ITSM Process Design Workshop Pittsburg June 2013
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ITSM Process Design Workshop Pittsburg June 2013 ITSM Process Design Workshop Pittsburg June 2013 Presentation Transcript

  • ITSM  PROCESS  DESIGN  WORKSHOP   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   1  
  • Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   2 Welcome  to  the  Workshop!     •  CEO  &  Co-­‐founder  of  Navvia   •  30  plus  years  of  Service   Management  Experience   •  TwiMer:  @mainville   •  dmainville@navvia.com     David Mainville June  2013  
  • Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   3 We are a Software and Service company dedicated to helping organizations Navigate IT and Business Process Complexity Via our tools and services Over 14 years of ITSM success! June  2013  
  • Navvia Software 4Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   The Navvia Process Management Platform
  • 5 Navvia Services When  you  need  the  help  we  are  here!   •  Virtual  Consul=ng  -­‐  access  to  ITSM  and   Process  help  when  you  need  it   •  Onsite  Consul=ng  -­‐  From  strategy  through   to  process    assessments,  design  and   implementa=on   •  ITSM  Tool  Implementa=on   •  Onsite  ITSM  Educa=on  -­‐  a  robust   curriculum  of  ITSM  courses  delivered  on-­‐ premise   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal  
  • Welcome  and  introduc=ons   •  Your  name   •  Your  company   •  What  you  hope  to  get  from  this  session   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   6  
  • The  workshop  format…   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   7   I’ve  got  a  lot  of  slides…   But  interac=on  is  much  beMer!   Let’s  use  the  slides  as  a  catalyst  to  foster  an  open  discussion!  
  • The  workshop  format…   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   8   I’ll  use  slides  to  present   the  various  aspects  of   Process  Design       We’ll wrap up each section with an open discussion… We will capture the discussion and share it with the attendees… I’ll  capture  key   discussion  points   and  share  those   with  the  group   post  workshop  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   9   Any  Ques=ons  or  Comments?     Let’s  begin!  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   10   How  do  we  sell  the  value  of  an   ITSM  Process  Design  project?     What  are  your  thoughts?  
  • The  world’s  most  successful  brands   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   11   Achieve  Business  Outcomes  through  Consistent  Processes  
  • Many  programs  are  stuck  in  the  weeds!   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   12   ITSM  
  • Has  your  management  said…   Not  another   word  abut   ITIL!   I  don’t  want  to   hear  about   Process!   6  months  to   implement  change?   Just  slam  it  in!   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   13  
  • Good  ideas  sell   themselves   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   14  
  • Selling  starts  with  inspira=on   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   15   hMp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_ac=on.html   “Start  With  Why  –  How  Great  Leaders  Inspire   Everyone  to  Take  Ac=on”  –  Simon  Sinek  
  • Everyone  has  their  own  perspec=ve   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   16   People  need  to  know  why… they  need  to  know  “what’s  in   it  for  me”...  
