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NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
NYC Workshop: Improving the Business Value of your Service Management Program
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NYC Workshop: Improving the Business Value of your Service Management Program

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David Mainville, CEO of Navvia lead this interactive workshop and discussed: …

David Mainville, CEO of Navvia lead this interactive workshop and discussed:

- What’s wrong with today's Service Management programs?
- Positioning and selling the value of your Service Management program in Business Terms
- Identifying opportunities for improvement by soliciting feedback directly from your users
- Getting everyone on the same page by designing, documenting and communicating what needs to be done
- Continually improving your value to the Business

For more great content please visit: http://navvia.com/resources/

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  • 1. IMPROVING  THE  BUSINESS  VALUE  OF  YOUR   SERVICE  MANAGEMENT  PROGRAM   David  Mainville   CEO,  Cofounder  –  Navvia   December  13,  2012  
  • 2. Time   Session   12:00  –  12:30   Vendor  IntroducQons   12:45   Workshop  begins   14:00   15  Minute  Break   15:30   15  Minute  Break   17:00   Workshop  ends   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   2   ConsulQng-­‐Portal  
  • 3. Company  Overview   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   3   ConsulQng-­‐Portal  
  • 4. ServiceNow  Triple  Play   • Consolidate  mulQple  systems  onto  one  global  plaorm  to  drive   ConsolidaQon   standards  and  improve  processes   • One  system  of  record  for  reporQng  of  Qme  and  dimension  based   metrics     • Interact  with  IT  through  a  Slick  Service  Catalog   TransformaQon   • Leverage  flexible  workflow  engine   • Google/Amazon  user  experience   • Using  workflow  and  Runbook  to  automate  your  the  most  common   requests   AutomaQon   • Automate  on  and  off  boarding,  password  resets,  server  reboots,   Provision/Decommission  of  VM,  etc.    ©  2012  ServiceNow  All  Rights  Reserved   ConfidenQal   4  
  • 5. Process  and  Technology  Landscape   IT  GRC   REPORTING   IT  ASSET  &  CONTRACTS   Owner   Tool   Owner   Tool  S T R A T E G Y   Owner   Tool   IT  COST   SERVICE  CATALOG   D E S I G N   WORKFLOW   Owner   Tool   Owner   Tool   Owner   Tool   PROJECT  PORTFOLIO   SERVICE  LEVEL   Owner   Tool   BROWSER   Owner   Tool   SERVICE  PORTFOLIO   SOFTWARE  DEV  LIFECYCLE   Owner   Tool   Owner   Tool   SERVICE  DESK   MOBILE   CHANGE  O P E R A T I O N S   T R A N S I T I O N   Owner   Tool   Owner   Tool   SELF-­‐SERVICE   INCIDENT   KNOWLEDGE   Owner   Tool   Owner   Tool   Owner   Tool   PROBLEM   CHAT   CONFIG  MGT  /  CMDB   Owner   Tool   Owner   Tool   Owner   Tool   REQUEST   COLLABORATION  FEED   RELEASE   Owner   Tool   Owner   Tool   Owner   Tool   DISCOVERY   RUN  BOOK  /  SYSTEMS  MGMT   A U T O M A T I O N   Owner   Tool   Owner   Tool   S Y S T E M S   PUBLIC  CLOUD   PRIVATE  CLOUD   VIRTUALIZATION   MOBILITY   Owner   Owner   Owner   Owner   ConfidenQal   © 2012 ServiceNow All Rights Reserved www.service-­‐now.com    |    5  
  • 6. IT  TransformaLon  Cloud  PlaNorm   B U S T N M S SN   A G E M M N T  I A PNP   S P P S I I   E A AUTO E AT O AS T R A T E G Y   D E S I G N   T R A N S I T I O N   O P E R A T E   B U I L D   IT  Governance   IT  Asset  and  Contract   CMDB   Request   Workflow   IT  Cost   Service  Level   Change   Incident   Resource  management  Project  and  Porolio   Service  Catalog   Release   Problem   Self-­‐service   Service  Porolio   Sohware  Dev  Lifecycle   Discovery   Manage  Docs   Business  request   Runbook  AutomaQon   Field  Service   management   Knowledge       P L A T F O R M Content   Email   Workflow   Chat   Live   Approvals   NoQficaQon   Search   AnalyQcs   IntegraQons   Management   © 2012 ServiceNow All Rights Reserved ConfidenQal   6  
  • 7. ConfidenQal  © 2011 ServiceNow All Rights Reserved www.service-­‐now.com    |    7  
  • 8. ©  2012  ServiceNow  All  Rights  Reserved   ConfidenQal   8  
  • 9. ©  2012  ServiceNow  All  Rights  Reserved   ConfidenQal   9  
  • 10. ServiceNow  Workflow  &  Runbook  AutomaLon   Benefits •  Automate, capture and standardize defined processes •  Empower first line technicians to perform both routine & complex tasks •  Reduce risk of human error Features •  Library of pre-defined process packs •  Service catalog integration for demand capture •  Automatic documentation and audit trails Why ServiceNow? •  Graphical interface with point and click creation •  Trigger automated processes directly from chat sessions •  Zero touch automation©  2012  ServiceNow  All  Rights  Reserved   ConfidenQal   10  
  • 11. Logicalis OverviewDan PellegriniArea Sales Director(413) 548-4558
