Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform
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Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform

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Organizations today recognize the need to change their IT service delivery models by centralizing core enterprise delivery services, integrating IT service management (ITSM) software platforms, and ...

Organizations today recognize the need to change their IT service delivery models by centralizing core enterprise delivery services, integrating IT service management (ITSM) software platforms, and standardizing their IT processes on ITILv3. However, more often than not, “paralysis by analysis” makes the task of making IT service delivery more cost-effective and operationally efficient is perceived as too overwhelming, risky, and costly.

The session will focus on the benefits of leading out and going through the enterprisewide ITSM transformation. It will also cover the approach and steps you’ll need to take to control the costs and risks and achieve the goals you establish for your corporation.

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Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform Presentation Transcript

  • Cost-effectively transforming a legacy, unintegrated IT service management platform into a holistic, phased-in, services-centric platform Mark Tasky Senior Manager, Deloitte ITSM Practice Ric Stewart Senior Technology Architect, Deloitte HP Alliance ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  • Thank You for Being Here! Your time is valuable, and you’ve chosen to spend it with us. THANK YOU!  Mark Tasky, Senior Manager, Deloitte Consulting ITSM practice ̶ One (1) year with Deloitte in Technology, Strategy and Architecture ̶ Prior to Deloitte, 20 years in IT Service Management, IT Operations, Network Engineering, Satellite Communications ̶ Bachelor of Science, Electrical Engineering, Virginia Tech  Ric Stewart, Senior Technology Architect, Deloitte Consulting ‒ Four (4) years with Deloitte on the HP Alliance team ‒ Prior to Deloitte, many years in the computer field with HP (Field and Factory), CSC (NASA Johnson Space Center/JSC), IBM (Federal Systems Division, JSC), University of Houston, and University of Southern Mississippi. US Consulting On-screen S WHT_R1.5V_043008 ‒ Master of Computing Sciences, Texas A&M University -2-
  • Table of Contents  Executive Summary  Common Current State of ITSM Platform ̶ How did we get here? ̶ What does our current state look like? ̶ Why should we change?  Strategic Roadmap – Approach to ITSM Transformation ̶ How do we change? ̶ What will guide us? ̶ Data Collection Interviews ̶ Current State Review & Baseline ̶ Target State Development ̶ Gap Analysis ̶ Business Case ̶ Transition Planning  Critical Success Factors (CSF)  Key Performance Indicators (KPI)  Call to Action US Consulting On-screen S WHT_R1.5V_043008 -3- View slide
  • Executive Summary  IT Service Management (ITSM) processes, tools, and organizations are most often built over time as discrete reactions to immediate business/IT needs  Typically, this evolution over time results in an IT function with very low efficacy/efficiency and inordinately high costs when compared to value of services rendered to the BUs  Typically, corporate IT departments spend 70% of their time/resources on resolving issues and 30% on innovation for BUs  Inertia sets in and IT departments “fear” the risks of change, allowing “rigor mortis” to set in and continue year after year at a very high cost  Though investment costs in process/organization reengineering and state-of-the- art/integrated ITSM management tools are generally substantial, they are less costly than the status quo forecasted over time  And, the ROI and short breakeven time until a positive cash flow is reached are compelling  Using a rigorous, proven, planning and implementation methodology with integrated ITSM management tools and a strong program/project governance office; corporations can follow an implementation Roadmap that leads them to many new quality improvements and financial/efficiency benefits US Consulting On-screen S WHT_R1.5V_043008  Critical Success Factors (CSF) and Key Performance Indicators (KPI) must be thoroughly vetted before the ITSM Transformation begins and rigorously adhered to during the transformation journey -4- View slide
