ITSM Transformation Strategies V 2
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ITSM Transformation Strategies V 2

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IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset....

IT Transformation is quickly becoming one of the primary responses from Enterprises are seeking to convert IT from an Operational Asset to a Tactical and Strategic Asset.

The paper describes the methodology created by Action Research Foundation for Practical ITSM transformation

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    ITSM Transformation Strategies V 2 ITSM Transformation Strategies V 2 Document Transcript

    • Moving IT Service Management from Operationalto Tactical and Strategic Levels using PracticalITSM Transformation TechniquesFlexModeIP Service Oriented Architecture IT Service ManagementTransformation FrameworkSukumar DanielAction Researcher.
    • Table of ContentsIntroduction ...................................................................................................................................... 3FlexMode ITSM SOA Framework – A Paradigm Shift ........................................................................ 4Practical values from Adopting the FlexModeIP SOA ITSM Framework ............................................. 5FlexModeIP Transformation Process Lifecycle .................................................................................. 6Critical Success Factors and Pre-requisites: ...................................................................................... 9Frequently Asked Questions: .......................................................................................................... 10Vyom ITSMS Transformation Practice Service Offerings: ................................................................11 Page 2
    • IntroductionWorld economy has gone through many crises and enterprises across the globe are seeking toleverage Information and Communication Technologies to support and enhance their ability tosurvive, compete and grow in a depressed and uncertain environment.The challenge for the CIO is to navigate this turmoil today, while also building a foundation forsuccess tomorrow. Current economic realities are driving changes to enterprise priorities, which inturn, are driving changes to the CIO’s IT priorities.To survive and thrive in this uncertain economy organisations are facing the need to expand their ITservice management strategies from an operational level to tactical and strategic levels to addressbusiness process automation, market globalization and the increasing dependency on IT for theefficient and reliable management and delivery of core business services.To address this requirement formalized service management processes and specialized service andwork management tools are being introduced to manage today’s complex and distributed ITenvironments. Introducing service management processes into internal IT departments requires atransformation to the IT culture. Most internal IT departments are system/technologymanagement-based organizations which are reactive in nature.Transforming to a service-management-based organizationis more proactive in nature and is a step to aligning IT withbusiness. It is also fundamental to achieving the goal ofproviding efficient and reliable management and delivery ofcore business services.The Vyom ITSMS Transformation Practice, providesspecialist services that use Iterative Organizational changeand development techniques that enable an enterprise torapidly design and deploy an ITSM Framework; covering thePeople – Process – Tool – Partnership, Dimensions.The proprietary FlexModeIP Framework for Practical ITSM transformation has been validated timeand again in programs that yielded measureable and visible value to enterprise IT Management inimproving the effectiveness of their services in a wide range of domains.A hallmark of FlexModeIP is its very logical and practical approach to transformation that usesResearch and Action in Cyclical Iterations to establish Successive Baselines of operationaltransparency and to use the data to move measurably to the next level of effectiveness. This makesfor transformation that moves from one quick win to the other; thereby developing an everincreasing understanding and commitment for change from all stakeholders.Starting with the ING Bank operations in India, the FlexModeIP framework has been continuallyimproved through adoption in different domains such as Automobile Manufacturing and the RetailIndustry. Its customers have received international recognition for outstanding achievements. TataMotors won the ICMG 2010 Enterprise & IT Architecture Excellence in ITSM award and Tesco Storeswon the same award subsequently in the year 2011. Page 3
