping organizations Navigate IT and Business Process Complexity Via our tools and services Combining  fresh  ideas  with  14  years  of  ITSM  success   Navvia is a division of: 2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   6  
  • The Navvia Business Process Management ToolkitSURVEY DESIGN VERIFY LEARN hXp://navvia.com/tools/test-­‐drive/   2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   7  
  • When  you  need  the  help  we  are  here!  •  Virtual  Consul5ng  -­‐  access  to  ITSM  and   Process  help  when  you  need  it  •  Onsite  Consul5ng  -­‐  From  strategy  through   to  process    assessments,  design  and   implementa7on  •  ITSM  Tool  Implementa5on  •  Onsite  ITSM  Educa5on  -­‐  a  robust   curriculum  of  ITSM  courses  delivered  on-­‐ premise   2013-­‐03-­‐14   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   8  
  • David  Mainville  •  32  Years  in  IT  Service   Management   –  Field  Engineer   –  Customer  Support  Manager   –  Director  ITSM  Services   –  ESM  Solu7ons  Architect   –  ESM  Prac7ce  Director   –  CEO  &  Co-­‐founder  Navvia  •  TwiXer:    @mainville   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   9  
  • Why  do  you  think  ITSM  programs  fail?   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   10  
  • The  vendor  says  no  need  for  process,  it’s  “out  of  the  box”….   …It  takes  too  long  &  it  is  hard  work  We’ll  just  do  a  “lif  and  shif”  from  our  old  tool…     …We  can  never  get  anyone  to  agree   The  last  project  that  focused  on  process  failed…                 …We  tried  to  implement  ITIL  and  that  didn’t  work  Our  management  is  not  suppor7ve…   …It’s  SaaS,  just  turn  it  on   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   11  
  •  Three  Steps  to  ITSM  Success   Assess  –  as  a  catalyst  for  change   Design  –  to  drive  business  value   Govern  –  with  an  eye  on  CSI   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   12  
  • Assessments  •  Open  a  dialog  with  your   ITSM  stakeholders    •  Provide  you  an  opportunity   to  communicate  the  why  •  Are  a  catalyst  for  making   improvements  •  Provide  a  baseline  to   measure  success  •  Are  an  important  part  of  CSI   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   13  
  • Assessments  -­‐  Communicate  the  value  •  Kickoff  Event   –  Live  and  in  person,  don’t  shy   away  from  travelling  to  your   stakeholders  •  Webinars   –  Recorded  and  live  to  keep  the   informa7on  flowing  •  During  Interviews  and  Workshops   –  Never  miss  the  opportunity  to   sell  the  why  •  Valida7on  sessions  and  final   report  are  your  opportunity  to   shine   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   14  
  • Assessments  –  An  approach   Interviews   Workshops  Ques7onnaires   Observa7ons   ITSM   Strategy   &  Plan   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   15  
  • Assessments  -­‐  Building  a  roadmap   Future   Organiza7onal   State   Change   Technology   Deployment   Process   Enhancement   Quick  Wins   Current   State   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   16  
  • Assessments  -­‐  Management  report   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   17  
  • Assessments  –  In  summary   •  It’s  not  about  the  score   •  Assessments  are  an   opportunity  to  communicate   value  and  drive  change   •  Ques7onnaires  are  only  one   small  part  of  an  assessment   •  Spend  7me  with  people.    Ask   ques7ons  and  make   observa7ons   •  Base  recommenda7ons  on   findings  and  observa7ons     February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   18  
  • Process  Design  •  Can’t  be  done  in  a  vacuum  •  Must  engage  the  stakeholders    •  Must  balance  best-­‐prac7ce   with  prac7cality  •  Must  drive  out  requirements   for  automa7on  •  Must  also  get  down  to  the   procedural,  tool  and  data   level   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   19  
  • Design  -­‐  Don’t  start  from  scratch  •  What  are  you  doing  today  from  a   process  perspec7ve?  •  Are  there  templates  or  standards   you  can  leverage?  •  What  is  being  employed  in  other   areas  of  your  organiza7on?  •  Can  you  leverage  other  programs   (ISO,  Six  Sigma…)   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   20  
  • Best  prac7ces,  by  their  very  nature,  are  absent  of  your  companys   organiza7on,  business,  cultural  and  technology  requirements   To  realize  the  full  benefits,  organiza7ons  must  re-­‐introduce  their  own  reality   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   21  
  • Design  -­‐  Don’t  try  this  on  your  own  •  Processes  built  in  a  vacuum,  in   isola7on,  will  not  get  adop7on  •  People  need  to  understand   “why”  •  Do  you  understand  your   stakeholders  requirements?  •  Are  you  actually  making  things   beXer  for  people?  •  Balance  consensus  with   gerng  things  done   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   22  
  • Design  -­‐  What’s  in  it  for  me?  “Why  should  I  embrace  your  vision  or   change,  what’s  in  it  for  me”?   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   23  
  • Design  -­‐  Everyone  has  their  own  perspec7ve   The  CEO   The  CIO   Shouldn’t  IT  just  work?     How  do  I  demonstrate   I’ve  got  a  business  to  run   that  IT  is  aligned  to  the   and  services  to  deliver   business?   The  IT  Manager   The  Technical  Staff   I&O  is  consuming  60%  of   Those  users  just  don’t   my  budget,  I  can’t  fund   understand!   new  projects   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   24  
