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Itsmf successful itsm transformation v 1 - 28-11-2013

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  • 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 skeptical as they have seen initiatives to implement ITIL and other such frameworks or tools, fail to deliver on promises, 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 either Processes or technology tool and the ensuing treatment of these initiatives like any normal project for 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 and needs to be implemented in a sustainable and extensible manner and moved from development to sustenance the way any business process is established.A continual improvement engine will be a visible and integral part of the DNA of an organization that follows the principles of IT service Management.
  • Do not explain the triangle diagram, it is coming laterStress on the Common Sense part, the knowledge and standards are one thing. But remember that a Steam Shovel should not be used where a Spade is required.Cant Change every thing in one go, need to climb a ladder step by step.
  • This is a common feature of the Technology Pillar based reporting. The service desk wishes to console the management that it is performing all its roles well and restoring services and full filling service requests within agreed targets.This kind of weekly or monthly review focus on what it considers as performance and quality measures but these measures are inward looking and its very likely that they are always going manage to meet the targets and show green.Taking the service oriented view and applying principles of Customer Value outcome future, we need to process the data a bit differently, look at the example given above. The Weekly report effectively hid this story about why customers were calling.The chart above shows an increasing trend in incident reports at the service desk for End-user Desktop Services. Now Desktop Services though they may not be as exotic as Big Data Analysis in the company plays a very vital and pivotal role in the supply chain. If everything else in IT works very well but the Desktop or Laptop or other personal computing infrastructure and software are not working, the business process is going to be impacted big time and in many cases the business is not able to transact sales or other income generating processes.What we see is a sudden big increase in calls to the service desk. While this picture looks simple, remember it is an extract of the mass of data, for a specific service channel over a specific period of time. To be able to do this for all services across the enterprise a Service Oriented Framework is required.One interesting aspect of this story is that these analysis were undertaken by the Action Research Project Team, using the Automation layer for which they had provided Foundation Data for configuring the SOA. The next slide shows the technical support group which has the primary ownership of both software and hardware configuration and support services. It is intresting to note what happens when they are internally focused as well.
  • Wow…. Its moving lower and has crossed the previous low and still headed down….This is what we mean by the term Paradigm Shift from Technology to a Service Oriented Management which delivers Valuable Customer Outcomes
  • The Internal focus of the Wintel Technical Support Group that owns and supports all business End User Personal Computing requirements, shows them taking specific action to reduce their call load and have demonstrated substantial reductions in their Incident Occurrence Profile, See Slide Above.Everything seems good and both the line management and the executive management of the technology pillars are very happy and proud of the achievements and the well-deserved award.Action Research goes deeper than this……They want to know what are the reasons for this wonderful achievement, is it really possible to provide a Data Trail for this reduction?The next slide provides a clear insight on what has happened and where the reductions were realised from.We must not forget our previous slide however, that shows that Incidents faced by Business Process Operators, stemming from their core personal computing devices is very volatile and substantially higher than in the previous periods.These reports are pointing away from each other. The technical group is showing a dramatic reduction in Incidents, while the customer facing group is witnessing a growing number of calls for their core services which impact all other IT services.So the first step in the mystery is to understand why the reduction in the Wintel Group Incident Trend is not reflecting in the Customer Contact for Personal Computing Trend which is showing exactly the opposite growth.
  • This is a common feature of the Technology Pillar based reporting. The service desk wishes to console the management that it is performing all its roles well and restoring services and full filling service requests within agreed targets.This kind of weekly or monthly review focus on what it considers as performance and quality measures but these measures are inward looking and its very likely that they are always going manage to meet the targets and show green.Taking the service oriented view and applying principles of Customer Value outcome future, we need to process the data a bit differently, look at the example given above. The Weekly report effectively hid this story about why customers were calling.The chart above shows an increasing trend in incident reports at the service desk for End-user Desktop Services. Now Desktop Services though they may not be as exotic as Big Data Analysis in the company plays a very vital and pivotal role in the supply chain. If everything else in IT works very well but the Desktop or Laptop or other personal computing infrastructure and software are not working, the business process is going to be impacted big time and in many cases the business is not able to transact sales or other income generating processes.What we see is a sudden big increase in calls to the service desk. While this picture looks simple, remember it is an extract of the mass of data, for a specific service channel over a specific period of time. To be able to do this for all services across the enterprise a Service Oriented Framework is required.One interesting aspect of this story is that these analysis were undertaken by the Action Research Project Team, using the Automation layer for which they had provided Foundation Data for configuring the SOA. The next slide shows the technical support group which has the primary ownership of both software and hardware configuration and support services. It is intresting to note what happens when they are internally focused as well.
