Peeps Eye View of IT Service Management
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Peeps Eye View of IT Service Management

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A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services ...

A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services

Just Born's products may be sweeter than your organizations; Marshmallow Peeps, Hot Tamales, Mike and Ike, etc., but their IT group has the same goals and challenges as yours; improve services, demonstrate value and reduce cost.

Please join us as Bill Homlish, Sr. Technology Governance Architect for Just Born, shares his ITSM story.

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Peeps Eye View of IT Service Management Peeps Eye View of IT Service Management Presentation Transcript

  • A                eye view of IT Service ManagementA eye view of IT Service Management One candy company ‐ Multiple frameworks ‐ Improving IT Services Bill Homlish Sr. Technology Governance Architect Sponsored by
  • About ITSM Academy  Accredited Education  Since 2003 - Tens of Thousands  Certified Process Design Engineer (CPDE) Trained and Certified  ITIL® Foundation  ITSM Professional Diplomas  ITIL Capability (OSA|PPO|RCV|SOA)  Change/Support/SLM  ITIL Lifec cle (SS|SD|ST|SO|CSI) Lifecycle  Public Classes throughout U.S.  ITIL Managing Across the Lifecycle (MALC)  Corporate On-Site Classes  ISO/IEC 20000 Foundation & Bridge  Virtual Classes  MOF Foundation  Courseware Licensing  Practical, Value-Add Workshops  Corporate & Partner (GEM)  ITSM Leadership, Roles, Service Catalog p g  Al Alumni P i Program  ITIL, MOF, ISO 20K Overviews  PMI Global Education Provider  Apollo 13, Visible Ops: The Class  And more!  Certified Woman-OwnedITIL® is a Registered Trade Mark of the Cabinet Office.© ITSM Academy 2 Welcome!
  • Ice BreakerIce reaker Did You Know…..How Just Born got its name?How long HOT TAMALES® have been around? gMIKE AND IKE® Lemonade Blends is a proud supporter of what cause?PEANUT CHEWS® were developed during World War I and made popularhow?In 1953, it took 27 hours to create one Marshmallow Chick. How long does 1953 Chickit take today?What is the best selling color of Marshmallow PEEPS® View slide
  • Background Over 22 years of Help Desk experience Certifications include ITIL ® Expert and COBIT ® Foundations itSMF USA Member since 2005 ‐ Lehigh Delaware Valley LIG ISACA® Member since 2009 – Philadelphia Chapter Sr. Technology Governance Architect at Just Born Sr Technology Governance Architect at Just Born Supporting our IT strategy through implementing best practices in  technology governance, compliance, and service management.  View slide
  • Agenda Sound familiar? The A‐HA moment! How did I relate this to my ITSM Journey? What did I do? What were the results? What were the results? Final Thoughts!
  • Sound Familiar?Just Born’s IT Department faces the same Goals & Challenges as you:  Goals: Improve IT services Demonstrate value Reduce costs Reduce costs Deliver!!!Challenges: Leadership support Business support Business support Peer support Where to start How to measure How to measure
  • The A‐HA Moment! e o eFusion 10 Keynote Speaker – Boris BrottThe analogy of a symphony orchestra analogy of a symphony orchestra….Timing of bringing in musicians and instruments….Each musician has a talent….Each instrument has a purpose ….….and when they work together in harmony, something wonderful happens.  d h th k t th i h thi d f lh
  • How did I relate this to my ITSM journey? o d d e a e s o y S jou ey Each associate has a talent Each tool has a purpose  Session 161: Framework Methodologies and Standards. A recipe for determining the right mix of each for ITSM success  Deborah Anthony, HP Greg Peat, HP
  • How did I relate this to my ITSM Journey? o d d e a e s o y S ou eyand when they work together in harmony, something wonderful happens. Session 244: The Perfect Pair: Combining ITIL® and COBIT ® for Improved Service Capability Gary Hardy, IT Preneurs
  • How did I relate this to my ITSM Journey? o d d e a e s o y S ou eyITIL®, Project Management, COBIT® , ISO, Six Sigma – Which one to use?Can draw upon all of them…..C d ll f hThe question is not WHICH to use… The question is WHEN to use!
  • What Did I Do? at d o Established a Baseline using Gartner’s Maturity Model Leveraged what I learned about COBIT ® Integrated with our “PMO” Connected with our resident Lean/Six Sigma Experts
  • What Did I Do? a d oIT Maturity ModelSurvival Awareness  Committed Proactive Service‐Aligned  Business   PartnershipLittle to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to theinfrastructure and infrastructure and environment, for service quality through business; customer- business for increasingoperations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and the business; beginning IT support processes development, competitive and trusted competitiveness of to take actions (in and improved success governance structures IT service provider. business processes, as people/organization, people/organi ation Oct  Oct in project management and implementation of well as the business as ell b siness process and to become more proactive, cross- a whole. technologies) to gain 2010 customer-centric and departmental operational control and increase customer processes, such as visibility. satisfaction. change and release management.Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
