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ITIL: State of the Nation

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The widespread popularity of ITIL has resulted in unprecedented levels of adoption globally. ITIL V3 has been with us for almost 2 years, yet there has been very little information available about its uptake... until now! Commissioned by Hornbill, “ITIL – The State of the Nation” was the first international survey of its kind. Using research from over 500 organizations, this session answers many of the questions practitioners have been asking. If you are considering adopting ITIL, contemplating upgrading from v2 to v3, or wish to benchmark your maturity levels against other adopters, this session is not to be missed.

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ITIL: State of the Nation

  1. 1. ITIL - State of the Nation International survey on ITIL adoption Patrick Bolger Patrick Bolger Chief Marketing Officer Chief Marketing Officer
  2. 2. Agenda • My background • ITIL – State of the Nation Research • Planning your ITSM Journey • Changing the perception of IT • How technology can help • Moving beyond ‘small circle’ ITIL • Q&A
  3. 3. My background • Technical background • Managed a service desk at British Telecom • Appointed Technical Services Director at IDS • Joined Hornbill as VP Sales & Marketing in 1998 – Chief Marketing Officer in 2007 • On the Board of a number of industry groups • Co-authored “How to do Release Management” for itSMF UK • Seen hundreds of Service Desk implementations • Mentoring customers to get the most from their ITSM initiatives
  4. 4. ITIL v2 & v3 ITIL: State of the nation 2009 International survey on ITIL adoption Whitepaper authors: Patrick Bolger, Hornbill Ken Turbitt, SMCG Ltd
  5. 5. Survey demographics • 784 Surveyed – 514 Fully completed • 50% UK, 38% USA, 12% ROW • 96% Management functions, including 13% at CIO level
  6. 6. Survey demographics – Organization size • Wide range of organizations • Majority were enterprise 10,000+ employees • ITIL has appeal with small to medium sized businesses - 25% <1,000 employees
  7. 7. Top drivers for adopting ITIL
  8. 8. Greatest challenges when adopting ITIL
  9. 9. ITIL – v2 or v3
  10. 10. ITIL v2 adopters
  11. 11. ITIL v2 adopters
  12. 12. ITIL v3 adopters
  13. 13. ITIL v3 adopters
  14. 14. ITIL v3 adopters
  15. 15. Benefits realized (v2 and v3)
  16. 16. Benefits Sought vs. Realized
  17. 17. IT relationship with business executives
  18. 18. Maturity Levels – ITIL v2 and v3
  19. 19. ITIL: State of the Nation - Survey Highlights ITIL v2 Adopters • Large number (30%) adopted v2 in the last 2 years (since v3 release) • Majority (52%) sticking with v2 for now • Intend to mature v2 processes before considering v3 ITIL v3 Adopters • Although the Lifecycle approach is the top driver, it is not being implemented • Cherry-picking of processes still evident • Mainly popular v2 processes being upgraded Business planning and engagement • Getting better, but substantial room for improvement • We need to get out more… • Adjust the mindset from Servers to Services Overall ITIL (v2 & v3) Maturity levels still quite low • Only 32% reasonably high to very high levels of maturity • 68% medium to low levels of maturity
  20. 20. Planning any journey Stage 1 Stage 2 Stage 3 Stage 4 Destination Start
  21. 21. Identifying your starting point High Influence on the Business Value Network Focus Business Focus Customer Focus Service Focus Low Technology Focus Role of IT in the Organization ITIL v2 Books – Planning to implement Service Management
  22. 22. The Focus of IT Value Focus IT customers are the customer of the organization Business Focus IT is perceived as an internal business partner Customer Focus IT has a single strategy and is focused on the customer, but is perceived as an external supplier Service Focus IT focused on integration and delivery of end-to-end IT services (business solutions) Technology Focus IT focused on technology. Infrastructure and applications treated as separate and largely unrelated domains Source: Pink Elephant, Cultural readiness for ITSM
  23. 23. Characteristics • Business revenue is directly generated by the sale of IT Services to external Value Focus customers • IT based services and their digital transactions are perceived to be integral and synonymous with the business processes they support IT IS The Line • Market share and stock price are influenced by the market’s perception of the quality and stability of IT capability. • IT Executives are part of the strategic business planning processes Business Focus • The CIO has oversight and responsibility for other departments outside of traditional IT function (e.g.. facilities, processing, fleet mgmt.) • IT measures it success in terms of business transactional volume / availability IT Supports The Line • IT Services are understood to support the business process Customer Focus • The IT organization is understood to be an enterprise function made up of both internal and external suppliers • Enterprise governance is mature enough to enforce standards across all IT groups IT Service Provider • IT is taking and fulfilling orders from its business customer • Shared Services Organizations are establishing common services and processes Service Focus • Service level agreements are based on services rather than technology • IT Services are typically defined as infrastructure and user based services Application vs. Infrastructure • IT Domains / Depts. (Database, Servers, Desktop, etc..) Technology Focus • IT Operations • Infrastructure Organizations • Network Technology Silos Source: Pink Elephant, Cultural readiness for ITSM
