Pragmatic Service Management

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Pragmatic Service Management

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Pragmatic Service Management

  1. 1. Pragmatic Service Management Using ‘best practice’ frameworks to solve real business problems Claire Bourke Lucid IT © Lucid IT Pty Ltd, 2006 - All rights reserved version 3.0
  2. 2. Pragmatic Service Management A Pragmatist - Guided by practical experience and observation rather than just theory Pragmatist Maverick Theorist
  3. 3. Pragmatic Service Management Pragmatic Service Management uses the theory innovatively to solve a real business problem Pragmatist Maverick Theorist
  4. 4. #1 Alignment with Business Strategy ! Symptoms ! Business fails to see ‘value add’ and won’t support the initiatives ! Lack of IT Management support ! Processes become overly complex or stagnate as they have failed to align with business process
  5. 5. #1 Alignment with Business Strategy ! Develop a Strategy Map to focus on benefits realisation ! Link key initiatives to strategic objectives Improve Expand Shareholder Customer Brand Market share Value Focus Awareness Business Improve Improve Improve Reduce Product Customer Service Time to RTB costs Innovation focus availability Market by 10% IT SOE Service Staff Application Problem Network Server Roll Desk DRP Engagement Enhancement Management Upgrade Consolidation Out Consolidation Survey Customer Activity Service Career ITIL Data Centre Setting up a SLA’s Satisfaction Based Catalogue Development Implementation Relocation PMO Survey Costing
  6. 6. #2 Create a ‘sense of urgency’ ! Symptoms ! Other projects take priority ! Lack of management support ! ITIL Implementation done as a ‘business as usual’ activity
  7. 7. #2 Create a sense of ‘urgency’ ! Questions you must answer ! Why are we doing this project – need vs want ! What is the benefit to our business ! What are the risks if we don’t do it ! Do we have executive buy in – accountability, not sponsorship ! Do we have the budget or access to budget ! Does this improve alignment with the business ! How will this impact customer, employees, partners ! Have we done this before ! How will we measure success – business and IT
  8. 8. #3 Clear implementation framework ! Symptoms ! No project structure for implementation or project governance ! Technical determinism’ – implement technology independent of process and the organisational structure in which is embedded ! Underestimating the scope and ‘touch points’ of the project ! Slow progress, lack of support – ‘bright shinny thing’
  9. 9. #3 Clear implementation framework Business Drivers Implementation Vision Planning Functional Process Design Assessment Specification Tool Objectives Governance Build Evaluation & (Roadmap) Selection Organisational Transition Business Case Maintain Alignment Go/No Go Service Go Live Improvement Plan Implement Optimise Communication and Training
  10. 10. #4 Scope - Run and Build ! Symptoms ! Limited support from the Application Support and Development Teams ! Lack of focus on the end to end service value chain ! ITIL only
  11. 11. #4 Scope - Run and Build ! Need to consider the whole of IT Business Program “Service Management Management Office Office” Governance Service Level Mgt Programme Mgt Financial Mgt Portfolio Mgt Availability Mgt Project Mgt Capacity Mgt Requirements Security Mgt Analysis IT Service Continuity Mgt Incident Mgt “Build” “Run” IT Services Release Mgt Application Development IT Services Change Mgt Project Management Configuration Mgt Problem Mgt
  12. 12. AS8015 ISO20000 BSC COBIT 6 Sigma ITIL CMM ITIL ITIL ITIL CMM Prince2 ITIL ITIL ITIL ITIL ITIL ITIL AS7799 CMM ITIL ITIL ITIL pmBOK Prince2 ITIL 6 Sigma ITIL ITIL ITIL ITIL ITIL ITIL ITIL
  13. 13. #5 Consider all the Dimensions of Change ! Symptoms ! Failure to understand that implementing ITIL will fundamentally change the way people work. ! Unsustainable change, people revert back to old ways of working ! Lack of integration between to the elements, for example quot; Tool does not adequately support the process, quot; Practice does not align to process quot; Process outcomes do not deliver on strategic objectives
  14. 14. #5 Consider all the Dimensions of Change ! Project Plan – Develop a Product Breakdown Structure based on each of the elements ! Create a focus on organisational change and bring in an expert if required
  15. 15. # 6 Service Architecture ! Symptoms ! No clear definition of services ! Services defined in terms of technology ! IT finds it difficult to effectively assess the impact of incidents and changes
  16. 16. # 6 Service Architecture ! At the heart of Service Management is Service Business/Customer Service IT Services Underpinning Configuration Items CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI CI
  17. 17. # 7 Process Architecture ! Symptoms ! Lack of understanding of process intent or desired objectives – WHY? ! Processes overly complex and prescriptive ! High compliance overhead ! Implementation generating too much change ! Risk throwing the baby out with the bath water
  18. 18. # 7 Process Architecture Policy Statement of Process Intent Compliance Process One Page, Role Based, High Level Process Flow Procedures Underpinning procedural steps Local Work Practices Supported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)
  19. 19. #8 Clear Business Engagement Model ! Symptoms ! Lack of strategic input from the business ! Business complain about IT service delivery ! IT ‘fear’ consultation with the business ! Meaningless Service Level Agreements ! Process like Problem Management fail
  20. 20. #8 Clear Business Engagement Model Business Units IS Executive Executive Strategy and Architecture Management Management Strategic, policy and architecture alignment IT Customer Service Level Management Business Relationship Representative Management Service Level, Service Design and Deployment interface Change Management Business Service Users of Request Management Desk IT Services Incident Management Clear and consistent channels for incidents, requests and changes
  21. 21. #9 Plan to Improve ! Symptoms ! Lack of traction; people go back to old ways of working ! Process no longer meets business needs ! No induction for new staff – dilution of process
  22. 22. #9 Plan to Improve PLAN DO Maturity Level ACT CHECK Quality Assurance (ISO2000) Time Driven by Changing Business Needs
  23. 23. #10 Situational Management Pragmatist Maverick Theorist
  24. 24. Summary ! 10 observations – 10 pragmatic solutions ! #1 Alignment with Business Strategy ! #2 Create a sense of urgency ! #3 Clear implementation framework ! #4 Scope – Run and Build ! #5 Consider all the elements of change ! #6 Service Architecture ! #7 Process Architecture ! #8 Clear business engagement ! #9 Plan for Improvement ! #10 Situational Management
  25. 25. Claire Bourke Lucid IT c.bourke@lucidit.com.au 0407048479

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