  • The trends have done their Job, they have raised a question that is critical to answer? Trends and Pateros are like Movies and Still Photos. Trends show the Dynamics While a Pareto captures a picture of a Static State for a given position, or range of positions, on the trend.To help us to get to the bottom of this mystery, lets break up both diagrams using a Pareto Chart to count the reasons why people are calling the Desk. This picture extracts data for the period and filters the tickets which were related to the End User Support Service Channel owned by the Wintel Services Group. Again the SOA embedded into the Foundation Data Configuration like the CTI of Remedy, enable the researcher to use drill down features.It shows the top three causes for Customer Contact being.Desktop SoftwareDesktop HardwareCall not CompletedTo focus our study we will rule out the desktop Hardware, the second highest, as Laptop and Desktop Equipment are supported by another 3rd Party Vendor. Call not Completed is a Service Desk Management Internal Issue. Desktop Software on the other hand is owned and supported by the Wintel Group. Let us now look at their Pareto.
  • The above Pareto is now drawn by breaking down the Desktop Software Channel Ticket count into the next level by counting the Services for which the Customers called the Service desk.We find the top 3 services for which customers keep calling, in fact one in three customers have called for the Service channel during this period.Top 3 Services for Incident ContactMS Outlook E Mail ServicesCitrix Virtual Desktop ServicesInternet ExplorerProjects were done for the first two during the program, this story however is about the Citrix Virtual Desktop Services.Somebody here is doing the same thing again and again. Customers are calling saying that their Citrix Service is not working and that they are not able to access their business services. Who or which group in the supply chain is fixing this problem again and again in the same way, what is the reason for these people to call etc.,The next Slide illustrates the situation in a typical Technology Pillar shop.
  • We find from this picture that the two Service Desks are providing the resolution and this is done without escalation to the Support Group. Actually this is very good performance by the service desk from an internal view point.Also from the support groups view point they get a very small fraction of the tickets to their Queue for resolution. This speaks of a very stable system with Hygiene issues that the L1 can fix.However we came looking for answers, and we have many more questions….For instanceWhat is the resolution that the Service Desk is applying?Are they doing the same thing again and again?Why did the number of contacts from customers for the Citrix Service Suddenly Jump did it have anything to do with the new version roll out?Does the Service Owner – The Wintel Group know about this increase in calls and has anybody asked them if something more can be done to eliminate the reasons for calling?The problem here is that no one is asking this question…..Therefore it is not clear who should bell the cat?
  • The most visible aspect of the paradigm shift will be visible in the ways of working The new paradigm works on the principle that all the people in the Services supply chain are responsible for customer outcome. Therefore in situations such as these they work together to understand, identify and eliminate the reasons; why the customer calls.This means that everyone gets together shares their knowledge of the situation and the technology, put their heads together, identify the root cause, follow processes to make changes where required and remove the very reason for the call.Let's see what the benefits of this collaborative action is.