  • 12. About Logicalisn  Logicalis is an international provider of integrated IT solutions and services, focusing on communications and collaboration; data center; professional and managed services.n  $1.4 billion in revenues.n  Operations in Europe, USA, Latin America and Asia Pacific.n  Over 3,000 employees worldwiden  Over 6,000 corporate and public sector customers.n  Debt free with $50+ million in bank financing availablen  Backing of $5 billion parent company, Datatec (LSE: DTC)n  Over 30 offices nationally (US Headquarters in NYC)12 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 13. Logicalis International Footprint Data Centres North America South America West Chester São Paulo (Brazil) Phoenix Europe Asia Pacific Slough (UK) Shanghai (China) Bracknell (UK) Cyberjaya (Malaysia) Sydney (Aus) Managed Service Centres North America South America West Chester São Paulo (Brazil) Phoenix Buenos Aires (Argentina) Europe Asia Pacific Slough (UK) Shanghai (China) Cologne (Germany) Cyberjaya (Malaysia)North America South America Europe Asia PacificMarket Position Market Position Market Position Market Position#1 HP Enterprise Partner, Top 3 IBM #1 ICT Integrator in the region, Present in Present in UK & Germany, UK Top 3 Cisco Present in Australia, Singapore, Taiwan,Business Partner, Cisco Gold partner Brazil, Argentina, Bolivia, Chile, Colombia, Gold Partner, UK #1 IBM System i & z Malaysia, China & Hong Kong Cisco Ecuador, Peru, Paraguay and Uruguay Partner, UK #2 IBM Business Partner, Gold Partner UK Top 5 HP PartnerRevenues: Employees: Revenues: Employees: Revenues: Employees: Revenues: Employees:$435m 730 $500m 1,175 $350m 575 $125m 49513 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 14. Access to industry’s best R&D – by designn  Logicalis has built strong strategic partnerships with the world’s most respected technology solutions and services vendorsn  Our role is to act as our customers advocate and advisorn  Multi-vendor relationships allows us to choose the right solution for our customersn  The $15 billion+ annual R&D budgets of these vendors provide the building blocks of our solutions and services portfoliosn  We achieve the highest level of accreditations and retain the highest quality expertise14 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 15. International Solutions & Services Framework Integration Infrastructure and ■  Data Centre & Virtualisation ■  Business Analytics Software Solutions ■  Unified Communications ■  Consulting Services and Collaboration ■  Professional Services ■  Communications Networks Cloud Unified Communications Data Centre Security and Collaboration ■  Data Centre Hosting ■  Infrastructure Security Services ■  UC aaS ■  Managed Hosting ■  SIEM ■  Video aaS ■  IaaS ■  MDM ■  Collaboration aaS ■  PaaS ■  Application Firewalls ■  Hosted UC ■  VMaaS ■  AAA ■  VDesk aaS ■  VDIaaS ■  Consulting Services ■  Consulting Services ■  Consulting Services Managed Remote Infrastructure ■  Communications Networks ■  Storage Management and ■  Unified Communications ■  Virtualisation Services Support Services ■  Computing ■  Maintenance CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 16. Logicalis “Integrated Practices” CONSULT DESIGN/BUILD Help customers define their Help customers build their IT/Cloud strategy. private clouds. §  Detailed private cloud design §  Private versus public §  Infrastructure build out §  ITIL/ITSM §  Application re-engineering §  High level cloud strategy and §  Implement Operational and Management architecture consulting tools §  Network design and build out OPERATE/OFFER MANAGE Cloud solutions Help customers manage their cloud strategy §  IaaS §  Cloud Platform §  Full Managed Service offerings §  Cloud Solutions §  Remote infrastructure management §  Service Desk §  ITSM16 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 17. Integrated Practice Alignment Integrated Practice Communication & Cloud and Data Data /Storage Collaboration Solutions Application Solutions Center Solutions Solutions Unified Private Cloud / DC Backup/Archive Communication Solutions Solutions ITSM Network Solutions Data Center Solutions Data Optimization ITSM App Dev (vFabric) BYOD Manage/Cloud Services Cloud Storage Big Data Service/Solution Cloud/hosted On-Premise Continuum Compute Models17 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 18. ITSM Practice Segments Service Tool-Set Process Desk •  Service Now •  Design services •  Dedicated or shared •  Assessment services •  Remote Level 1 & 2 models desktop support •  First point of Contact18 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 19. Logicalis Service Desk14 Years in operation24 x 7 x 365 AvailabilityOver 120+ AgentsITIL Certified ManagementMembers of Help Desk Institute (HDI)Wide variety of industry certificationsSupport contracts with over 675 companiesOver 850,000 Incidents Per Year CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 20. Logicalis Service Desk Service Offeringsn  Single Point of Contact §  Dispatch and routing §  Customer Branded Call Pick-upn  Level 1 and Level 2 Desktop Support Services §  On-site (dedicated) or remote (shared) models §  Guaranteed Service Level Agreements (SLAs)n  Application-specific support §  With training and system accessn  Seamless escalation to Managed Servicesn  Break-fix support CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 21. Tool Offerings and Features n  Service-Now: ITSM tools set §  MS instance- Built based on our Managed Services model, very limited customization used mostly by our MS customers. §  Service-Desk instance- Good flexibility with some limitations, geared for customers that are looking to implement their own processes but cannot hit the minimum seat levels dictated by Service-Now for a dedicated instance. §  Customer owned Instance- Fully customizable, can utilize our managed Services IP but is more likely to be based off of customer requirements. (minimum of 35 licenses). n  Nimsoft: CI monitoring tool set §  A SaaS offering that monitors the key processes and utilizations of CI resources to give a proactive view on performance and availability by the CI. n  IT optimizer §  Virtual ITIL Training §  Repository for processes documentation §  Correlates processes to COBIT and ITIL framework to help with audits. CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 22. Reporting - Analysis CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 23. ITSM Process Process development in partnership with Navvia: §  Process maturity assessments §  Process development & documentation §  Help gage organizations commitment to process improvement §  Document and layout processes to be automated with ServiceNow §  ITIL training and certification §  Hold workshops to get stake holders on the same page CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 24. CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012
  • 25. Our Company ITSM Consulting u ITSM BPM Tools Helping organizations Navigate IT and Business Process Complexity Via our tools and services Copyright 2012, Navvia - a division of 25 Consulting-Portal
  • 26. Consulting ServicesWhen you need the help we are here!•  Virtual Consulting - access to ITSM and Process help when you need it•  Onsite Consulting - From strategy through to process assessments, design and implementation•  ITSM Tool Implementation•  Onsite ITSM Education - a robust curriculum of ITSM courses delivered on-premise Copyright 2012, Navvia - a division of 26 Consulting-Portal
  • 27. Navvia BPM Platform A powerful business process management tool for your service management program SURVEY DESIGN VERIFY LEARN http://navvia.com/tools/test-drive/ Copyright 2012, Navvia - a division of 27 Consulting-Portal
  • 28. IMPROVING  THE  BUSINESS  VALUE  OF  YOUR  SERVICE  MANAGEMENT  PROGRAM   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   28   ConsulQng-­‐Portal  
  • 29. Welcome  to  today’s  session  David  Mainville  CEO  and  Co-­‐founder  of  Navvia  •  33  years  of  Service  Management   experience  •  Over  17  years  of  ITSM  &  ESM   consulQng  experience  •  Lead  architect  of  the  Navvia   Business  Process  Management   (BPM)  applicaQon  •  Twiper  @mainville   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   29   ConsulQng-­‐Portal  
  • 30. Welcome  and  introducQons  •  Your  name  •  Your  company  •  What  you  hope  to  get  from  this  session   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   30   ConsulQng-­‐Portal  
  • 31. The  workshop  format…   I’ve  got  a  lot  of  slides…   But  interacQon  is  much  beper!   Let’s  use  the  slides  as  a  catalyst  to  foster  an  open  discussion!   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   31   ConsulQng-­‐Portal  
  • 32. The  workshop  format…   We’ll  start  each   secQon  with  a  brief   We’ll wrap up each presentaQon  /   section with an opendemonstraQon  to  get   discussion… things  going…   We will capture the discussion and share it with the attendees… Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   32   ConsulQng-­‐Portal  
  • 33. WHAT’S  WRONG  WITH  TODAY’S  SERVICE  MANAGEMENT  PROGRAMS?   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   33   ConsulQng-­‐Portal  
  • 34. Why  do  you  think  ITSM  programs  fail?   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   34   ConsulQng-­‐Portal  
  • 35. There  is  no  need  for  process,  we’ll  just  implement  “out  of  the  box”….   …It  takes  too  long  &  it  is  hard  work   We’ll  just  do  a  “lih  and  shih”  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  supporQve…   …It’s  SaaS,  just  turn  it  on   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   35   ConsulQng-­‐Portal  
  • 36. Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   36   ConsulQng-­‐Portal  
  • 37. The  world’s  most  successful  brands   Achieve  Business  Outcomes  through  Consistent  Processes   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   37   ConsulQng-­‐Portal  
  • 38. Many  programs  are  stuck  in  the  weeds!  December  13,  2012   ITSM Copyright  2013,  Navvia  -­‐  a  division  of   ConsulQng-­‐Portal     38  