    • FlexMode ITSM SOA Framework – A Paradigm ShiftCommonly used project management structures and frameworks fail to take into account the softeraspects involved in organizational change such as resistance to change, gaining commitment,empowering, motivating, involving and communicating. Experience reveals that it is precisely theseaspects that prevent many initiatives from realizing their intended aims.Business and IT Service Management executives are beginning to understand the need to change“ways of working” in the way IT services are delivered and managed. However, many are skepticalas they have seen initiatives to implement ITIL and other such frameworks or tools, fail to deliver onpromises, despite high levels of commitment and incurring related expenses.The failure factors are many; however the primary root cause seems to be a mono focus on eitherProcesses or technology tool and the ensuing treatment of these initiatives like any normal projectfor implementing something and have a definite beginning and ending.IT Service Management on the other hand is a way of life; it is a framework for management andneeds to be implemented in a sustainable and extensible manner and moved from development tosustenance the way any business process is established.A continual improvement engine will be a visible and integral part of the DNA of an organization thatfollows the principles of IT service Management.The FlexModeIP ITSM SOA Framework Methodologybrings in a paradigm shift to IT transformation byfocusing on the soft aspects and helps the organisationto mount the transformation Initiative as anOrganisational Change and Development Programinstead of a Process or Tool implementation Project.The framework involves people who are most affectedby the change and focusses on building collaborationbetween various groups and 3rd parties involved inproviding the services; on an end-to-end basisUsing Enterprise Architecture Principles, it enables the organisation to implement a, businessaligned, IT Service Management Framework that establishes a Service Oriented Architecture tohelp manage services on an End-to-End Basis and transform from traditional TechnologyManagement to a Service Oriented Management Paradigm.It enables the enterprise to establish an IT Service Management System by leveraging bestpractices from ITIL, ISO 20000, CoBit and other International Knowledge Bases and embedding theprocesses in a service management tool suite configured to track services on an end-to-end basis.The Measurement framework thus established; provides the organisation a quality view of ITservices on an End-to-End basis. The SOA is used to establish a Baseline of the Service Quality andenables the Identification of primary issues in Service delivery, identify improvement opportunitiesand mount systematic service improvement programs to continually improve customer outcomes. Page 4
    • Practical values from Adopting the FlexModeIP SOA ITSM Framework  Transform the IT to a service-management-based organization, to become more proactive in nature; by aligning IT with Business and bringing the focus on continual improvement of Customer Outcomes by managing the service supply chain on an end-to-end basis.  Enable uniform ways of working in the People, Process, Tools and Partnership dimensions, across the enterprise, using a standard framework of roles and responsibilities which bridge the service-technology silos and embeds a service oriented approach to IT Service Management.  Establish collaboration between Business Users, Internal IT teams and 3rd Party Service Providers and bring a focus on the customer outcomes of business users across Infrastructure, Software and Support aspects of the Supply Chain.  Leverage investments by deploying new, existing or upgraded application and technology to establish an automation layer to create Transparency of how IT services are provided to business processes on an End-to-End Basis instead of the traditional Technology Silo Basis.  Develop capability to track, report analyze and improve incidents, Service Requests, Problem, Change Requests and other transaction resolutions through the entire supply chain with transparency of how various involved support groups have participated and collaborated in providing effective services to end customers.  Establish a “Transformation Oriented” Measurement Framework layer above the Transaction oriented Metrics layers, traditionally used to manage IT Service Silos, by collecting and crafting configuration data using the FlexModeIP ITSM SOA framework and establish Data Mining Capability for Analysis and easy identification of Improvement Opportunities.  Embed the ITSM SOA foundation data, associated processes and controls in existing or upgraded IT Service management Tools, with minimal application changes, for establishing a Management information System which will act as a single source of truth for IT Service Management.  Establish effective periodic reviews of formal service improvement programs to track and verify the improvement, in processes and support performance quality, on an end-to-end service oriented basis.  Embed the Continual Improvement PDCA Cycle in the DNA of the IT Service Management System of the organisation thereby improving the effectiveness and efficiency of IT Services and their alignment with business needs.  Provide capability for IT management at all levels to show case their achievements in increasing effectiveness and lowering costs of services.  Enable the Governance of IT services by the business in a structured manner to ensure that IT continues to improve its relevance to the business as it strives to excel in the marketplace Page 5