  • Supply Chain Management is all about collaboration.Using best practices the problem was analysed, agents provided many valuable pointers and their approach for fixing repetitive issues was studied. Many of the issues were related to the Threshold which had been set for the time that the Citrix Application will be an Open Session after last use by the customer.As no identifiable rationale was provided for the 3 hour auto logout threshold, it was decided to reduce the time to 30 Minutes…… This was done to the configuration of some 400 servers.The next slide shows a verification of the effectiveness of this action to eliminate underlying cause for customer contact
  • Wow…. Its moving lower and has crossed the previous low and still headed down….This is what we mean by the term Paradigm Shift from Technology to a Service Oriented Management which delivers Valuable Customer Outcomes
  • Transcript

    • 1. Successful ITSM Transformation Using EA & Kotter’s 8 step Process for Organisation Change Management Sukumar Daniel Managing Consultant, Action Research Foundation itSMF India Conference, Bangalore, 2013
    • 2. Need for Stability in a Changing World BACK GROUND 2 Intellectual Property of Action Research Foundation
    • 3. ICT in times of Economic Turmoil  Changing Needs     Enterprises are seeking to leverage Information and Communication Technologies to support and enhance their ability to survive, compete and grow in a depressed and uncertain environment. Organizations are struggling with costly, fixed, ageing application and infrastructure portfolios that limit or prevent them from responding to changing and volatile business conditions. The challenge for the CIO is to navigate this turmoil today, while also building a foundation for success tomorrow. Current economic realities are driving changes to enterprise priorities, which in turn, are driving changes to the CIO’s IT priorities. To survive and thrive in this uncertain economy, organizations are re-prioritising their IT programs and projects and leveraging service management best practices with an automation layer. Intellectual Property of Action Research Foundation 3
    • 4. Is it really true that 95% of ITIL projects don’t deliver on promise? My interest lies in While there is no figuring out what formal data available, organisations in the 5 % discussions on Linked are in quote anywhere doing to get success.. to 65% from 95 4
    • 5. Issues that impact success  Lack of clarity in Objectives      No clarity of the End State and its impact Not connected to Customer Outcomes Not managed as an organisation Change initiative       Focus on Maturity Gap Analysis Not connected to real world problems Mono Focus on Process – ITIL Implementation Mono Focus on Tools – Replace existing tools as it does not meet needs Not including operational staff in design and development of the ITSMS Excluding Vendors from the scope Not focused on establishing PDCA in the DNA of the IT SMS Strengthening Technology Silos instead of building Supply Chains (end to end SOA) 5
    • 6. Need of the Hour – Paradigm Shift To IT Service Management From Technology Management FlexModeIP SOA Framework Before After 6
    • 7. Service Management 101 - Quality is the Customers Perception!  What is the Best Car in the World?  Could depend on any of the following!  How does it Look?  How fast does it go?  How Spacious is it?  How much does it cost to run?  How often does it need repair?  What does your wife / Girlfriend / Neighbor think about it? 7 Course Ref: ARF-PITSMTITSM10102 V1.0
    • 8. What is the True Measure of Car Quality for a Customer? What is the Best Car in the World?  What do you think is the official Global Hurrah Japan Guess Which a Car? Measure of the Quality of Car ! Manufacturer has It’s Lowestevery The Toyota been winning,  Can you Guess Which Car Company Makes it? Number of year, for many Unscheduled Visits years?  It is only one Sentence……………….. to the Service Station A Clue 8 Course Ref: ARF-PITSMTITSM10102 V1.0
    • 9. What is the best Measure of IT Service Quality for a Customer?  What does the IT Service Customer (End User) Really want? Quick Response to How and the Requestscan we It should be a Single Sentence similar to the achieve Least Number of Global Car Quality Measure this Trouble tickets in a practically? running Service! 9 Course Ref: ARF-PITSMTITSM10102 V1.0
    • 10. Toyota’s Secret Success Formula Kaizen Continual Improvement In The Kanban In the Shop Floor 10
    • 11. PDCA – Its not about where you are today, Its about where you want to be tomorrow! ISO 20000 ISMS Standard has the PDCA embedded in its DNA 11
    • 12. Architecture Makes the Difference CUSTOM BUILDING YOUR IT SMS SOA FRAMEWORK USING FLEXMODE 12 Intellectual Property of Action Research Foundation
    • 13. Enterprise = objectives, Strategies, Supply Chains & Measurement Objectives Met? An Enterprise is started The Operations Engine consists of a by one or more supply chainpeople of service with an objective (for management systems using making Profit?) business process chains supported by an ICT automation layer strategies to reach the objectives are then created Strategies are converted by an ICT Enabled Supply Chain Operating System consisting of People, Processes, Products and Partnerships to provide Means to reach Objectives Feedback for Strategy 13 and OS Improvement