  • Common Current State of ITSM Platform How did we get here?  Custom IT Processes are defined on demand over time  ITSM Tools are selected on demand over time without strategic/integrated plan  Each functional area is normally more mature than the whole  Some areas perform at a high maturity level  The lack of cross organizational governance creates process gaps and communication loop-holes  Technology integration is often difficult across organizational boundaries with differing views of importance  Budget constraints often exist across organizational boundaries  While some cross organizational integration of IT process and ITSM technology exists, It is usually targeting a specific sub-process and while effective can be less than efficient US Consulting On-screen S WHT_R1.5V_043008 -5-
  • Common Current State of ITSM Platform What does our current state look like?  Non-Integrated  Manual Operations  Silo’ed ITSM Mgmt Systems  Multiple, Non-Linked ITSM Data Repositories  No Single Pane of Glass Mgmt  No Event Correlation (Monitoring) Configuration Management Problem Management Configuration Management Fault/Event Management Configuration Management (SCM) Problem Management Service Desk IT Asset (Windows/Network) Change Management Change Management (SW) Fault/Event Management Incident Management Management Release Management (Technical Infrastructure) Release Management (AIX, HP/UX, Mainframe) Problem Management Job Scheduling Cross department Batch jobs (TWS) functions Backup Management Backups (TSM) Storage Management* Storage (Director) ERP Windows and Network Definitive Software Library AIX, HP/UX, Mainframe Incident Managment (Purchasing, HR) Server Limited Storage configurations Information** Master Server List (Spreadsheets) HP/UX Server Overview (Access DB) Source Code (Windows, AIX) AIX Server List Amisys DINs (HP/UX) (Spreadsheets) Incidents Server assets Change (Harvest) (Magic 7.5.3) Purchase orders, (Spreadsheet) Management Hotfixes Employees (Infrastructure/ (Access DB) Mainframe (PeopleSoft) TICM) Summary Occasional Source Code (Mainframe) (Doc) Employee data Manual Re-entry exports (SCLM) Problem Management (a view in the of Purchase orders (Root Cause) Silo #1 Silo #2 Silo #3 Silo #4 Silo #5 PS Database) Definitive Patches/Inventory Changes Software (Workstations and (Magic) Database Asset Management Library Windows Servers) Management** Source Code (Web etc) Standard Problems & Purchasing Database (Visual Source Safe) Resolutions Module Management** (Magic 7.5.3) Problem Peregrine Patch information Management AssetCenter Problem Inventory/discovery Change Management (Root Cause) (Software) Legend Management (MS SMS) User (Root Cause) Manual update Assets Client List Updates Facets updates Fault/Event Management*** Automated update (Spreadsheet) via SMS Fault/Event Management*** MF HP/UX AIX *LUNs by server SR Lifecycle (IBM) (Glance+) (Patrol) **Databases by server (eForms/Outlook) Last logon Network Servers Servers Web ***Tool list inconclusive (eHealth) (NetIQ) (Nettuitive) (Patrol) 1714_Stewart_Final-Final_1.pptx Minimal automated sharing of information No automated sharing of information -6-
  • Common Current State of ITSM Platform Why should we change? IT Cannot Continue To Manage By IT Organization Leadership Technology Silos In A World Where Business Services Cut Across Those Silos Without Incurring Higher Costs Application Server Technical Dev Mgt Network Mgt Support And Lower Service Quality Operations Mainframe Service Mgt Mgt Desk IT Organization Leadership ITSM unlocks the black box of IT by making the connection between the assets (people, Application Server Technical Network Mgt processes, and tools) embedded in different Dev Mgt i.e. Lab Support, Admissions, Discharges, Support technology silos with the services that the Transfers, Medical Records Mgt etc. Operations Mainframe Service business values - IT morphs from a black-box Mgt Mgt Desk cost center into an internal service provider that is customer-centric rather than Services now cross many technologies US Consulting On-screen S WHT_R1.5V_043008 technology-centric -7-
  • Strategic Roadmap – Approach to ITSM Transformation How do we change? The impacts of this shift and how to deal with it are encapsulated within IT Service Management and ITIL Service Strategy Strategy Outcome(s) Manage IT as a portfolio of IT service investments • Direct alignment to the business • Greatly higher service quality • Transparency of IT costs in business terms Operate IT with standard ITSM platform, • Reduced service outages infrastructure and tools, and processes to reduce • Greatly lowered IT delivery costs variation in delivery of IT services • Greatly increased customer satisfaction Tie resource capacity directly to business demand • Reduced unplanned IT expenditures that consumes those services • Greatly higher service quality • US Consulting On-screen S WHT_R1.5V_043008 Can articulate IT unit costs in business terms • Can model cost impacts for future business plans and decisions -8-