    • FlexModeIP Transformation Process LifecycleThe FlexMode’s secret to success lies in itsapplication of John P. Kotter’s “Eight Steps toTransforming your Organization” as apractical and systematic approach toorganisational transformation.LC Stage 1: Status Discovery Assessmentand Transformation Strategy CraftingThis stage covers the first three steps from theKotter Framework. A status assessment isdone to establish a baseline of the existingcustomer focus, management and operationalpractices, tools, management reporting andculture currently operating in theorganisation.Interviews with the Management of the IT services, Key Business Users, IT Staff and where possiblewith the management of 3rd Party Service Providers are conducted and quantitative and qualitativedata is collected to provide a clear understanding of the existing baseline and the expectedoutcomes and expectations of the organisation and its management.The key deliverable of this stage is the identification of a clear objective that will act as a focal pointand infuse the people who are involved with IT Service Provisioning with a sense of urgency andpurpose for the Initiative.The scope of the initiative, the initial Pilot Services, tool related resources and infrastructurerequirements etc., are also identified and a strategic road map is crafted in collaboration with themanagement of the Internal IT Service Organisation and other key stakeholders.A steering Committee is appointed and key individuals, who will participate as team members in theprogram, by acting as single point of contact (SPOC) for the respective operational groups orfunctions, are identified. Commitment for their involvement is negotiated with relevant managers.LC Stage 2: Communicating the Change VisionA kick-off meeting is conducted by the senior executive management of IT and Business, wherepossible, to communicate the vision, scope and expectations from the Initiative.Post the Kick-Off Meeting, Competency development actions are undertaken to ensure that peopleinvolved in IT service provision are prepared to embrace the change. This is done by conducting a 2day IT Service Management foundation workshop for a broad spectrum of the IT Serviceprovisioning community, where possible, it is highly recommended that key individuals from theBusiness user community and 3rd Party Service Provider, staff could also be included.By ensuring that people from all areas such as Infrastructure, Application and Service Managementare included, this foundation workshop is a key enabler of the FlexModeIP methodology and plays acrucial role in preparing the people, by establishing a favorable collaborative mindset in preparationfor the change initiative. Page 6
    • LC Stage 3: Empowering Staff for Broad-Based ActionChange is usually easier to achieve when those affected by the change are involved. This step iswhere the action starts, Key individuals from the business user community, Application Support,Infrastructure Support, Customer Contact center and IT Service Management identified andappointed as SPOC for their relevant organisational function are fused into a project team.The SPOC identified in stage 1, will form a virtualteam that will learn the techniques related tobuilding the IT Service Management System of theorganisation. A project management office whichwill eventually become the Service QualityMonitoring group will be set up to co-ordinate all theactivities.An ITSM Transformation Techniques PractionerWorkshop will be held. This will build on the lessonslearnt in the in the Foundation Workshop and teachthe requirements of the ISO 2000, InternationalStandard for IT Service management Systems.Using custom built case studies FlexModeIP templates the team will commence collecting theService Oriented Architecture data for modeling the Business Organisation and its alignment withthe IT organisation. A Master List of Services which will form the root of the service catalogue,which will be configured in the Service Management Tool in the next step, will also be created. LC Stage 4: Generating Short-Term Wins Action Research Methodology is based on the fact that people learn by doing. Keeping this axiom in mind the team will collect SOA foundation data for a selected set of services. Typically these may include end user services, infrastructure services and some selected application services. The Incident management process will be the first process to be configured and released on the Service management tool. The FlexModeIP templates will be used the project teammembers to create an end-to-end view of the service and its underlying infrastructure landscape,including SLA and OLA.The classification data will itself form the primary Service Catalogue master list and establish aService Oriented Architecture to the classificaiton of Incidents and requests based on the Services.This methodology makes it easy for the organisation to expose the incident classification tree to theend customers as it is based on Services and the Symptoms usually experienced by users.The closure category framework data will provide tracebility to the underlying infrastructurewithout the need to implement a complex CMDB type of solution by working at Logical CI levels.This will enable the tool to provide realtime tracking and analysis using pareto charts which can bedirectly used to identify improvement oppurtunities and mount Service Improvement Programs. Page 7