    • 14. What are Supply Chain Service Management Systems? 4 Dimensions of IT SMS People & Roles Policies & Processes Partners Automation Layer Tools – Application Software specific to the Management System Other Management Systems • • Finance Management System Purchase Management System • • Customer Relations Management System Inventory management system 14
    • 15. Can you build this without using Architectural principles? 15
    • 16. How does an Architect Convert your Dreams into a House? First the Dream Then Discussions Then The Architects Sketch Then Engineering Specifications Layer 1 Layer 2 The Final Outcome Then Technician Builders Layer 3 Layer 4 Layer 6 The Result Layer 5 16
    • 17. Architectural Principles for constructing Executive Perspective your IT SMS SOA Framework Scope Contexts Business Concepts Architects Perspective Roles & Perspectives Technician Perspective System Logic IT Group Perspective Abstraction Layers Business Mgmt Pers Engineer Perspective Tool Components Operations Instances Technology Physics 17
    • 18. Architects use Standards and Specifications (for IT SMS) Successful Implementation depends on how you use your common sense to create Policies, Processes and Procedures and Manage them to meet the unique requirement of your enterprise and not ISO or ITIL 18
    • 19. FlexModeIP Method Framework International Standards & Knowledge Bases Methodology Business Objectives Knowledge Bases Action Research to Establish a Baseline and Operate PDCA Cycle to keep moving to the next Baseline Architecture and Process embedded in ITSM Application used to establish a Baseline Foundation Stability in a Changing World Improving Capability Maturity Architecture Driven Service Oriented Process Approach to culture Change A world In turmoil of Change 19 Intellectual Property of Action Research Foundation
    • 20. FlexModeIP Next Generation, Custom Built IT Service Management System Transformation Solutions Offering DRIVING THE ESTABLISHMENT OF THE FIRST BASELINE 20 Intellectual Property of Action Research Foundation
    • 21. The FlexModeIP Transformation Process Life Cycle Basis Source: Kotter’s Framework R e s e a r c h      A c t i o n    Establish a sense of urgency Create the guiding coalition Develop a Vision and Strategy Communicate the Change Vision Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture 21 Intellectual Property of Action Research Foundation
    • 22. 1. Creating a Sense of Urgency  Finding the Right Cause     There is always an underlying aspect that everyone knows about It is mostly connected with something the business is doing It could also be connected to a series of disasters It could be connected to poor relationships that the CIO is having with his peers in the business 22 Intellectual Property of Action Research Foundation
    • 23. 2. Creating the Guiding Coalition SOM Tools Group Technical Support Service Desks SDM Governance - HPD Module SPOC Service SPOC Q Group Technical Support EUS Support Groups SDM Service Quality Monitoring Group Service SPOC Service Facilitator E Learning Training Program Development Learning & Development Training Program Management (CDM) Application Support Groups SDM Service SPOC Module SPOC Module SPOC Change Management Group Problem Management Group Service SPOC Infrastructure Support Groups SDM Change is usually easier to achieve when those affected by the change are involved
    • 24. 3. Develop the Vision and Strategy A journey without a destination is just wandering “If you don’t know where you are going, you will end up some place else” – Campbell. 24
    • 25. Outcome Planning Wheel – 4+1 Questions 3. What are the Specific Criteria of Success? 5. What will you do to ensure success 4. What or who can confirm these changes? 1. What Business needs will be met? 2. What will executive leaders and their Reportees do differently? 25 Source: 7 Disciplines of Breakthrough Learning
    • 26. 4. Communicate Change Vision Enterprise SOA Service Modeler Your Existing or New Service Management System and Apps Enterprise SOA Analyser Data Warehouse and Miner Continual Improvement 26
    • 27. ITSM Service Delivery Model Service Oriented Management Architecture Enterprise Business Organisation Customer Side Distribution Marketting Business Area Business Area Business Area Locations Locations Purchasing Finance Locations Locations The Service Desk – Single Point of Contact for IT users CIO’s Organisation/s – IT Service Provider/s to the Enterprise Application Services Marts Supply Side L1 Service Channel App Supplier Infra Supplier Process support A p p S r v A p p S r v A p p S r v End User Services Marts App Supplier Infra Supplier Process support L2 L3 Service Channel App Supplier Infra Supplier Process support Shared Network Infra Shared DC Infrastructure D e s k T o p Infrastructure Services Marts Intellectual Property of Action Research Foundation E M a I L O f f A u t o App Supplier L1 L2 Infra Supplier L3 Process support 27