  • Strategic Roadmap – Approach to ITSM Transformation What will guide us? Strategy Design Transition Operate Improve Startup & Target State & Transition Plan & Assessment Gap Analysis Roadmap  Kick-off Meeting  Conduct Target State  Develop Transition  Overview and Scoping Workshops Strategy Workshop  Identify Desired  Develop  Data Collection Maturity Levels Implementation Plan Interviews  Build Target Operating  Develop Business  Build Assessment Model Case Tool with Data  Build Target Tool  Develop and Present  Develop Current State Architecture Executive Summary Report  Develop Target Process Architecture  Perform Gap Analysis Project Management  Assemble Team  Finalize Project Schedule  Identify Key Stakeholders  Finalize Scope 1714_Stewart_Final-Final_1.pptx  Develop Project Management Plan  Status Reporting -9-
  • Strategic Roadmap – Approach to ITSM Transformation Data Collection Interviews No Stone Left Unturned via Surveys, Interviews, and Legacy Documentation! – Global Operations (e.g.; Contract – Network Operations Center(s) Processing/Service Delivery, Client Svcs, – Data Centers Hosting Eng., Network Operations and Operational Service Management) – Disaster Recovery Centers – Engineering (e.g.; Product Dev., OSS Eng., Portal Dev., and Custom Eng.) – Marketing / Product Mgmt/ Supply Chain – ITSM Tools – existing and planned – Change Management – Data Center Operations – Configuration Management – Element Management – Fault/Event Management – Configuration Management – Incident Management – Span of coverage across existing IT – IT Operations Management processes – Problem Management – Level of tools integration across IT processes – Service Level Management – Level of tools database integration – And so forth… 1714_Stewart_Final-Final_1.pptx across IT processes – Single pane of glass span of control - 10 -
  • Strategic Roadmap – Approach to ITSM Transformation Current State Review & Baseline Costly/Unleveraged ITSM Platform – People, Process, and Technology Configuration Management Problem Management Configuration Management Configuration Management (SCM) Problem Management Service Desk Process IT Asset Fault/Event Management (Windows/Network) Change Management Change Management (SW) Fault/Event Management Incident Management Management Release Management (Technical Infrastructure) Release Management (AIX, HP/UX, Mainframe) Problem Management Cross department Job Scheduling Batch jobs (TWS) functions Backup Management Backups (TSM) Storage Management* Storage (Director) ERP Windows and Network Definitive Software Library AIX, HP/UX, Mainframe Incident Managment (Purchasing, HR) Server Limited Storage configurations Information** Master Server List (Spreadsheets) HP/UX Server Overview (Access DB) Source Code (Windows, AIX) AIX Server List Amisys DINs (HP/UX) (Spreadsheets) Incidents Server assets Change (Harvest) (Magic 7.5.3) Purchase orders, (Spreadsheet) Management Hotfixes Technology Employees (Access DB) (Infrastructure/ Mainframe (PeopleSoft) TICM) Summary Occasional Source Code (Mainframe) (Doc) Employee data Manual Re-entry exports (SCLM) Problem Management (a view in the of Purchase orders (Root Cause) Silo #1 Silo #2 Silo #3 Silo #4 Silo #5 PS Database) Definitive Patches/Inventory Changes Software (Workstations and (Magic) Database Asset Management Library Windows Servers) Management** Source Code (Web etc) Standard Problems & Purchasing Database (Visual Source Safe) Resolutions Module Management** (Magic 7.5.3) Problem Peregrine Patch information Management AssetCenter Problem Inventory/discovery Change Management (Root Cause) (Software) Legend Management (MS SMS) User (Root Cause) Manual update Assets Client List Updates Facets updates Fault/Event Management*** Automated update (Spreadsheet) via SMS Fault/Event Management*** MF HP/UX AIX *LUNs by server SR Lifecycle (IBM) (Glance+) (Patrol) **Databases by server (eForms/Outlook) Last logon Network Servers Servers Web ***Tool list inconclusive (eHealth) (NetIQ) (Nettuitive) (Patrol) Minimal automated sharing of information No automated sharing of information 1714_Stewart_Final-Final_1.pptx Organization - 11 -