  • 39. We’re  not  the  only  ones  who  think  so…   “Process  maturity  is  a  good  thing  to  focus  on   and  measure,  but  it  is  a  means  to  an  end...   Businesses  care  about  IT  process  maturity  in   so  far  as  there  is  a  demonstrable  link  to   improving  service  outcomes”.     Gartner  Inc.   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   39   ConsulQng-­‐Portal  
  • 40. ITSM   /   I TIL   i s   a   b ody   o f   k nowledge….   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   40   ConsulQng-­‐Portal  
  • 41. Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   41   ConsulQng-­‐Portal  
  • 42.  Four  Steps  to  ITSM  Success   Market  –  sell  the  value  of  ITSM   Assess  –  as  a  catalyst  for  change   Design  –  to  drive  business  value   Governance  –  with  an  eye  on  CSI   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   42   ConsulQng-­‐Portal  
  • 43. MARKET  –  SELL  THE  VALUE  OF  IT  SERVICE  MANAGEMENT   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   43   ConsulQng-­‐Portal  
  • 44. Are  you  having  trouble  selling  the   value  of  ITSM?     Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   44   ConsulQng-­‐Portal  
  • 45. Has   y our   m anagement   s aid…   Not  another   word  abut   I  don’t  want  to   ITIL!   hear  about   Process!   6  months  to   implement  change?   Just  slam  it  in!   Copyright  Navvia  -­‐  a  division  of  ConsulQng-­‐ 2012-­‐12-­‐13   45   Portal  
  • 46. Why  do  we  need  to  sell  the  value  of  ITSM?   Good  ideas  sell   themselves   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   46   ConsulQng-­‐Portal  
  • 47. Selling  starts  with  inspiraQon   “Start  With  Why  –  How  Great  Leaders  Inspire   Everyone  to  Take  AcQon”  –  Simon  Sinek   hpp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_acQon.html   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   47   ConsulQng-­‐Portal  
  • 48. Everyone  has  their  own  perspecQve   People  need  to  know  why… they  need  to  know  “what’s  in   it  for  me”...   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   48   ConsulQng-­‐Portal  
  • 49. Everyone  has  their  own  perspecQve   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   I  haven’t  got  Qme  for   my  budget,  I  can’t  afford   process,  it  just  means   an  ITSM  project   more  work!   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   49   ConsulQng-­‐Portal  
  • 50. The  Universal  Translator   ITSM   Means  CEO:  Beper   Technician:   Services,   Fewer  3AM   Faster     Calls     CIO:  Clear   Manager:   Proof  of   Reduced  I&O   Alignment   Costs  
  • 51. Selling  the  value  of  ITSM   Wrong  Way   Right  Way   •  Create  a  rich  communicaQon  program  focusing   •  Communicate  your  program  in  an  email  and   on  why  ITSM  –  build  targeted  messages  for  each   expect  people  to  jump  onboard   group  of  stakeholders   •  Collaborate  across  the  organizaQon  &  foster  buy-­‐ •  Build  your  processes  in  isolaQon  then  publish  to   in  by  emphasizing  why  these  processes  are   a  SharePoint  site   criQcal  to  success   •  ITIL  is  the  what  &  how  –  communicate  the  why   •  Quote  ITIL  “chapter  and  verse”  and  let  people   in  the  language  of  your  company  –  ITIL  is   know  when  their  wrong   guidance  not  LAW   •  Explain  why  the  program  is  essenQal,  then  lay   •  Promise  the  moon  and  the  stars  then  under   out  a  plan  that  is  realisQc  and  holds  the  line  on   deliver  on  your  first  project   scope  creep   •  Focus  on  why  the  business  outcomes  are  criQcal   •  Focus  on  the  tool  because  the  vendor  says  its   then  translate  to  requirements  that  CAN  be   “out  of  the  box”   tailored  in  the  tool   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   51   ConsulQng-­‐Portal  
  • 52. Where  should  the  focus  be?   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   52   ConsulQng-­‐Portal  
  • 53. Design  -­‐  Business  Outcomes   Start  Here   Business   Tools  and   Requirements   Processes   Outcomes   Technology   Not  Here   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   53   ConsulQng-­‐Portal  
  • 54. Some  other  techniques  to  consider   Dr. Robert Cialdini, Scientific American Article, 2001 Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   54   ConsulQng-­‐Portal  
  • 55. The  Science  of  Persuasion   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 Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   55   ConsulQng-­‐Portal  
  • 56. In  Summary…   •  Too  many  ITSM  programs   have  he  wrong  focus   •  Business  Outcomes   should  drive  everything   •  Map  outcomes  to   requirements,  processes   and  ulQmately  tools  &   data   •  The  world’s  best   companies  have  learned   how  process  drives  value   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   56   ConsulQng-­‐Portal  