    • 28. Service Supply Chain – What, How, When, Who, Where & Why SLA Contact Center Business Service OLA App Support Service Owner OLA Network Services DC Infra Services Fire Wall AMC 3rd Party Support Asset Management MS Server OS MS Outlook Server WAN Email Service End User Outlook Client & Local Mailbox LAN MS SQL Server On Line SD Network Equipment Providers WAN Providers Anti Virus & Mentoring Server Clusters Shared Storage MS IIS Server Spam Filter 24 Hour Ops. Off Line SD UPC DSS Application Support Network Support Hardware Vendors DSS Vendors L1 Support Server Support L2 Support L3 Support Intellectual Property of Action Research Foundation Asset Manager 28 L3 Support L4 Vendors
    • 29. Service Marts - Lessons from how Supermarkets are organised Departments have Aisles Containing Products Departments Food Music Instruments Clothes Course Ref: ARF-PITSMTITSM10102 V1.0 29
    • 30. FlexModeIP IT Services Mart Concept Supermarket for IT Services Corporate IT Service Super Market Department = Mart IT Service marts IT Service marts Services Services Services Services Services Services Services Services Services Course Ref: ARF-PITSMTITSM10102 V1.0 IT Service Channels Services Services IT Service Channels Services IT Service Channels IT Service Channels Aisle = Service Channel Services Services Product = Services Services Services 30
    • 31. An Integrated framework for Incident Classification and Resolution Categorisation Classification Captures User Details and Symptom Experienced or Service Request of the caller (End User) Resolution Action Local Area Network Replaced Mother Board Replaced Cable Replaced Network Card Changed Connector Cables Wide Area Network Re Booted Switch Closure Action Fire Wall Cables Replaced Cable Network Card Changed Connector Web Server Replaced Switch Switch WAN Component End to End Service Map – MS Outlook Email Service Corrected Profile Setting Database Server Re-Created Profile Exchange Server Outlook Client Profile Outlook Client Incoming Call Classification • Identifies the Source Business Organisation of the Caller • Identifies the Business Area within the Business Organisation • Identifies the IT Service Channel Owning the Service pertaining to the call • Identifies the Service Pertaining to the call • Identifies the Symptom that the Caller is experiencing Point of Failure Incident Resolution Data Capture Intellectual Property of Action Research Foundation Component of Point of Failure 31
    • 32. 5. Empower Employees for Broad-based action SOM Tools Group Technical Support Service Desks SDM Governance - HPD Module SPOC Service SPOC Q Group Technical Support EUS Support Groups SDM Service Quality Monitoring Group Service SPOC Service Facilitator E Learning Training Program Development Learning & Development Training Program Management (CDM) Application Support Groups SDM Service SPOC Module SPOC Module SPOC Change Management Group Problem Management Group Service SPOC Infrastructure Support Groups SDM Change is usually easier to achieve when those affected by the change are involved
    • 33. FlexModeIP Template – Globally Converged Service Inventory – journey through the abstraction layers Zachman’s Abstraction Layers Scope Contexts Row – Identified by the IT organisation Column. Business Concepts Row – Identified by Service Channel (Supply Chain) Column. System Logic Row – Identified by IT Organisation, Service Channel, Service, Symptom, Logical CI, CI Component, Resolution Action Technology Physics – Identified by the Symptoms Column along with the Resolution Framework 33
    • 34. Updated in SMS Automation Layer as Foundation Data – Component Assemblies and Operations Classes Zachman’s Abstraction Layers Component Assemblies – Foundation Data Configured in Remedy Service Desk Operations Classes – Incident Management and Problem Management Modules 34
    • 35. Front Office – User Portal, Back Office – Engineer Portal 35
    • 36. 6. Generate Short Term wins End User Services Weekly Incident Trend is growing at the Service Desk
    • 37. Incident Ticket Count Effectiveness verifiable in Citrix Service Incident Trend Declining Trend Demonstrated, (lowest levels in 6 months)
    • 38. 7. Consolidate Gains and Produce More Change 38
    • 39. 8. Anchor New approaches in the Culture Identification of Top 3 Issues with a Service for Improvement Resolution Framework Classification Framework Incident Rank - Service Channel Select Business / Country View Service Channel Incident Rank - Closing Action Performed on Component Extract Sample Data for RCA 100 80 60 80 Select Component View Actions 60 40 40 20 20 0 Srv Chn 1 Srv Chn 2 INC Count 0 Srv Chn 3 Application SR Count Incident Rank -IR for Services In Channel Select Service Channel View Service IR DB Srvr Incident Rank - Logical CI from Service 80 60 60 40 40 20 Select Logical CI View Component 80 20 0 Service 1 Service 2 0 Service 3 Module 1 IR / SR Count Module 2 Module 2 IR / SR Count Incident Rank - Symptoms in Service Select Service View Symptoms App Srvr IR / SR Count Incident Rank - Logical CI from Service 80 80 60 Select Service or Symptom View Logical CI 60 40 40 20 20 0 Symptom 1 Symptom 2 Symptom 3 0 Application IR / SR Count Intellectual Property of Action Research Foundation App Srvr IR / SR Count DB Srvr 39