  • Strategic Roadmap – Approach to ITSM Transformation Target State Development ITSM Technology Platform: Holistic Logical Architecture US Consulting On-screen S WHT_R1.5V_043008 - 12 -
  • Strategic Roadmap – Approach to ITSM Transformation Target State Development IT organization aligned with definition and execution of IT processes  Standardize on an industry framework for IT processes – e.g. ITILv3, CoBIT, ISO2000, etcetera  Processes identity core workflow and required policies and outline the level of “localization” appropriate for specific IT groups Business Units  The formalized definition of customer facing Service SLAs for SLAs for Level Agreements and of internally-facing Operational Common BU-specific Level Agreements between the COEs and Business IT Services IT Services Unit IT groups should be a near term priority of the Governance Business Unit Governance Office. Office IT Groups OLAs  This formalization helps ensure communication Between IT between groups, enforces process compliance and Groups helps mature the organization to a process-based COEs culture.  By driving process control through a single office, US Consulting On-screen S WHT_R1.5V_043008 constant process improvement can be formalized, measured and become a process unto itself. - 13 -
  • Strategic Roadmap – Approach to ITSM Transformation Gap Analysis Identified gaps become projects in threads transcending multiple phases  Gaps are identified by analyzing the target state against the current state, and prioritized based on stakeholder feedback  A list of projects is developed, aimed at filling the identified gaps. A project may address one or more gaps.  Projects are logically grouped into threads. Threads are a set of projects that span multiple phases, and specifically address a subset of operational functions (e.g. the Fault and Event Management Thread)  Projects are prioritized and sequenced into phases based on the urgency of the gaps they address, their feasibility, the overarching ITSM principles, and Deloitte experience. The following diagram summarizes this approach: Thread 1 Project Project Project Project Project Project Thread 2 Project Project Project Project Project Thread 3 Project Project Project Project Project Project Project 1714_Stewart_Final-Final_1.pptx Phase 1 Phase 2 Phase 3 - 14 -
  • Strategic Roadmap - Approach to ITSM Transformation Business Case Data Center Automation (DCA) is just one component of the ITSM Platform Cost/ Benefit Drivers Projected Investments Key Cost Drivers include: Total Capital One-Time Total  Lack of visibility and control of IT hardware/software assets causing labor intensive Recurring¹ activity to determine which servers’ software needs to be updated Server Hardware $(70,000) - - $(70,000)  Explosive growth in Data Center servers leading to added system admin staff Software $(1,000,000) - - $(1,000,000) required to manually distribute updates/patches to additional servers  Risk of non-compliance due to immature/non-standard IT processes and lack of Consulting/ Labor Costs - $(1,146,736)² - $(1,146,736) automated audit trail as software patches are applied, ultimately leading to Training & Communications - - - - potential regulatory violations and monetary fines  Executive vision to improve service quality with no server automation tools Maintenance - - $(234,000) $(702,000) resulting in added staff/labor costs to attempt to get incremental quality gains Total Investment $(1,070,000) $(1,146,736) $234,000) $(2,918,736) Key Benefit Drivers include: ¹Annual cost totaled over 3 years  Self-funding with short breakeven period via OPEX/labor savings ²Includes Process, Organization, & Tools  Reduction of costly rework caused by error-prone manual distribution/installation/configuration of software releases/patches/updates Cash Flow Projections  Improved compliance reporting completeness and timeliness with less labor effort due to server tools’ automated audit trail capabilities $9.75M $9.26M  Improved stability and availability of business services due to software fixes being applied in an accurate and timely manner Key Assumptions $3.88M  This Business Case is predicated on one segment of ITSM, i.e., Data Center Automation (DCA). This is a very labor intensive segment of IT. The cost reduction related to DCA activities is representative of savings in other ITSM segments such as Event, Configuration, Incident/Event/Problem/Knowledge, and 2011 2012 2010 Change Management.  