  • What Did I Do? a d o IT Maturity Model Survival Awareness                     Committed Proactive Service‐Aligned                  Business  Partnership No organizational Defined technology Technology centric Process-centric Customer and Business optimization focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial People infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture operations and operations service desk function centric, formal and staff governance No formal IT 1995 hoc,1997 2004Defined processesand Ad 2000 IT service support for 2006 but aware that Repeatable and Integrated automated Dynamic optimization Pre  Pre processes for IT processes are individually and extended beyond of IT Services; Process infrastructure and to  tools toTo  To  project management implement To necessary, dependent To automated; focus on IT I&O; focus on all implement processes 1995 operations on de facto processes service delivery- related processes service and business management fostering business innovation 1997 2000 2006 20042010 processes No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting execution on tools; no formal related management standards and process/tools new technologies and technology infrastructure tools; desktop policies; process and architecture. Shared impact to business; Technology investments hardware or software hardware/software domain centric services; aggregated real time infrastructure standards standards defined; management tools; capacity management begin infrastructure virtualization standardization/rationa foundation in place lization No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution Business  management functions budgeting Office form all key metrics, metricsManagement g performance competitiveness indicatorsMaturity Level        0 1 2 3 4 5 Gartner IT Infrastructure and Operations Maturity Model www‐05.ibm.com/.../Gartner_‐_The_Road_to_Infrastructure_and_Operations_Maturity_through_Service_Management.pdf  www 05 ibm com/ /Gartner The Road to Infrastructure and Operations Maturity through Service Management pdf
  • What Did I Do? at d oLeveraged what I learned about COBIT® COBIT ® starts by linking Business Goals to IT Goals; Financial Customer Internal Learning & GrowthThere are 17 pre‐defined Business Goals across the 4 perspectives That are supported by 28 IT Goals  Through 34 IT Process Controls. Session 244: The Perfect Pair: Combining ITIL® and COBIT for Improved Service Capability Gary Hardy, IT Preneurs
  • What Did I Do? a d oLeveraged what I learned about COBIT® Where to Start – A “bottom up” approach:Where to Start A “bottom up” approach:The pain points from our customers point of view?The pain points from our customers point of view? Identify and Allocate Costs (DS6) OR  Manage Projects (PO10) Identify and Allocate Costs (DS6) OR  Manage Projects (PO10) Identify and Allocate Costs (DS6) OR Manage Projects (PO10) Projects (PO10) ORThe ones we already know as mission critical?The ones we already know as mission critical? y Ensure System Security (DS5) OR Manage Changes (AI6 ) ORThe ones that can be quickly improved?The ones that can be quickly improved? Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 ) Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )
  • What Did I Do? a d oLeveraged what I learned about COBIT®  COBIT ® Online Benchmark – Online Benchmark  Production/Manufacturing/Retail (121) Acquire & Implement Monitor & Evaluate Deliver & Support Plan & Organize
  • What Did I Do? a d oLeveraged what I learned about COBIT®  COBIT ® Online Benchmark – Online Benchmark  PO10 (Manage Projects) Plan & Organize
  • What Did I Do? a d oLeveraged what I learned about COBIT®  COBIT ® Online Benchmark Online Benchmark – DS10 (Manage Problems) Deliver & Support
  • What Did I Do? a d oConnected with our “PMO”  Established a Project Management Process j gImmediately Identified 2 issues with “Target Date” g g Customer Target vs. IT Target Actually having a Target DateBefore Connecting with “PMO” g Projects completed by Customer’s Target Date – 15% Projects without a defined Target Date – 10% 
  • What Did I Do? a d o Connected with resident Lean/Six Sigma ExpertsSession 340: Six Sigma, ITIL®: Powerful and Practical Tools for Service Desk Quality, Improvements and Cost SavingsKirk Holmes, Holmes and Associates, Inc.
  • What Did I Do? at d oConnected with resident Lean/Six Sigma ExpertsSigned up for our Brown Bag “Intro to Lean” sessionsSigned up for our Brown Bag “Intro to Lean” sessions Learning a new “language” Gemba Walk Kaizen Kanban 5S 5 Why A3
  • What did I do?Connected with resident Lean/Six Sigma ExpertsEstablished an A3 Template  for Problem SolvingEstablished an A3 Template for Problem Solving Identify Problem or Need Determine Countermeasures Understand Current State Countermeasure Plan Define Target State Check Results Root Cause Analysis Update Standard Work
  • What were the results? “PMO” Lean/Six Sigma COBIT ® Maturity Model
  • What were the results?Connected with our PMOProjects Completed by “Agreed Upon” Target Date 15% 30% 48% 80% + Before PMO After PMO After 6 months 12 month Target
  • What were the results?Leveraged what I learned about COBIT®  COBIT ® Online Benchmark Online Benchmark – PO10 (Manage Projects) Plan & Organize
  • What were the results?Connected with resident Lean/Six Sigma ExpertsStarting to  connect the dots between Lean/Six Sigma and ITIL.Starting to “connect the dots” between Lean/Six Sigma and ITIL.  Tapping into their knowledge. Lean/Six Sigma ITIL Lean ‐ Systematic Problem Solving Problem Management • Identify • Problem Detection • Contain • Investigate & Diagnose • Root Cause Root Cause • Resolve • Countermeasure • Monitor & Measure • Verify Six Sigma ‐ DMAIC Continual Service Improvement • D fi Define • D fi Define what to measure h • Measure • Define what you can measure • Analyze • Collect the data • Improve • Process the data • C t l Control • A l Analyze the data th d t • Present the data • Implement the change