  • 57. •  Is your company involved in an ITSM program?•  Do you have trouble selling your ITSM program?•  Have you clearly defined the WHY?•  Are their some things you have done well in respect to selling the program? Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   57   ConsulQng-­‐Portal  
  • 58. ASSESSMENTS  –  AS  A  CATALYST   FOR  CHANGE   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   58   ConsulQng-­‐Portal  
  • 59. What  is  the  value  of  an  ITSM  Assessment?   Copyright  2013,  Navvia  -­‐  a  division  of   December  13,  2012   59   ConsulQng-­‐Portal  
  • 60. Management  is  too  focused  on  the  score…     …We  never  did  anything  with  the  results   …We  already  know  what’s  wrong,  why  assess  things?   …People  are  afraid  to  hear  the  truth   We’ve  got  too  much  on  out  plate  already…   …There  is  no  value  in  an  assessment   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   60   ConsulQng-­‐Portal  
  • 61. Service  management  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   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   61   ConsulQng-­‐Portal  
  • 62. 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   informaQon  flowing  •  During  Interviews  and   Workshops   –  Never  miss  the  opportunity  to   sell  the  why  •  ValidaQon  sessions  and  final   report  are  your  opportunity  to   shine   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   62   ConsulQng-­‐Portal  
  • 63. Service  management  assessments   Interviews   Workshops   QuesQonnaires   ObservaQons   Strategy   &   Roadmap   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   63   ConsulQng-­‐Portal  
  • 64. Why  use  surveys?   •  They  allow  you  to  touch   more  people   •  Can  be  used  as  a  quick   “check-­‐up”     •  They  can  be  designed  to  help   diagnose  specific  areas   –  A  single  process   –  A  tool  roll-­‐out   –  Knowledge  of  a  process   •  They  can  be  automated   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   64   ConsulQng-­‐Portal  
  • 65. Sample  process  scoring   Overall Assessment Configuration Management People Problem Management 5 5 4.5 4.5 4 4 Security Management 3.5 Change Management 3.5 3 3 2.5 2.5 2 2 1.5 1.5 1 1 0.5 Service Level Management 0 Configuration Management 0.5 0 Capacity Management Service Desk Technology Process Availability Management Potential Conforms Average Score Potential Conforms Average Score Overall  Process  Assessment   Individual  Process  Assessment   §  A  graphic  representaQon  of  the  health  of  all   §  IdenQfies  which  aspect  of  a  specific  process   assessed  processes   requires  apenQon   §  IdenQfies  which  processes  require  apenQon   §  A  graphic  representaQon  of  the  health  of  the   individual  process   §  Establishes  a  baseline   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   65   ConsulQng-­‐Portal  
  • 66. Get  out  and  talk  to  people!  •  Interviews,  workshops   and  onsite  observaQons   –  Another  opportunity  to   “sell”   –  Come  prepared     –  Use  standard  “open-­‐ ended”  quesQons   –  Get  people  to  talk   –  Apend  “process”  meeQngs   –  Visit  the  service  desk   –  Ask  for  tool  demos   –  Validate  your  findings   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   66   ConsulQng-­‐Portal  
  • 67. Conduct  your  analysis   Benefit 1 Benefit 2 Finding 1 Benefit N Finding 2 Recommendation Finding 3 Finding N Implication N Implication 2 Implication 12012-­‐09-­‐17   Copyright  ConsulQng-­‐Portal  2012   67  
  • 68. The  assessment  roadmap   Organizational Future Change State Technology Deployment Process Enhancement Quick Wins Current State Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   68   ConsulQng-­‐Portal  
  • 69. Assessments  -­‐  management  report   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   69   ConsulQng-­‐Portal  
  • 70. In  Summary…   •  It’s  not  about  the  score   •  Assessments  are  an   opportunity  to   communicate  value  and   drive  change   •  QuesQonnaires  are  only  ne   small  part  of  an  assessment   •  Spend  Qme  with  people.     Ask  quesQons  and  make   observaQons   •  Base  recommendaQon  on   findings  and  observaQons     Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   70   ConsulQng-­‐Portal  
  • 71. •  Have you ever conducted an ITSM assessment?•  Did you find it to be of value?•  What came out of the assessment?•  What would you do differently? Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   71   ConsulQng-­‐Portal  
  • 72. DESIGN  –  TO  DRIVE  BUSINESS   VALUE   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   72   ConsulQng-­‐Portal  
  • 73. What  challenges  have  you  had  with   process  design  and  implementa?on?     Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   73   ConsulQng-­‐Portal  
  • 74. Can’t  get  people  to  agree  on  the  process…   …there  is  nothing  wrong  with  what  we  have   …Resistance  to  change   …let’s  just  implement  out  of  the  box   Processes  are  too  bureaucraQc…   …Nobody  follows  the  process   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   74   ConsulQng-­‐Portal  