Corporate Executives in this example have a mid-low propensity for work force reduction through means other than attrition.  1000 Unix and 1000 Windows Servers are managed with 5% annual growth rate  Amortization period for DCA tool software license purchases is three (3) years Risk Factors Legend  Benefits realized at 50% year 1, 100% in years 2 and 3 Low Risk Low-Med Risk Med Risk Med-High Risk High Risk  Annual maintenance costs are 20% of hw assets and 22% of DCA sw assets  Number of system administrators on IT staff is 150 with a servers:sysadmin ratio 1714_Stewart_Final-Final_1.pptx of 14:1 before DCA automation software is implemented  Annual system administrators hourly utilization rate is 80%, i.e., 249,600 hours for 150 system administrators for one (1) year - 15 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Plan using a proven end-to-end methodology for the delivery framework Strategy Design Transition Operate Improve  Processes  Use-case Testing  Process Execution  Process Audits  Assessment  Procedures  Process Training  Process Monitoring  Metrics Reports Process  Gap analysis  Work Instructions  Documentation  Process  Improvement  Target State  Forms & Reports  Process Evaluation Maintenance Recommendations  Awareness  Assessment  Role Descriptions Campaigns  Ongoing Training  Gap analysis  Skills Retention Organization  Target operating  Responsibilities  Communications  Workforce  Lessons Learned  Training Plans Strategies Management model  Training  Functional  Tool  Plan Technology Requirements  Configure Tools  Tool Operation, Enhancements  Define target Technology architectures  Technical  Test Solutions Administration &  Automation requirements  Tool Training Maintenance  Measurements &  Gap analysis  Technical designs Reports  PM Plan  Service Metrics  Performance  Performance  Status Reporting Program  Implementation  Process Metrics Reporting Reports  Prioritize Management Roadmap  Operational Metrics  Issue Resolution  Solution Validation Improvement 1714_Stewart_Final-Final_1.pptx  Business Case  Solution Warranty  Risk Mitigation  Policy Enforcement Recommendations - 16 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Keep your eye on the target through planned progress at each phase  Fault/Event Thread  Event Automation  Facilities Monitoring and Integration  Backup Monitoring and Integration  Security Monitoring and  Fault/Event Thread Integration  Fault/Event Thread  HP Operations  Correlation and Business Implementation  Services Management Thread Impact  HP SM Incident Management  Utility Computing Monitoring  Services Management  HP SM Change Management and Integration Enhancements  Fully Integrated & Managed Thread  Global Problem Process Design  HP SM Change Management  Services Management Operations:  Global Service Level  Process improvement in place for Incident, (VMAC process for Facilities Management (SLM) Process Thread Management Problem, Change, Configuration, and Fault Design  Provisioning  Global Incident Process Management  Notification Engine  SLM Implementation Design (start)  Measured at individual and team levels  On-going procedures enhancement and  CMDB Thread  CMDB Thread knowledge transfer  CMDB Thread  uCMDB Implementation  uCMDB Integration  Advanced correlation framework,  uCMDB Design (start) continuously updated and improved  Operations Management  Operations Management  Operations Management Thread Thread Thread  Server Management  Network Provisioning  Server Management Pilot Implementation  Storage Resource (ongoing)  Patch Management Management  Backup Management Pilot Implementation (ongoing) Phase 1 Phase 2 Phase 3 Target State 1714_Stewart_Final-Final_1.pptx - 17 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning A Center of Excellence (COE) is an actual or virtual organizational structure that adds an improvement layer to the operational structures of a logically related group of defined and managed processes, thus fostering continuous process improvement, performance gains, increased knowledge sharing and cross-platform consistency. Our solutions approach to COE is:  This is not staff augmentation, but rather enablement of the solution  Define a charter to enable a client to reach a level of process control and overall IT Service Management capability  Implement a process metrics framework  Provide guidance to Client Staff to achieve these goals through: ‒ Metrics capture ‒ Metrics reporting ‒ Mentoring