    • 40. Key Success Factors    Continual Sponsorship from executive management for instantiating programs to manage multiple, simultaneous, Iterative, projects; operated as “Transformation and Change Initiatives” that impact all four dimensions of People, Processes, Tools and Partnerships. Actively creating and promoting collaborative relationships for sharing responsibilities between the personnel in service supply chains; operating Business Process , the IT Service Delivery and the 3rd Party Service Providers. Organisational policy and personal performance target reviews which motivate and encourage collaborative working between all groups operating the supply chain. 40 Intellectual Property of Action Research Foundation
    • 41. Key Success Factors    Adopting automation assisted approaches to manage SDLC and its integration with Service Management Systems across the end-to-end Supply Chain, using Enterprise Architecture and SOA Principles for building the IT SMS. Effective use of available and evolving technologies to create, access, analyse and improve performance and quality measures by establishing a single source of truth, Business Intelligence, data warehouse, to iteratively improve the Service Management System’s capabilities Effective Governance by Business, IT Service Management and 3rd Party Managed Service Provider Executives. 41 Intellectual Property of Action Research Foundation
    • 42. Question Time OPEN HOUSE 42 Intellectual Property of Action Research Foundation
    • 43. A case study from a real life FlexMode Project ANNEXURE 1 – PRACTICING CONTINUAL SERVICE IMPROVEMENT 43 Intellectual Property of Action Research Foundation
    • 44. Traditional Management Silo Performance Monitoring – Wintel Support Group Wintel Services Support Group Weekly Incident Ticket Trend is Declining The Kitchen
    • 45. New Paradigm – Customer Outcome as basis (Contacts at the Service Desk) End User Services Weekly Incident Trend is growing at the Service Desk
    • 46. Customer Contact issues at Service Desk for End User Services End User Services, Service Channel Top 3 Issues
    • 47. 1 in 3 end user has called in with a Desktop Software Issue MS Outlook and Citrix Services are the biggest sources of Incidents and impact the whole organisation Veg & Meat Cutting
    • 48. The Technology Silo (Support Group) resolves an insignificant number of DS Incidents Who is Responsible for reducing End User Calls in the Citrix Service? Veg & Meat Cutting Resolved by L1 Service Desk Resolved by L3 Wintel Support Group
    • 49. IT Service Management System Transformation The Required Paradigm Shift in Culture To IT Service Management From Technology Management Let's See What Can Happen FlexMode SOA Framework When the Paradigm Shifts IP Before After
    • 50. Effectiveness of Boundary Less Behavior ! L1, L2 & L3 work together to operate the problem management process, perform root cause analysis, create a change and eliminate one of the underlying causes of Incident Generation Application Not Responding (53%) Network Latency High Load on The System (15%) Idle Sessions Citrix Server Disconnected Sessions Specific App Server Time out values changed from 3 hours to 30 min Specific Database Server CR# CM010043 CR# CM012084 CR# CM014181 raised to cover remaining servers ACTION – reduce Time out from 3 hours to 30 minutes. Increase in concurrent Sessions Unable to launch application User Error Client Configuration Client Issues (32%) Primary Root Cause -Time out Value Parameter High leading the symptom of unable to launch application
    • 51. Incident Ticket Count Effectiveness verifiable in Citrix Service Incident Trend Declining Trend Demonstrated, (lowest levels in 6 months)
    • 52. Case Studies PROOF OF THE PUDDING IS IN THE EATING Intellectual Property of Action Research Foundation 52
    • 53.    “Sukumar has been a great to work with. His passion to drive change at the Organisation level was amazing. He was able to cut thro' all layers of Management  and get the buy-in from the people. He was able to get the organisation adopt a stepchange approach to ITSM initiative and steer the organisation strategy to align to  the new paradigm of Continual improvement and Problem Management” August 28, 2011, Clement C Jayakumar, Intellectual Property of Action Research Foundation Head Quality Tesco HSC. Played the Role of Head People Stream of the Change Initiative Created the Integrated SDLC - ITSM SOA Architecture for UK operations and Scaled it to 18 Countries in 2 years Produced and Mapped 250 Services on an end to end basis in the using custom built SOA framework tailored using FlexMode, Configured and released, Incident, Change and Problem on ICCM tool set. Created Transformational Metrics reporting delivering complete transparency of quality of service across the enterprise and Embedded Continual Improvement in the DNA of the Operating Model, by impacting Management Review 53 Agenda and tracking methods.