  • Everyone  has  their  own  perspec=ve   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   17   Shouldn’t  IT  just  work?     I’ve  got  a  business  to  run   and  services  to  deliver   How  do  I  demonstrate   that  IT  is  aligned  to  the   business?   I&O  is  consuming  60%  of   my  budget,  I  can’t  afford   an  ITSM  project   I  haven’t  got  =me  for   process,  it  just  means   more  work!   The  CEO   The  CIO   The  IT  Manager   The  Technical  Staff  
  • The  Universal  Translator   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   18   ITSM   Means   CEO:  BeMer   Services,   Faster       CIO:  Clear   Proof  of   Alignment   Manager:   Reduced  I&O   Costs   Technician:   Fewer  3AM   Calls  
  • Selling  the  value  of  ITSM   Wrong  Way   Right  Way   •  Communicate  your  program  in  an  email  and   expect  people  to  jump  onboard   •  Create  a  rich  communica=on  program  focusing   on  why  ITSM  –  build  targeted  messages  for  each   group  of  stakeholders   •  Build  your  processes  in  isola=on  then  publish  to   a  SharePoint  site   •  Collaborate  across  the  organiza=on  &  foster  buy-­‐ in  by  emphasizing  why  these  processes  are   cri=cal  to  success   •  Quote  ITIL  “chapter  and  verse”  and  let  people   know  when  their  wrong   •  ITIL  is  the  what  &  how  –  communicate  the  why   in  the  language  of  your  company  –  ITIL  is   guidance  not  LAW   •  Promise  the  moon  and  the  stars  then  under   deliver  on  your  first  project   •  Explain  why  the  program  is  essen=al,  then  lay   out  a  plan  that  is  realis=c  and  holds  the  line  on   scope  creep   •  Focus  on  the  tool  because  the  vendor  says  its   “out  of  the  box”   •  Focus  on  why  the  business  outcomes  are  cri=cal   then  translate  to  requirements  that  CAN  be   tailored  in  the  tool   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   19  
  • Where  should  the  focus  be?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   20  
  • Design  -­‐  Business  Outcomes   Business   Outcomes   Requirements   Processes   Tools  and   Technology   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   21   Start  Here   Not  Here  
  • Some  other  techniques  to  consider   Dr. Robert Cialdini, Scientific American Article, 2001 June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   22  
  • There are 6 principles you can use in selling ITSM —  Reciprocity – People want to know the “WIIFM” —  Scarcity - People want what they don’t have —  Authority - People follow expert advice —  Commitment – People do what they promise —  Consensus - People follow the lead of others —  Liking – People do things for those they like & respect The  Science  of  Persuasion   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   23  
  • What  challenges  have  you  had  with   process  design  and  implementa6on?     June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   24  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   25   Can’t  get  people  to  agree  on  the  process…   …there  is  nothing  wrong  with  what  we  have   Processes  are  too  bureaucra=c…   …Nobody  ever  follows  the  process  anyway   …Resistance  to  change   …there  is  no  need  for  process,  we’ll  just  implement  “out  of  the  box”   The  last  project  that  focused  on  process  failed…                 …It’s  SaaS,  just  turn  it  on  
  •  Four  Steps  to  ITSM  Success   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   26   Market  –  sell  the  value  of  ITSM   Assess  –  as  a  catalyst  for  change   Design  –  to  drive  business  value   Governance  –  with  an  eye  on  CSI  
  • So  how  do  we  do  it  right?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   27   To  share,  and  discuss,  prac=cal  techniques  that  can  help  improve   the  success  of  any  process  design  &  implementa=on  project   This  is  the  goal  of  today’s  workshop  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   28   So  what  is  a  process  anyway?     What  are  your  thoughts?  
  • The  anatomy  of  a  process   •  Adds  value  by  transforming   inputs  to  outputs   •  A  collec=on  of  related   ac=vi=es  and  tasks  (scope  of   the  process)   •  Focused  on  the  What  &  Who   as  opposed  to  the  How   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   29  
  • Anatomy  of  a  Process   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   30   Inputs   The  objects  or  data   required  to  complete  the   ac=vi=es   Ac=vi=es   The  specific  steps   required  to  convert  inputs   to  outputs   Outputs   The  desired  work   products  or  data.    May  be   input  to  another  process.   Controls   The  policies  and  guiding  principles  defining  how  the  process  will  operate   Measurements   The  ac=vi=es  and  metrics  to  ensure  the  process  meets  requirements  
  • Process  ≠  Procedure   A  process  focuses  on  the  what   and  the  who:     •  Technology  independent   •  Cross-­‐func=onal   •  Business  focus     A  procedure  focuses  on  the   how:     •  Technology  specific   •  Role  specific   •  Provides  work  instruc=ons     Process  says  to  “create  Incident”  and  the  procedure   shows  how  to  do  it   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   31  
  • Anatomy  of  a  Process   •  Overview   –  Descrip=on,  goal,  objec=ves,   roles,  related  documents  and   glossary  of  terms   •  Workflow   –  Ac=vi=es  and  tasks   –  Task  details   •  Inputs,  outputs,  roles  &  du=es,   tool  &  data  specs  and   procedures   •  Controls   –  Control  objec=ves,  metrics,   policies  and  governance  tasks   •  Specifica=ons   –  States  &  triggers,  tool  &  data   specifica=ons  and  no=fica=ons   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   32  
  • Process  Design  Ar=facts   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   33  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   34   What  are  the  key  ac=vi=es  of  a   Process  Design  project?     What  are  your  thoughts?  