on execution ‒ Counsel on process honing US Consulting On-screen S WHT_R1.5V_043008  Utilize objective criteria for measuring the client’s progress over time (on-going assessment)  Enable awareness at all layers of the organization to gain support and funding - 18 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Select Tools for Event Console Service Management Portal Management Target State ITSM HP Operations Center Service Management Center HP SOA Center Platform Logical HP Network Management Center Decision Center BAC Center HP System Insight Manager Architecture Testing and Provisioning CoE Configuration Management System (CMS) Capacity/Availability Analysis HP Quality Center HP Performance Center Universal CMDB (UCMDB) HP Performance Mgr/Agent HP Application Security Center Discovery & Dependency Mapping (DDM) HP GlancePlus HP Data Center Automation Center Asset Management Business Availability Center (BAC) HP Client Automation Center US Consulting On-screen S WHT_R1.5V_043008 - 19 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Business IT Tie-in Tools to Customer/ Service Strategy ITILv3 Processes Service Design Business Demand Mgt. Information HP PPM Security Financial Mgt Mgt. HP PPM HP Asset Mgr Projects Service Portfolio Mgt. HP PPM IT Service Continuity Service Transition Mgt. Transition Business Planning&Support Outcomes Strategy HP Svc Mgr (desired / Mgt. uCMDB realized) Capacity Change Mgt. Mgt. HP Svc Mgr Bus. Impact Anal. Validation & Testing Service Operation HP QC/PC IT Perf. Analytics Event Mgt. HP Application Availability HP Ops Mgr Security Center Mgt. Value HP BAC Asset/Config. Mgt HP NNM Problem HP uCMDB/DDMae Mgt. HP Asset Mgr/DDMi Release & HP Svc Mgr (Federated) Deployment. Service Incident Mgt HP Svc Mgr HP DCA Center Level Mgt. HP Client Automation HP Svc Mgr Request Release Control (RC) Fulfillment Knowledge Mgt. Users HP Svc Mgr Operational HP Svc Mgr Activities Service Svc Catalog Supplier Evaluation Mgt Mgt Access HP Asset Mgr HP Svc Mgr Mgt. Continual Service Improvement 1714_Stewart_Final-Final_1.pptx Service Service Service Improvement Reporting Measurement - 20 -
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Make sure selected tools provide capabilities required to support processes ITILv3 Service Strategy Demand, Portfolio, and Financial Management Processes HP Project & Portfolio Management (PPM) Software Solution Suite Project & Portfolio Management (PPM) Center [fka Kintana & Mercury ITG]  PPM Portfolio Management Resource Management Program Management Demand Management Project Management Deployment Management Financial Management Time Management Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Software-as-a-Service 9 June 2010 © Deloitte & Touche LLP -21- and affiliated entities.
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Make sure selected tools provide capabilities required to support processes ITILv3 Service Operation¹ ITILv3 Service Design² Event, Problem Management Processes Availability, Capacity Mgmt Processes HP Business Service Management (BSM) Software Solution Suite Business Availability Center (BAC) [fka Mercury]²  BAC Dashboard  Real User Monitor (RUM)  Diagnostics¹  Business Process Monitor (BPM)  SiteScope¹  TransactionVision Operations Center [fka Openview]¹  Operations Manager (OM)  Performance Manager/Agent²  OMi  Reporter²  Smart Plugins (SPI)  GlancePlus Pak² Network Management Center [fka Openview]¹  Network Node Manager (NNMi)  Smart Plugins (SPI) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Software-as-a-Service 9 June 2010 © Deloitte & Touche LLP -22- and affiliated entities.
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Make sure selected tools provide capabilities required to support processes ITILv3 Service Operation¹ ITIlv3 Service Transition² Incident, Problem, Event Mgmt Processes Release/Deploy, Asset/Configuration Mgmt Processes HP Business Service Automation (BSA) Software Solution Suite Client Automation Center [fka Novadigm Radia]²  Client Automation Enterprise (CAE) Data Center Automation Center [fka Opsware]²  Operations Orchestrations (OO)  Services Automation Visualization (SAV)  Runbook Automation¹,²  Services Automation Reporter (SAR)  Server Automation (SA)  BSA Essentials (fka Live Network)  Network Automation (NA)  Release Control (RC)  Storage Essentials (SE/SRM) Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae) Software-as-a-Service 9 June 2010 © Deloitte & Touche LLP -23- and affiliated entities.