  • What were the results?Connected with resident Lean/Six Sigma Experts Creating an atmosphere of trust, teambuilding and understanding.
  • What were the results?Leveraged what I learned about COBIT®  COBIT ® Online Benchmark Online Benchmark – DS10 (Manage Problems) Deliver & Support
  • What were the results?Leveraged what I learned about COBIT®  COBIT ® Online Benchmark Online Benchmark – Monitor & Evaluate Monitor & Evaluate
  • What were the results?Leveraged what I learned about COBIT® Service Desk MetricsService Desk Metrics Jan 2011 – Started measuring Closure Rates of Service Desk Tickets 25 100.0% 93.4% 91.3% 90.0% 90 0% 23.6 20 77.0% 80.0% 91.0% 93.4% 70.0% 20.1 76.2% 15 60.0% Incident Incident 50.0% 10 Incident Support 40.0% Support 4.7 Support 30.0% 3.3 20.0%5 10.0% 2.3 2.5 0 0%0 0.0% 2010 2010 Q1 2011 Q1 2011 Q2 2011 Q2 2011 2010 Q1 2011 Q2 2011 Ticket Closureof Ticket Desk Tickets Average Age Rate within Closure Rates of Service SLA Time Limits
  • What were the results? Maturity Model Survival Awareness                         Committed Proactive Service‐Aligned                 Business  Partnership No organizational Defined technology Technology centric Process-centric Customer and Business optimization focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture People operations and operations service desk function centric, formal and staff governance No formal IT Ad hoc, but aware that Defined processes for Repeatable and Integrated automated Dynamic optimization Process processes for IT infrastructure and processes are necessary, dependent Oct management OIT serviceJUN and project support individually automated; focus on IT and extended beyond I&O; focus on all of IT Services; implement processes operations on tools to implement de facto processes 2010 2011 service delivery- related processes service and business management fostering business innovation processes No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting execution on tools; no formal related management standards and process/tools new technologies and Technology technology t h l infrastructure i f t t tools; d kt t l desktop policies; process and li i d architecture. Shared hit t Sh d impact to business; i tt b i investments hardware or software hardware/software domain centric services; aggregated real time infrastructure standards standards defined; management tools; capacity management begin infrastructure virtualization standardization/rationa foundation in place lization Business  No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution management functions budgeting Office form all key metrics, metrics metricsManagement performance competitiveness indicatorsMaturity Level        0 1 2 3 4 5
  • What were the results?Maturity Model Survival Awareness  Awareness Committed Proactive Service‐Aligned  Service Aligned Business   Business Partnership Little to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to the infrastructure and infrastructure and environment, for service quality through business; customer- business for increasing operations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and the business; beginning IT support processes development, competitive and trusted competitiveness of to take actions (in and improved success governance structures IT service provider provider. business processes, as processes people/organization, Oct  Jun  in project management and implementation of well as the business as process and to become more proactive, cross- a whole. technologies) to gain 2010 2011 customer-centric and departmental operational control and increase customer processes, such as visibility. satisfaction. change and release management. Level 0 Level 1 Level 2 Level 3 Level 4 Level 5 32
  • Final Thoughts  gBy using these frameworks we are….Ensuring organization s satisfaction with IT by….Ensuring organization’s satisfaction with IT by Reducing service/support delivery defects and rework  Responding  to requirements aligned with Business Strategy Delivering on time/on budget & meeting quality standards Delivering on time/on budget & meeting quality standards Providing transparency to IT costs, service levels, strategy, etc Ensuring  that IT continuously improves  & is ready for future changeWhich adds Value to the organization by…. Ensuring service continuity and availability Managing  IT‐related business risk Improving corporate governance and transparency. Obtaining  reliable & useful information for strategic decision making Managing business change
  • Final Thoughts  g We can be satisfied with this….. …or strive for this.
  • Final Thoughts  gSample Whitepapers available onlineCOBIT® MAPPING: MAPPING OF ITIL V3 WITH COBIT® 4.1 IT Governance Institute ‐ Available through ISACA (membership required)INTEGRATING PROJECT MANAGEMENT AND SERVICE MANAGEMENT Reginald Lo, Third Sky, Inc ‐ Available through itSMF USA (membership required)INTEGRATING SIX SIGMA AND ITIL® FOR CONTINUAL SERVICE IMPROVEMENT Jack Probst and Gary Case, Pink Elephant – Available through Best Management Practice (OGC) Jack Probst and Gary Case Pink Elephant Available through Best Management Practice (OGC)
  • Thank you for attending!