  24. 24. ITIL v3 Processes mapped to focus • Service Strategy Value Focus • Service Portfolio Management • Financial Management (costing and charging) • IT Service Continuity Management Business Focus • Demand Management • Transition Planning and Support • Service Portfolio Management (CSI Focused) • Financial Management (service based costing) • SLM (Business Relationship Management) Customer Focus • Service Catalog Management (business customer focused) • Capacity & Availability Management • Enterprise IT Supplier Management • Knowledge Management • Service Portfolio Management (Project Focused) • Service Level Management (SLA & OLA) • Release & Deployment Management (SVT & Evaluation) Service Focus • Service Asset & Configuration Management • Problem Management (Proactive) • Information Security Management • Request Fulfillment / Event Management • Service Catalog Management (IT & user focused) • Service Desk • Incident Management • Problem Management (Root Cause Analysis – Reactive) Technology Focus • Change Management • Access Management • Logical and Physical Device Security • Capacity, Availability, Event (component / domain) Source: Pink Elephant, Cultural readiness for ITSM
  25. 25. The reality of ITIL Adoption High Influence on the Business Value Network Focus ITIL v3 Business Focus Customer Focus Service Focus ITIL v2 Low Technology Focus Role of IT in the Organization
  26. 26. A Bite-Size approach to ITIL makes sense Market experience shows it works • Increase service quality • Improve customer satisfaction • Increase IT efficiency • Financial return Successful adopters keep it simple • Focus on the Service Desk – IT’s ‘shop window’ • Introduce a service culture • Use the most commonly adopted ITIL processes • Deliver quick wins • Prove ITIL is beneficial to your organization • Plan the next steps in your Journey
  27. 27. Remember the top drivers for adoption
  28. 28. The IT Crowd – Truest Moment Ever
  29. 29. Perception is Reality • How we see ourselves is not always how our customers see us • How we are perceived by our customers? • How to they perceive the services we provide? • Can we identify priority services for each customer? • How well do we keep customers informed? • Are we communicating in their language?
  30. 30. The wayThe way itbe… it should is… Priority Effort
  31. 31. ITSM needs the Human Touch Although Process and Technology are important, remember that People… • report incidents to the Service Desk • participate in Service Review Meetings • respond to the Service Delivery Manager • review trends on service performance • take ownership of issues impacting service • take action to avoid service degradations • identify the metrics that are meaningful • establish the baselines for service quality • coach staff on performance to goals
  32. 32. ITSM needs the Human Touch Service Desk tools can promote the Human Touch
  33. 33. How tools can promote the Human Touch
  34. 34. Breaking through the glass ceiling Beyond Bite Size Bite Size ITIL
  35. 35. We look to ITIL to reduce IT pain • Never enough resource • Constantly fire-fighting • Difficulty prioritizing calls • No policy for incident reduction • Same issues resolved again and again • No time to look at common trends • New services ‘chucked over the fence’ • Inadequate testing before deployment • Knowledge in people’s heads • Poor communication with customers • Customers have no visibility of issues • Loose Service Level Agreements • Metrics of little business value • Hard to measure improvements • Service Desk staff don’t know enough about the business or the customer
  36. 36. Why are we failing to go further? ITIL is an effective pain killer • There is a real need for anything that helps • Good for what ails you • Works and is seen to work • We see huge improvements when it is first administered However… • It doesn’t remove the true cause of pain • Masks the symptoms of pain and impedes diagnosis • Used unwisely and unselectively • Addictive and un-monitored
  37. 37. A tonic with familiar ingredients Service Desk SLAs Service Level Management Invest Incident Catalog Improve Problem Change Core processes make up a solid, logical small circle that is… Release – Easily understood – Can be supported by tools Configuration CMDB – Little need to engage the business Availability
  38. 38. Small Circle ITIL Simply improves the Painkiller
  39. 39. What are we treating? The Pain Not the Cause • Never enough resource • Lack of Business/IT planning • Constantly fire-fighting • IT Metrics of little business value • Difficulty prioritizing calls • No financial transparency • No policy for incident reduction • No capacity planning • Same issues resolved again and again • Inadequate testing • No time to look at common trends • No acceptance criteria • New services ‘chucked over the fence’ • Insufficient communication and • Inadequate testing before deployment management of customer expectations • Knowledge in people’s heads • Little training (users, support…) • Poor communication with customers • Loose Service Level Agreements • Customers have no visibility of issues • Loose Service Level Agreements All addressed by Service Design • Metrics of little business value • Hard to measure improvements • Service Desk staff don’t know enough about the business or the customer
  40. 40. Service Design enables us to consider… • Infrastructure • Application • Processes • Training • Testing • Deployment • Acceptance • Suppliers • Projects
  41. 41. Service Design helps to avoid…
  42. 42. The cost if you do nothing • Lost opportunities to improve service and reduce end to end service costs • Continuation of ‘surprises’ to service organization and users • Continuation of unavoidable costs • Prevention is better (and far cheaper) than cure • Small circle ITIL – Is a sensible starting point – Will provide initial relief from the symptoms of pain – But it’s not a long-term treatment strategy
  43. 43. Avoid the most common mistake Beyond Bite Size Bite Size ITIL
  44. 44. Sources • ITIL State of the nation (download) http://www.hornbill.com/itilstate • ITIL V3 – The opium of ITSM Kevin Holland & Brenda Peery • Cultural Readiness for ITSM Pink Elephant • Service Management with the Human Touch (download) http://www.hornbill.com/newswire/temp/HTmailerregform/
  45. 45. The Question Process Answer Provide Questions? Known Answer Y Y N N Thank State that time Audience has run out Move to Next slide
  46. 46. Thank You Thank You for attending this session Please fill out your evaluation form Contact Hornbill USA & Canada: +1 972 717 2300 EMEA: +44 208 582 8222 Email: info@hornbill.com http://www.hornbill.com Patrick Bolger Chief Marketing Officer patrick.bolger@hornbill.com

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