  • 75. Process  Design  &  ImplementaQon   Design   Develop   Deploy   •  Business  requirements   •  Roles  &  responsibiliQes   •  Tool  and  data   •  Training  plan   •  AcQviQes  &  tasks   Requirements   •  Role  based  training   •  Controls  &  metrics   •  IntegraQon   •  Tool  training   •  And  more…   •  User  interface   •  Ongoing  cerQficaQon   •  Use  cases   •  Work  instrucQons  &   •  And  more   procedures   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   75   ConsulQng-­‐Portal  
  • 76. Simultaneous  process  &  technology  Process & Technology - You can’t do one without the other! Process Path Technology Path Process Design Timeline Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   76   ConsulQng-­‐Portal  
  • 77. Who  Needs  to  be  Involved?   Steering  Commipee   Stakeholders   S.M.E.’s   Core   Team   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   77   ConsulQng-­‐Portal  
  • 78. Design  -­‐  Don’t  start  from  scratch  •  What  are  you  doing  today  from  a   process  perspecQve?  •  Are  there  templates  or  standards   you  can  leverage?  •  What  is  being  employed  in  other   areas  of  your  organizaQon?  •  Can  you  leverage  other  programs   (ISO,  Six  Sigma…)   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   78   ConsulQng-­‐Portal  
  • 79. Process  ≠  Procedure  A  process  focuses  on  the  what   A  procedure  focuses  on  the  and  the  who:   how:       •  Technology  independent   •  Technology  specific   •  Cross-­‐funcQonal   •  Role  specific   •  Business  focus   •  Provides  work  instrucQons       Process  says  to  “create  Incident”  and  the  procedure   shows  how  to  do  it   Copyright  2013,  Navvia  -­‐  a  division  of   December  13,  2012   79   ConsulQng-­‐Portal  
  • 80. Anatomy  of  a  Process   Controls   The  policies  and  guiding  principles  defining  how  the  process  will  operate   Inputs   AcQviQes     Outputs The  objects  or  data   The  specific  steps   The  desired  work   required  to  complete  the   required  to  convert  inputs   products  or  data.    May  be   acQviQes   to  outputs   input  to  another  process.   Measurements   The  acQviQes  and  metrics  to  ensure  the  process  meets  requirements   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   80   ConsulQng-­‐Portal  
  • 81. Best  pracQces,  by  their  very  nature,  are  absent  of  your  companys   organizaQon,  business,  cultural  and  technology  requirements   To  realize  the  full  benefits,  organizaQons  must  re-­‐introduce  their  own  reality   Copyright  2013,  Navvia  -­‐  a  division  of   December  13,  2012   81   ConsulQng-­‐Portal  
  • 82. Design  -­‐  Don’t  try  this  on  your  own  •  Processes  built  in  a  vacuum,  in   isolaQon,  will  not  get  adopQon  •  People  need  to  understand   “why”  •  Do  you  understand  your   stakeholders  requirements?  •  Are  you  actually  making  things   beper  for  people?  •  Balance  consensus  with   ge|ng  things  done   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   82   ConsulQng-­‐Portal  
  • 83. Process  Design  ArQfacts   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   83   ConsulQng-­‐Portal  
  • 84. “It’s  seldom  the  tool   that’s  the  problem”   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   84   ConsulQng-­‐Portal  
  • 85. Mapping  Process  to  the  Tool   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   85   ConsulQng-­‐Portal  
  • 86. Don’t  be  a  technophobe  •  “Out  of  the  box”  doesn’t  work   for  everyone  •  Map  business  outcomes  to  tool   and  data  requirements  •  IdenQfy  the  mandatory  fields,   define  pick  lists,  figure  out  the   triggers  •  Make  sure  you  are  capturing   the  right  data  to  produce   metrics   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   86   ConsulQng-­‐Portal  
  • 87. Detailed  requirements   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   87   ConsulQng-­‐Portal  
  • 88. Don’t  forget  to  validate  •  IteraQve  process  design  •  Use  of  “show  &  tell”   sessions  •  Watch  out  for  scope  creep  •  Validate  ohen  and  get  sign   off  against  requirements  •  Be  wary  of  “I  didn’t  agree  to   that…”   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   88   ConsulQng-­‐Portal  
  • 89. Remember  to  educate  •  Training  fosters  adopQon  of   the  processes  •  Build  an  educaQon  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   Copyright  2012,  Navvia  -­‐  a  division  of   89   ConsulQng-­‐Portal  
  • 90. Typical  training  and  courses  •  Awareness  and  introductory   training  •  FoundaQonal  training  •  Advanced  process  training   for  SME’s  •  Roles  based  training  on  the   processes  and  tools  •  Advanced  tool  training  for   administrators  and   developers  2012-­‐09-­‐17   Copyright  ConsulQng-­‐Portal  2012   90  