  • Process  Design  &  Implementa=on   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   35   • Business  requirements   • Roles  &  responsibili=es   • Ac=vi=es  &  tasks   • Controls  &  metrics   • And  more…   • Tool  and  data   Requirements   • Integra=on   • User  interface   • Use  cases   • And  more   • Training  plan   • Role  based  training   • Tool  training   • Ongoing  cer=fica=on   • Work  instruc=ons  &   procedures   Design   Deploy  Develop  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   36   Process  Design   Project   1.0   IniLaLon   2.0   Discovery   3.0     Process   Design   4.0   Technical   Design   5.0     Build   6.0    Test   7.0     Rollout   Work  Breakdown  
  • Approach  &  Deliverables   AcLvity   Approach   Deliverables   IniLaLon   Various  mee=ngs  and  planning  sessions.     Kickoff  mee=ng  with  senior  management  in   aMendance  held  live,  broadcast  via  WebEx   and  recorded   •  Approved  Statement  of  Work  /  Project  Charter   •  Resources  iden=fied  and  scheduled   •  Project  kickoff  presenta=on  created  &  delivered  to   all  stakeholders   •  Project  repor=ng  and  signoff  criteria  documented   •  Status  mee=ngs  and  post  project  review  scheduled   Discovery   Combina=on  of  online  ques=onnaires,   interviews,  workshops,  along  with  a  thorough   review  of  background  materials  including   current  systems,  documenta=on  and  other   exis=ng  process   •  A  stakeholder  analysis   •  An  inventory  of  current  prac=ces,  documenta=on   and  suppor=ng  tools   •  An  evalua=on  of  current  process  with  specific   recommenda=ons  for  improvement  (people,   process  and  technology)   •  Quick  wins   Process  Design   A  combina=on  of  process  design  workshops   (up  to  10)  and  valida=on  workshops  (2)  to   design  a  process  that  meets  the  needs  of   your  organiza=on.   Process  documenta=on  that  includes:   •  Descrip=on,  goals  and  objec=ves   •  Inputs,  outputs,  controls,  policies  and  metrics   •  Ac=vi=es  and  tasks   •  Detailed  process  flows,  RACI  diagrams  and  other   ar=facts  to  effec=vely  communicate  the  process   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   37  
  • Approach  &  Deliverables   AcLvity   Approach   Deliverables   Technical  Design   A  combina=on  of  technical  design  workshops   (up  to  16)  and  valida=on  workshops  (4)  to   design  and  develop  a  set  of  technical   specifica=ons  in  support  of  tool   implementa=on  and  process  automa=on.   Technical  design  document  that  includes:   •  Tool  and  data  specifica=ons  down  to  field  types   •  States,  state  transi=ons,  triggers  and  state  diagram   •  No=fica=ons,  message  content  and  no=fica=on  rules   •  Screen  design  and  layout  recommenda=ons   •  Integra=ons  iden=fied   Build   Design  review  sessions  (4).    We  will  also   conduct  separate  workshops  (4)  to  develop   the  use  cases  needed  for  tes=ng.    We  also   capture  ‘screen  shots”  of  the  customized   applica=on  in  order  to  develop  role-­‐based   user  training.     •  Schedule  /  facilitate  the  design  review  sessions   •  Documented  feedback  to  the  developers   •  Oversight  that  the  tool  implementa=on  is  on-­‐track   and  is  in  adherence  to  the  documented  design   •  Documented  use  cases  and  tes=ng  scripts   Test   Assemble  tes=ng  team  and  assign  test  cases.     Review  test  results  and  provide  feedback  to   design  team.    Con=nue  with  the  development   of  training  materials   •  Oversight  and  guidance  throughout  the  tes=ng   •  Role-­‐based  user  training  including  PowerPoint  slides   &  student  guide   •  Documented  training  plan  and  schedule   Rollout   Conduct  train-­‐the-­‐trainer  sessions,  schedule   and  conduct  training.    Collect  user  feedback   and  modify  training  accordingly.    Record   training  for  offline  delivery.   •  Schedule  training  sessions   •  Training  delivery   •  Recorded  training  content   •  Training  feedback  and  CSI     June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   38  