    • 54.  Strategic Drivers      Build the People – Process – Tool – Partnership relationships and IT Service management architectures required for establishing a converged global model and for transitioning from multiple IT service provider entities into a single entity; with most services, converged into and supported out of HSC Bangalore. Operational Drivers      Improve IT Service Delivery to Tesco IT Users. Replace multiple ITSM tools with a BPM driven process management tool and establish best practices (ITIL and ISO 20000). Build a Tesco Operating Model that will first be adopted by the UK based Businesses and then scaled up to a global model. Transform Ways of working from managing technology to participating in a Service Supply Chain on an end to end Basis. Change the focus on meeting Service level Agreements to a focus on providing effective resolutions within agreed timelines. Embed the continual improvement cycle of PDCA in the DNA of the way staff provide and support IT services to Tesco Customers Uniform operating model across all service support groups, building portability and flexibility for staff working in Tesco Executive management Drivers  Provide transparency into the quality of IT Services provided to multiple business groups across the Tesco landscape  Provide mechanisms to establish monitor and report on various performance criteria required for effective IT service management. Provide mechanisms to identify and mount Service Improvement Programs to continually improve the effectiveness and quality of services provided to Tesco IT users.  54 Intellectual Property of Action Research Foundation
    • 55.   Intellectual Property of Action Research Foundation Used Enterprise Architecture Principles to create and embed a Service Oriented Architecture Framework using the BMC Remedy Suite of Applications  “I would like to recommend Sukumar Daniel - the chief architect for our ITSM/Remedy program. Apart from his high calibre technical skills, he has great drive and teamwork abilities. He also has a very amiable personality behind a juggernaut temperament on project execution.” Probir Mitra, CIO, Tata Motors Ltd. FlexMode Based Program to Establish the IT Service Management System, operated by the CIO in a fully outsourced IT Service Delivery Regime. Achieved 1st Baseline of the SOA transcription in 30 Calendar Days  Established collaboration between 3rd party Service Providers for Application and Infrastructure Support across the Service Supply Chain on an End to End Basis.  Achieved visible and measurable improvement in capability to effectively manage the outsourced Service Providers while optimising costs in a measurable and verifiable manner. 55
    • 56.  Generated measurable real cost savings and demonstrated ROI by       Created the Business and Technical service catalogues and integrated the same for tracking and managing service levels provided by multiple service providers and configured the same into Remedy. Established End User Self Help by publishing the Remedy Web console, managed the development of Video based communication and personally authored all end user communication, including Mail Responses, notifications, IVR Script, Release Announcements, etc. Designed, configured and established Remedy based Incident Management process for managing service restoration. Consolidated more than 20 help desks across the country into a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contact for all IT services. Creating End to End Transparency of the IT Services for End User Services, SAP ERP Application Services for Supply Chain Management and Other Applications across multiple 3rd Party Service Providers with differing Underpinning Contract related Targets. Embedding SOX IT General Controls into the Incident and Change Management Processes using out of the box BMC Features to track the Change from the generation of a Change Request through to Post Release Validation. Achieved measurable reduction in effort and Time required by both Assessors and Technical Staff to organise and preserve documentary evidence required to demonstrate controls required by Statutory requirements of SOX Intellectual Property of Action Research Foundation 56
    • 57.  Established a Service Oriented Framework for IT Service Management      Created a Data Mining Tool using 3rd Party Presentation and Analysis Tools which were generated from a single source of Truth in the Remedy Data bases and used for Supplier Management Process Activities Closely coordinated with CIO Service Level Managers to rationalize SLA and establish Service Provider Underpinning contracts. Created capability for both Transactional and Transformational Metrics being available on Demand. Automated all service reporting activities with Drill Down features for Improvement Opportunity Identification and mounting Service Improvement Projects and Confirming Effectiveness Created the Automation Layer for Billing of Managed Infrastructure Services from IBM.   Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset Register using Discovery Based Automated using CCM and establishing the Golden Database for use in Invoicing for Managed Services. Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessment across geographies while enhancing quality of data resulting in stress free billing and invoice approvals for Pay By Use IT Infrastructure. 57 Intellectual Property of Action Research Foundation