  • 91. In  Summary…   •  Don’t  design  your   processes  in  isolaQon   •  Get  the  right  people   involved   •  Balance  consensus   building  with  execuQon   •  Simultaneous  process  &   technical  design   •  Gather  the  requirements   to  tailor  the  tool   •  Don’t  forget  to  educate   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   91   ConsulQng-­‐Portal  
  • 92. •  What is the sate of your process design?•  Do you have standardized documentation for your processes?•  Is their a reluctance to define and document processes? Why?•  Do you formally gather requirements before tailoring your tools? Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   92   ConsulQng-­‐Portal  
  • 93. GOVERNANCE  –  WITH  AN  EYE  ON   CONTINUAL  IMPROVEMENT   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   93   ConsulQng-­‐Portal  
  • 94. Do  you  see  value  in  an  ITSM  governance   program?     Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   94   ConsulQng-­‐Portal  
  • 95. We  have  plenty  of  metrics  –  nobody  looks  at  them…   …That  is  the  auditors  job,  they’ll  tell  us  whats  wrong   …We  don’t  have  Qme  for  that,  overly  bureaucraQc   …Not  our  culture  to  hold  people  accountable   People  never  respond  to  requests,  keep  having  to  chase  them…   …Not  sure  what  the  value  is   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   95   ConsulQng-­‐Portal  
  • 96. Governance  Remains  Weak   Only  28%  of  respondents  have  implemented  /  enforce  governance,  compared  to  28.4%  in  2011   Source:  2012  ITSM  Industry  Survey   ! Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   96   ConsulQng-­‐Portal  
  • 97. Why  ITSM  Governance?   •  Maximize  value  from  the   organizaQons  significant   investment  in  IT   •  Support  complex   regulatory  requirements   –  Sarbanes-­‐Oxley,  Basel-­‐II   •  Third  party  cerQficaQons   –  ISO20000,  SAS70…   •  ConQnual  Service   Improvement   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   97   ConsulQng-­‐Portal  
  • 98. 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   Our  experience  shows  that  the  best  approach  is  to  use   a  combina?on  of  frameworks  for  ITSM  governance   –  Defines  a  standard  for  a  Service   Management  System   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   98   ConsulQng-­‐Portal  
  • 99. ITSM  Governance  Roles   •  Prescrip?ve  role  assigns   authority  and  accountability   •  Audit  role  reports  on   compliance  to  process  owners,   execuQves  and  directors   •  Coordina?on  role  assigns  and   coordinates  the  governance   tasks   •  Monitor  role  tracks  governance   reporQng  for  the  audit  role   An  ITSM  “Program  Office”  or  “Governance   Board”  is  the  ideal  place  to  center  your   •  User/Provider  roles  execute   governance  ac?vi?es   the  governance  tasks     Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   99   ConsulQng-­‐Portal  
  • 100. An  ITSM  Governance  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   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   100   ConsulQng-­‐Portal  
  • 101. ITSM  Governance  &  Service  Delivery   Actual  Service  Levels   Desired  Service  Levels   —  Ungoverned  processes  “wear  down”  over  Qme       —  The  result  is  service  variability  versus  consistency   —  More  effort  to  manage  /  less  customer  saQsfacQon   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   101   ConsulQng-­‐Portal  
  • 102. Governance  and  CSI   Assess  Design     &  Govern   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   102   ConsulQng-­‐Portal  
  • 103. ITSM  Governance  &  Service  Delivery   •  Resolving  incidents  quicker?   •  Ge|ng  to  the  root  cause  of  problems?   Ask  yourself…are  we  ge|ng  value  from  our  ITSM  iniQaQve?   •  Pu|ng  reliable  businesses  services  into   producQon  faster?   •  MiQgaQng  the  risk  of  changes?   •  Are  our  customers  ge|ng  the  service  they   require?   Copyright  2013,  Navvia  -­‐  a  division  of   December  13,  2012   103   ConsulQng-­‐Portal  
  • 104. Achieving  ITSM  Governance  •  Define  your  processes      •  IdenQfy  the  Control   ObjecQves    •  Assign  Accountability   for  Control  ObjecQves  •  Require  evidence  of   compliance  •  Measure  and  report  on   process  compliance   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   104   ConsulQng-­‐Portal  
  • 105. Related  Reading   ISO/IEC  20000   COBIT  to  ISO/IEC  20000   COBIT  User  Guide   COBIT  to  ITIL  V3   Guidance  for  Service   Defines  the  standard  for  a   How  to  use  COBIT   How  to  use  COBIT   Managers  on  the  Use  of  Service  Management  System   Controls  to  support  ISO/ Controls  to  support  ITIL   COBIT  to  support  ITIL  &   (part  1&2)   IEC  20000   V3   ISO/IEC  20000  hpp://www.itgovernance.co.uk/   hpp://www.isaca.org/   hpp://www.isaca.org/   hpp://www.isaca.org/   Copyright  2013,  Navvia  -­‐  a  division  of   December  13,  2012   105   ConsulQng-­‐Portal  