  • Strategic Roadmap - Approach to ITSM Transformation Transition Planning Make sure selected tools provide capabilities required to support processes ITILv3 Service Operation¹ ITILv3 Service Design² ITIlv3 Service Transition³ Incident, Problem, Request SLM, Service Catalog Change, Asset/Config, KM Management Processes Processes Management Processes HP IT Service Management (ITSM) Software Solution Suite Service Management Center [fka Peregrine & Openview]  Service Manager 7.1x  Asset Manager 5.x³  ServiceDesk¹  Discovery & Dependency Mapping Inventory (DDMi)  Incident Management (OGC Gold)¹  IT Financial Management (ITFM)  Problem Management (OGC Gold)¹  Contract Management  Change Management (OGC Gold)³  Chargeback  Asset/Configuration Management (OGC Gold)³  Procurement  Knowledge Management³  Software Asset Management (SAM)  Service Catalog²  Portfolio Management  Service Level Management²  Connect-it¹,²,³  Request (Fulfillment) Management¹  DecisionCenter¹,²,³  Business Impact Analytics  IT Performance Analytics  Optimization Module  Planning and Analysis Module Universal CMDB (UCMDB) and Discovery & Dependency Mapping ae (DDMae)³ Software-as-a-Service 9 June 2010 © Deloitte & Touche LLP -24- and affiliated entities.
  • Critical Success Factors (CSF) Must have…  Strong Governance offices – PMO and Results Management Office (RMO)  Frequent and effective communications to all stakeholders on reasons for and progress of ITSM Transformation  Early successes from “low hanging fruit” deliverables – e.g., standardizing to ITIL specifications for an already well functioning/staffed process  Committed Executive Sponsor support – e.g., moral, line operations, and financial Critical Success Factors (CSF)  Key stakeholders (champions) across the enterprise committed to cultural and mindset shifts caused by the ITSM Transformation  Continuous KPI measurement of people, process and technology advancements  Responsive realignment of the ITSM Transformation approach when dictated by KPI’s  Synchronization of tools, automation, and staffing changes with ITIL process changes  Project staff buy-in that enterprise ITSM platform changes must be “considerate” of all other infrastructure and process domains that are affected  Sound judgment when deciding to stay on the strategic plan or modify the plan  Focus on simplification, standardization, and integration  Effective alignment of people, process, and technology with desired business outcomes  ITIL processes implementation that doesn’t “overkill” on the standards adherence level  Persistent effort focused on minimizing cultural resistance - 25 -
  • Key Performance Indicators (KPI) Measure…  “Low Hanging Fruit” project deliverables producing expected results (percentage)  Overall deliverables producing planned/expected results (percentage)  ITSM tools reducing labor costs when put into service (percentage) Key Performance Indicators (KPI)  Thread/Phase deliverables/milestones on schedule (percentage)  Thread/Phase deliverables/milestones on budget (total $ over/under)  Project delivery incidents resolved without risk to project (percentage)  IT staff commitment to the ITSM Transformation (decreasing, stagnant, growing)  BU users commitment to the ITSM Transformation (decreasing, stagnant, growing)  Executives commitment to the ITSM Transformation (decreasing, stagnant, growing)  Program/project communications effectiveness at all IT staff/BU user levels (bad, ok, good)  Intra/Inter-Project “critical path” tasks/components NOT delivered on time (percentage)  Scope creep for the ITSM Transformation projects (minimal, controlled, excessive)  New projects created because of scope creep (percentage)  Project team members conflicts not resolved without impacting schedule (count)  Number of incident reports on new systems rolled out (count) - 26 -
  • Call to Action  Don’t assume you can’t afford an ITSM Transformation  Rather assume you can’t afford NOT to have an ITSM Transformation  Reap business benefits from 70% reactive/firefighting time being reduced to 30%  Spend recaptured 40% time on innovation for the BUs  Planning, Planning, Planning is the key to a viable ITSM Transformation Roadmap  For large ITSM Transformations, plan to rollout over three years  But reap the benefits of the ROI all along the way  “Time’s a wastin” and money is being lost, so… BEGIN NOW WITH THE END IN MIND!!! - 27 -
  • Q&A
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