  • Approach  &  Deliverables   AcLvity   Approach   Deliverables   Technical  Design   A  combina=on  of  technical  design  workshops   (up  to  16)  and  valida=on  workshops  (4)  to   design  and  develop  a  set  of  technical   specifica=ons  in  support  of  tool   implementa=on  and  process  automa=on.   Technical  design  document  that  includes:   •  Tool  and  data  specifica=ons  down  to  field  types   •  States,  state  transi=ons,  triggers  and  state  diagram   •  No=fica=ons,  message  content  and  no=fica=on  rules   •  Screen  design  and  layout  recommenda=ons   •  Integra=ons  iden=fied   Build   Design  review  sessions  (4).    We  will  also   conduct  separate  workshops  (4)  to  develop   the  use  cases  needed  for  tes=ng.    We  also   capture  ‘screen  shots”  of  the  customized   applica=on  in  order  to  develop  role-­‐based   user  training.     •  Schedule  /  facilitate  the  design  review  sessions   •  Documented  feedback  to  the  developers   •  Oversight  that  the  tool  implementa=on  is  on-­‐track   and  is  in  adherence  to  the  documented  design   •  Documented  use  cases  and  tes=ng  scripts   Test   Assemble  tes=ng  team  and  assign  test  cases.     Review  test  results  and  provide  feedback  to   design  team.    Con=nue  with  the  development   of  training  materials   •  Oversight  and  guidance  throughout  the  tes=ng   •  Role-­‐based  user  training  including  PowerPoint  slides   &  student  guide   •  Documented  training  plan  and  schedule   Rollout   Conduct  train-­‐the-­‐trainer  sessions,  schedule   and  conduct  training.    Collect  user  feedback   and  modify  training  accordingly.    Record   training  for  offline  delivery.   •  Schedule  training  sessions   •  Training  delivery   •  Recorded  training  content   •  Training  feedback  and  CSI     June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   39  
  • Project  Plan   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   40   Approximately  18  weeks  from  ini=a=on  to  an  implemented  process  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   41   Who  needs  to  be  involved  in  a   Process  Design  project?     What  are  your  thoughts?  
  • Don’t  try  this  on  your  own   •  Processes  built  in  a  vacuum,  in   isola=on,  will  not  get  adop=on   •  People  need  to  understand  “why”   •  Do  you  understand  your  stakeholders   requirements?   •  Are  you  actually  making  things  beMer   for  people?   •  Balance  consensus  with  gewng  things   done   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   42  
  • Who  Needs  to  be  Involved?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   43   Core   Team   S.M.E.’s   Stakeholders   Steering  CommiMee  
  • Key  Roles     •  Process  Owner   •  Process  Manager   •  Process  Prac==oners   •  Subject  MaMer  Experts   •  Process  Champion  (project   manager)   •  Process  Design  Team  Lead   •  Organiza=on  Change  Lead   •  Other  management  stakeholders   44  June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   45   What  techniques  should  be   employed  in  process  design?     What  are  your  thoughts?  