  • Design  -­‐  Who  needs  to  be  involved?   Steering  CommiXee   Stakeholders   S.M.E.’s   Core   Team   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   25  
  • Design  -­‐  Simultaneous  process  &  technology   Process & Technology - You can’t do one without the other! Process PathTechnology Path Process Design Timeline February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   26  
  • “It’s  seldom  the  tool   that’s  the  problem”  February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   27  
  • Design  -­‐  Business  outcomes  Start  Here   Business   Tools  and   Requirements   Processes   Outcomes   Technology   Not  Here   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   28  
  • Design  -­‐  Don’t  be  a  technophobe  •  Out  of  the  box  seldom  works  •  Map  business  outcomes  to  tool   and  data  requirements  •  Iden7fy  the  mandatory  fields,   define  pick  lists,  figure  out  the   triggers  •  Make  sure  you  are  capturing   the  right  data  to  produce   metrics   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   29  
  • Design  -­‐  Detailed  requirements   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   30  
  • Design  -­‐  Don’t  forget  to  validate  •  Itera7ve  process  design  •  Use  of  “show  &  tell”   sessions  •  Watch  out  for  scope  creep  •  Validate  ofen  and  get  sign   off  against  requirements  •  Be  wary  of  “I  didn’t  agree  to   that…”   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   31  
  • Design  -­‐  Remember  to  educate  •  Training  fosters  adop7on  of   the  processes  •  Build  an  educa7on  curriculum   and  plan  that  addresses  all   your  stakeholders  •  Consider  various  training   formats  from  CBT  to  instructor   led  •  Consider  using  people   involved  in  the  process  to  do   the  training   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   32  
  • Process  design  -­‐  In  summary…   •  Don’t  design  your  processes   in  isola7on   •  Get  the  right  people  involved   •  Balance  consensus  building   with  execu7on   •  Simultaneous  process  &   technical  design   •  Gather  the  requirements  to   tailor  the  tool   •  Remember  to  educate   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   33  
  • Governance  •  Maximize  value  from  the   organiza7ons  significant   investment  in  IT  •  Support  complex  regulatory   requirements  •  Sarbanes-­‐Oxley,  Basel-­‐II  •  Third  party  cer7fica7ons  •  ISO20000,  SAS70…  •  Con7nual  Service  Improvement   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   34  
  • Governance  -­‐    Frameworks  •  ITIL  version  3     •  Provides  guidance  on  the   processes  •  COBIT  version  4.1     •  Widely  accepted  by  the  IT  audit   community   •  Defines  controls,  processes  and   audit  tests  (evidence)  •  ISO20000   Our  experience  shows  that  the  best  approach  is  to  use   a  combinaBon  of  frameworks  for  ITSM  governance   •  Defines  a  standard  for  a  Service   Management  System   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   35  
  • Governance  -­‐  Roles  •  Prescrip(ve  role  assigns  authority   and  accountability  •  Audit  role  reports  on  compliance  to   process  owners,  execu7ves  and   directors  •  CoordinaBon  role  assigns  and   coordinates  the  governance  tasks  •  Monitor  role  tracks  governance   repor7ng  for  the  audit  role   An  ITSM  “Program  Office”  or  “Governance  •  User/Provider  roles  execute  the   Board”  is  the  ideal  place  to  center  your   governance  tasks     governance  acBviBes   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   36  
  • Governance  -­‐  An  approach  PROCESS   CHANGE   MANAGEMENT  CONTROLS   AI6.1     AI6.2   AI6.3     AI6.4     AI6.5     STANDARDS  &   ASSESSMENT  &    EMERGENCY   TRACKING  AND   CHANGE  CLOSURE   PROCEDURES     AUTHORIZATION   CHANGES   REPORTING   &  DOC   TASKS   Task  2   Task  1   Provide  Evidence  of  Emergency  Change   Provide  Evidence  of  Change  Mgmt.  System   Handling  EVIDENCE   Documented   Review  of   Emergency  Change   Emergency  Change   Emergency   Emergency   Categories   Reports   Procedures   Changes   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   37  
  • Governance  -­‐  Service  delivery   Actual  Service  Levels   Desired  Service  Levels  —  Ungoverned  processes  “wear  down”  over  7me      —  The  result  is  service  variability  versus  consistency  —  More  effort  to  manage/less  customer  sa7sfac7on   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   38  
  • Governance  -­‐  In  summary…   •  Define  the  controls,  policies  &   standards  then  make  people   accountable   •  Define  your  governance   organiza7on  and  structure   •  Define  the  controls  &  frameworks   you  are  required  to  report  against   •  Governance  is  key  to  CSI   •  Governance  of  cloud  applica7ons   means  extending  your  controls  to   your  vendor   –  Remember,  you  are  s7ll   accountable   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   39  
  • AssessDesignGovern February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   40  
  • Our  Social  Media  Links  TwiLer:  GoNavvia  Facebook:  Navvia  LinkedIn:  Navvia  SlideShare:  GoNavvia   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   41  
  •  hIps://navvia.net/OpenSurvey/default.aspx?UniqueID=c29d4bad-­‐a36e-­‐4cf3-­‐9652-­‐58073ccf6c93&Email=webinar   February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   42  
  • Thank You!! David  Mainville     dmainville@navvia.com       TwiXer:  @mainville     navvia.com/resources       February  19,  2013   Copyright  2013,  Navvia  -­‐  a  division  of  Consul7ng-­‐Portal   43