  • 106. Governing  a  Cloud  ApplicaQon   QuesQons  to  ask  your  Cloud  or  SaaS  vendor   Requirement   Comment   Data  ClassificaQon   Is  the  Data  being  stored  public,  internal,  confidenQal,  restricted  or  highly  restricted?   Physical  Security   Does  the  vendor  meet  all  security  standards  for  datacenter  access?   AuthenQcaQon   What  are  the  policies  and  technology  are  in  place  to  limit  access  to  data  to  right  people?   AuthorizaQon   Who  at  the  vendor  site  is  authorized  to  access  the  data,  what  controls  are  in  place?   Audit  Logging   What  security  logs  are  maintained  by  the  vendor  /  what  is  logged  by  the  system?   What  policies  /  technology  exist  to  ensure  company  data  is  kept  confidenQal  –  is  Payment  Card  (PCI)  or  Personally   ConfidenQality   IdenQfiable  InformaQon  (PII)  stored  in  the  cloud  applicaQon?   Virus  ProtecQon   What  policies  and  technologies  are  in  place  to  ensure  the  data  remains  virus  free?   Security  Config   Has  the  vendors  infrastructure  been  configured  to  ensure  against  vulnerabiliQes  –  is  it  audited?   Patch  Mgmt.   What  policies  /  technology  is  in  place  to  ensure  criQcal  updates  are  applied  in  a  Qmely  manner?   Physical  Config.   How  is  our  data  segregated  from  the  vendors  other  clients?   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   106   ConsulQng-­‐Portal  
  • 107. Governing  a  Cloud  ApplicaQon   QuesQons  to  ask  your  Cloud  or  SaaS  vendor   Requirement   Comment   What  policies  and  technology  are  in  place  to  address  a  disaster  and  support  resumpQon  of  service  (failover,   Disaster  Recovery   backups,  offsite  storage,  backup  faciliQes…)   Human  Resource   What  policies  and  pracQces  are  in  place  to  ensure  the  vendors  personnel  are  a)trained  in  security  pracQces  and  b)   Security   have  been  adequately  screened  (background  checks)   What  audit  protocols  /  pracQces  does  the  vendor  have  in  place  to  ensure  compliance  to  their  internal  policies  and   Compliance   processes   Sohware  Config   What  policies,  pracQces  and  technologies  exist  to  ensure  the  vendor  has  adequate  control  over  their  source  code   Mgmt.   libraries  and  that  there  is  a  separaQon  of  duQes  between  development  and  producQon   What  levels  of  coverage  does  the  vendor  have  to  protect  from  IdenQty  Theh,  Cyber-­‐ExtorQon,  Cyber-­‐Terrorism,   Insurance  /  Risk   InformaQon  Asset  Network  Security,  Web  Content,  Errors  and  Omissions,  Network  Business  InterrupQon   Financial  Risk   Is  the  cloud  vendor  viable?    What  protecQons  exist  if  they  were  to  become  in  solvent?   CommunicaQons   What  policies  and  pracQces  are  in  place  by  the  vendor  to  communicate  security  incidents?   How  long  does  the  vendor  retain  the  data,  how  is  it  protected,  how  can  the  data  be  extracted  from  the  cloud   Data  RetenQon   applicaQon  if  the  contract  is  terminated   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   107   ConsulQng-­‐Portal  
  • 108. Cloud  Security  Alliance  SM   hpps://cloudsecurityalliance.org/   Cloud  Controls  Matrix  v1.1  -­‐  Fundamental  security   Security  Guidance  for  CriQcal   principles  to  guide  cloud  vendors  and  to  assist   Areas  of  Focus  in  Cloud   prospecQve  cloud  customers  in  assessing  the  overall   CompuQng   security  risk  of  a  cloud  provider.   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   108   ConsulQng-­‐Portal  
  • 109. In  Summary…   •  Define  the  controls,  policies  &   standards  then  make  people   accountable   •  Define  your  governance   organizaQon  and  structure   •  Define  the  controls  &  frameworks   you  are  required  to  report  against   •  Governance  is  key  to  CSI   •  Governance  of  cloud  applicaQons   means  extending  your  controls  to   your  vendor   –  Remember,  you  are  sQll   accountable   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   109   ConsulQng-­‐Portal  
  • 110. •  Have you implemented governance around your ITSM processes?•  How is governance viewed in your organization? Is their resistance?•  Do you have metrics in place for your processes?•  Are your metrics actionable & do you perform CSI based on them? Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   110   ConsulQng-­‐Portal  
  • 111. SESSION  WRAP-­‐UP   Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   111   ConsulQng-­‐Portal  
  • 112. Summary   Market Assess ITSM Success Design Govern Copyright  2013,  Navvia  -­‐  a  division  of  December  13,  2012   112   ConsulQng-­‐Portal  
  • 113. Thank You!! David  Mainville     dmainville@navvia.com       Twiper:  @mainville     navvia.com/resources       Copyright  2013,  Navvia  -­‐  a  division  of  February  19,  2013   113   ConsulQng-­‐Portal  

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