  • Design  -­‐  Don’t  start  from  scratch   •  What  are  you  doing  today  from  a   process  perspec=ve?   •  Are  there  templates  or  standards  you   can  leverage?   •  What  is  being  employed  in  other  areas   of  your  organiza=on?   •  Can  you  leverage  other  programs  (ISO,   Six  Sigma…)   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   46  
  • Where  do  I  start?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   47   IT  Service     Capability  Maturity  Model   (ITSCMM)     Ra=onal  Unified  Process   (RUP)   Capability  Maturity  Model  (CMM)   Capability  Maturity  Model  Integra=on  (CMMI)   Personal  Soxware  Process  (PSP)   Team  Soxware  Process  (TSP)     6  Sigma   IT   Infrastructure  Library   (ITIL)  
  • Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   Where  do  I  start?   ITIL   6 Sigma6 Sigma Best  Prac=ces  Con=nuous  Improvement   Measure  and  Audit   Elements  of  each  can  be  used  to  build  your  ITSM  program   June  2013   48  
  • Best  prac=ces,  by  their  very  nature,  are  absent  of  your  company's   organiza=on,  business,  cultural  and  technology  requirements   To  realize  the  full  benefits,  organiza=ons  must  re-­‐introduce  their  own  reality   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   49  
  • Remember  This?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   50  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   51   23  Symbols   BPMN  2.0  OLD  PLASTIC  STENCIL   100+  Symbols  
  • When  designing  a  process  flow…   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   52  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   53   Can  you  tell  the  difference?     More  importantly,  can  your  business  users  tell  the  difference?  
  • Keep  the  diagrams  simple!   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   54   Remember  your  audience…less  is  more!  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   55   What  is  the  rela=onship  of   process  to  technology?     What  are  your  thoughts?  
  • “It’s  seldom  the  tool   that’s  the  problem”   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   56  
  • Mapping  Process  to  the  Tool   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   57  
  • Don’t  be  a  technophobe   •  “Out  of  the  box”  doesn’t  work   for  everyone   •  Map  business  outcomes  to  tool   and  data  requirements   •  Iden=fy  the  mandatory  fields,   define  pick  lists,  figure  out  the   triggers   •  Make  sure  you  are  capturing   the  right  data  to  produce   metrics   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   58  
  • Detailed  requirements   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   59  
  • Don’t  forget  to  validate   •  Itera=ve  process  design   •  Use  of  “show  &  tell”   sessions   •  Watch  out  for  scope  creep   •  Validate  oxen  and  get  sign   off  against  requirements   •  Be  wary  of  “I  didn’t  agree  to   that…”   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   60  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   61   What’s  required  to  roll  out  your   process?     What  are  your  thoughts?  