    • 58.  Designed the configuration management processes and Re-Engineered the End User IT Asset Management. Designed and implemented a project to change the Host Name, of more than 11000 computers, as per a standard Mask across 80 sites, Automated the creation and maintenance of Asset Registers that provided details required for managing Vendor Owned assets deployed for a monthly fee and refreshed on a four year cycle. Established capability to provide cost centre based costing.  Designed the automated Infrastructure event Monitoring and management processes and project managed the Tivoli-BMC interfacing and created base lines of Business Service management Architecture in the CMDB using Automated Discovery.  Designed the Metrics based Review processes and provided the Measurement Methodologies, templates, graphical expressions for extracting the same from Remedy.  Instrumental role in establishing mechanisms to transform from reactive management to proactive management of IT services. Architected the Transition of ITSM services from Ford Infrastructure to the Jaguar Land Rover Infrastructure  “Sukumar is an expert in IT Service Management. He has helped us define what we need to do to integrate people, processes, technology and partners into provide a best in class IT Services function within an advanced engineering company.” October 9, 2009, Andy Fleming, IT Process and Controls Manager, 58 Intellectual Property of Action Research Foundation Jaguar Land Rover Ltd
    • 59. “I worked with Sukumar to restructure the IT processes by using the ISO 20000 framework and to improve the usage of Remedy as a supporting tool. He has been very instrumental in finding and explaining the right standard for our organisation and also due to his drive, enthusiastic nature he managed to get many people involved and to follow the path he designed. The ISO 20000 programme was managed by him. Today we are reaping the benefits of all these efforts. I enjoyed working with him and wish him all the best." Johan De Wit, Head of IT Governance and Project Portfolio Management, ING Bank, Netherlands. Intellectual Property of Action Research Foundation     Joint Chairman of the IT Change Management Committee and Senior Advisory to the ISO 20K Project for establishing a Process oriented organization. Transformed the CIO organisation to take its rightful role in enabling ING international to meet their business objectives for India. October 2005 to June 2007 Developed and Deployed the FlexMode framework V1.0 for aligning IT with business in a secure and managed outsourced environment using BMC 7.0 for the first time in India. Provided a Service Oriented Architecture for the CIOE Management Framework and Project Managed BMC Remedy ITSM Suite implementation using lean rapid deployment methods. 59
    • 60.  Establish a COE for IT Service Management which will oversee the establishment of an IT Service Management System required for transforming current Corporate Internal IT services organisation into a Shared Services Configuration compliant to the requirement of ISO 20000 International Standard for Service Management.  Establishing a Governance Structure for the effective implementation of an efficient and effective IT Service Management System to meet strategic objectives of Corporate IT  Ensuring that process Automation layer effectively embeds processes and provides Management Information required for establishing management control and continually improving customer outcomes  Ensures that Architectural Principles are Identified and deployed to put in place a Service Oriented Architecture Framework for the ITSM to transform from Technology Focus to a Service Oriented Focus.  Creating policies to meet strategic needs when the ITSMS is scaled up to cover multiple locations across the globe especially in the areas of Service Level Management, Prioritisation, Tracking across Geographically and technically diverse support groups and organisation.  Establishing capabilities required for corporate IT to become an Independent Shared Services Provider to the enterprise globally  To do the above using the principles and methodology outlined in the FlexModeIP paradigm shift framework for IT Service Management Systems  Intellectual Property of Action Research Foundation Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMS 60
    • 61. Question Time OPEN HOUSE 61 Intellectual Property of Action Research Foundation