    • LC Stage 5: Consolidate Gains and Produce more change.In this stage the focus is on generating transactional andtransformational Metrics and initiating the PDCA cyclefor improving quality of both services and the servicemanagement system that is used to provide the service.The end-to-end SOA architecture that FlexModeimplements in the service management tool is leveragedto produce reports traditionally used by operationalmanagement. These reports cover the tracking ofWorkloads and the status of support activities of differentsupport groups and 3rd Party Service Providers, based onIncident Tickets and Service requests.Purpose built hierarchal reports provide information relevant, timely and accurate and for theoperational needs of Executives, Service Owners, Support Group Managers and Engineers. Thesereports also fulfill a critical need for reporting to Business, the quantum of work done by IT. The end-to-end SOA configuration provides an additional transformational layer that provides Service Quality information to enable the operation of the PDCA cycle to improve Service quality levels by identifying improvement opportunities in the underlying service management system. Depending upon the capability of the Reporting Tools available, data can be extracted to create V model Pareto charts, used to identify ‘Top 3 Issues’ in each service, that generate incidents,based on ‘User Experience’ configured in the Incident Classification. The associated ResolutionClassification data can then be used to identify the CI components of the Infrastructure supply chainand actions on the relevant CI that the support staff is taking to resolve the incidents for these ‘Top3 Issues’.Each project Team is then tasked with identifying improvement opportunities and mounting aservice improvement project either on the service or the service management system, includingactions to improve data quality, to deliver quick wins.The Project Teams will work in collaboration across the service supply chain; analysis of incidentswill also include identifying repeat incidents that are being resolved by the Service Desk, which canbe reduced by actions taken in the Application and Infrastructure Support Groups.Effectiveness and efficiencies of Support actions and meeting of SLA and OLA targets will also betargeted and systematic improvement actions will be tasked and mounted. After makingimprovements to the configuration process and processes embedded into the tool, scaling of therelease to other services and the enterprise at large will be progressed. Page 8
    • LC Stage 6: Anchor New Approaches in the Culture.In this stage the focus is on improving existing governance mechanisms and establishing a formal,Business Outcome focused, Service Improvement Program Process in the IT Organisation. Existingreview performance review and associated Recognition and Reward mechanisms are reviewed andimproved by including the new service performance and quality reports that are generated in theprevious stage.The required culture for continually improving customer outcomes will be steadily built by establisha governance heartbeat that monitors and guides the IT organisation to continually improve itsservice delivery capabilities in a systematic manner.The Project Management Office is disbanded and transformed into a Service Quality MonitoringGroup. The SQMG will be tasked with ensuring that the PDCA cycle is operated systematically andthat continuity of purpose is maintained.The SQMG group will oversee further extension into the other Service Management Process such asService Level Management, Problem Management and Change Management Processes, PortfolioManagement, Service Catalogue Management, Configuration Management, SDLC improvementsand so on.This will establish the required infrastructure to ensure that the IT organisation continues to developits capability to become more proactive in nature; by aligning IT with Business and bringing thefocus on continual improvement of Customer Outcomes by managing the service supply chain onan end-to-end basis.Critical Success Factors and Pre-requisites:Management commitment:  Appoint a Management Representative with Executive Authority as the Initiative Owner  Taking Steps to Engage the Business in the Initiative  Ongoing, visible participation in activities such as creating vision, communicating vision, direction setting and decision making, when appropriate.  Attending Steering Committee meetings and ensuring that bottle necks are resolved and that the initiative continues to stay on course.  Ensuring People are committed and that they consider actions related to the initiative as part of their normal day to day activities instead of being an add-on.  Ensuring collaboration between various divisions in the IT organisation including Contact Center Management, Application Development and Support, Infrastructure Management and 3rd Party Service Providers.  Approving and communicating Policies and ensuring compliance to the same  Including Initiative related actions in staff performance appraisal  Establishing a Service Quality Monitoring Group as an Independent Entity.Resource Provisioning:  Project Management Office Staffing  Service Management Tool and staff required configuring or re-configuring foundation data  Reporting Tool and adequate staffing to create required Reports and or Excel Templates  Ensuring that SPOC from various support groups, management function and business are allocated and are encouraged to meet initiative targets Page 9