  • Remember  to  educate   •  Training  fosters  adop=on  of   the  processes   •  Build  an  educa=on  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   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   62  
  • Typical  training  and  courses   •  Awareness  and  introductory   training   •  Founda=onal  training   •  Advanced  process  training   for  SME’s   •  Roles  based  training  on  the   processes  and  tools   •  Advanced  tool  training  for   administrators  and   developers   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   63  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   64   How  do  you  ensure  the  ongoing   health  of  your  process?     What  are  your  thoughts?  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   65   We  have  plenty  of  metrics  –  nobody  looks  at  them…   …That  is  the  auditors  job,  they’ll  tell  us  what's  wrong   …Not  our  culture  to  hold  people  accountable   People  never  respond  to  requests,  keep  having  to  chase  them…   …Not  sure  what  the  value  is   …We  don’t  have  =me  for  that,  overly  bureaucra=c  
  • Governance  Remains  Weak   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   66   Only  28%  of  respondents  have  implemented  /  enforce  governance,  compared  to  28.4%  in  2011   ! Source:  2012  ITSM  Industry  Survey  
  • Why  ITSM  Governance?   •  Maximize  value  from  the   organiza=ons  significant   investment  in  IT   •  Support  complex   regulatory  requirements   –  Sarbanes-­‐Oxley,  Basel-­‐II   •  Third  party  cer=fica=ons   –  ISO20000,  SAS70…   •  Con=nual  Service   Improvement   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   67  
  • ITSM  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   –  Defines  a  standard  for  a  Service   Management  System   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   68   Our  experience  shows  that  the  best  approach  is  to  use   a  combina6on  of  frameworks  for  ITSM  governance  
  • ITSM  Governance  Roles   •  Prescrip6ve  role  assigns   authority  and  accountability   •  Audit  role  reports  on   compliance  to  process  owners,   execu=ves  and  directors   •  Coordina6on  role  assigns  and   coordinates  the  governance   tasks   •  Monitor  role  tracks  governance   repor=ng  for  the  audit  role   •  User/Provider  roles  execute   the  governance  tasks     June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   69   An  ITSM  “Program  Office”  or  “Governance   Board”  is  the  ideal  place  to  center  your   governance  ac6vi6es  
  • An  ITSM  Governance  Approach   EVIDENCE   TASKS   CONTROLS   PROCESS   CHANGE   MANAGEMENT   AI6.1     STANDARDS  &   PROCEDURES     AI6.2   ASSESSMENT  &   AUTHORIZATION   AI6.3      EMERGENCY   CHANGES   Task  1   Provide  Evidence  of  Change  Mgmt.  System   Emergency  Change   Categories   Emergency  Change   Reports   Task  2   Provide  Evidence  of  Emergency  Change   Handling   Documented   Emergency   Procedures   Review  of   Emergency   Changes   AI6.4     TRACKING  AND   REPORTING   AI6.5     CHANGE  CLOSURE   &  DOC   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   70  
  • ITSM  Governance  &  Service  Delivery   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   71   Actual  Service  Levels   Desired  Service  Levels   —  Ungoverned  processes  “wear  down”  over  =me       —  The  result  is  service  variability  versus  consistency   —  More  effort  to  manage  /  less  customer  sa=sfac=on  
  • Governance  and  CSI   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   72   Assess  Design     &  Govern  
  • ITSM  Governance  &  Service  Delivery   Ask  yourself…are  we  gewng   value  from  our  ITSM  ini=a=ve?   •  Resolving  incidents  quicker?   •  Gewng  to  the  root  cause  of  problems?   •  Puwng  reliable  businesses  services  into   produc=on  faster?   •  Mi=ga=ng  the  risk  of  changes?   •  Are  our  customers  gewng  the  service  they   require?   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   73  
  • Achieving  ITSM  Governance   •  Define  your  processes   •  Iden=fy  the  Control   Objec=ves     •  Assign  Accountability   for  Control  Objec=ves   •  Require  evidence  of   compliance   •  Measure  and  report  on   process  compliance   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   74      
  • Related  Reading   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   75   Defines  the  standard  for  a   Service  Management  System   (part  1&2)   Guidance  for  Service   Managers  on  the  Use  of   COBIT  to  support  ITIL  &   ISO/IEC  20000   How  to  use  COBIT   Controls  to  support  ISO/ IEC  20000   How  to  use  COBIT   Controls  to  support  ITIL   V3   hMp://www.itgovernance.co.uk/   hMp://www.isaca.org/   hMp://www.isaca.org/   hMp://www.isaca.org/   ISO/IEC  20000   COBIT  to  ISO/IEC  20000   COBIT  User  Guide   COBIT  to  ITIL  V3  
  • June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   76   Session  Wrap-­‐up  
  • Summary   June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   77   ITSM Success Market Assess Design Govern
  • Thank You!! David  Mainville     dmainville@navvia.com       TwiMer:  @mainville     navvia.com/resources       June  2013   Copyright  2013,  Navvia  -­‐  A  Division  of  Consul=ng-­‐Portal   78