    • Frequently Asked Questions:What is the role of Transformation Consultant in the Initiative?The consultant shall play the role of the Action Researcher, Chief Architect and Subject MatterExpert. Additionally he will be co-owner for the Project Management Office.How much time does the Initiative take?Quality is a never ending climb. The primary objective of the initiative is to put in place themechanisms required for a baseline view of the end-to-end supply chain and establish a first cut ofthe organization’s Service Management System and its automation layer.The typical time frame for the first baseline is normally 3 to 6 months. This of course has manydependencies including the existing culture, capability maturity of the management and theircommitment, quality and availability of appropriate tools and the competencies available forsupport.What are the cost elements that need to be considered?Costs include direct costs such as cost of consultant, Competency building Workshops, tools,support of tools, Project Management team, etc.,. Indirect costs include time taken by SPOC andteam members in the initial phase and costs of sustenance and scaling of Service Managementtools.What are the risks? (Drawn from the ITIL CSI Publication)  Being over-ambitious – don’t try to improve everything at once. Be realistic with timelines and expectations  Not discussing improvement opportunities with the business – the business has to be involved in improvement decisions that will impact them  Not focusing on improving both services and service management processes  Not prioritizing improvement projects  Implementing Continual Service Improvement with little or no technology  Implementing a CSI initiative with no resources – this means that people must be allocated and dedicated to this  Implementing CSI without knowledge transfer and training – this means educating first (acquire knowledge), then training (practice using the newly acquired knowledge). The training should be done as close to the launch of improvement as possible  Not performing all steps of the 7-Step Improvement Process – it is important that all steps of the improvement process be followed; missing any one step can lead to a poor decision on what and how to improveAre there any Success Stories and references?Starting with the ING Bank operations in India, the FlexModeIP framework has been continuallyimproved through adoption in different domains such as Automobile Manufacturing and the RetailIndustry. Its customers have received international recognition for outstanding achievements. TataMotors won the ICMG 2010 Enterprise & IT Architecture Excellence in ITSM award and Tesco Storeswon the same award subsequently in the year 2011.Further information can be found at http://in.linkedin.com/in/sukumardaniel Page 10
    • Vyom ITSMS Transformation Practice Service Offerings:  ITSMS Transformation Status Discovery Assessment and Strategy Building o Rapid Assessment by experienced consultants covering the four dimensions of People, Processes, tools (Products) and Partnership o Self-Assessment Workshops o Collaborative development of Transformation Initiative Strategies that deliver value results  FlexModeIP Practical ITSM Transformation Techniques Competency Building o Preparing the organisation and the people for transformation Initiatives to custom build IT Service Management Systems o Structured Competency building in ITSM Transformation Techniques o Custom built programs for all phases of the ITIL Service Management Lifecycle  ITSMS Transformation Program Architecture, Design and Management using FlexModeIP ITSMS SOA Framework o Creating Program Roadmap o Establishing Program Management Office and administering transformation initiative processes o Establishing Program Governance  ITSMS SOA framework, Tools Implementation Management o Architectural Services for establishing automated IT Service Management Systems SOA framework o Management of Service Management tool Foundation data Configuration, process embedding, integration of multivendor tool sets and upgrades o Design, development, implementation and improvement of Data Warehouses and associated presentation layers  ITSMS Continual Service Improvement Program Design and Implementation o Implementing the ITIL CSI book to establish formal Service Improvement Programs o Using Quality Management Tools and techniques for collaborative continual improvementThe services listed above are provided using flexible methodology that is optimised to provideacceptable levels of Total Cost of Ownership while ensuring quality of delivery.We excel in working collaboratively with your internal staff to create custom built IT ServiceManagement Systems that deliver valuable outcomes to your customers.Our Resource pool includes - Transformation Architects and Subject Matter Experts - Competency Development Specialists - Tool Architects - Program Management Resources - Technical Support Resources (Onsite and Offsite)For Further details contact: sukumard@actionresearchfoundation.com Page 11