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SIAM Skills Workshop, BCS, ITSM Review 17th Nov 2015


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Presentations from the SIAM Skills event a joint event with ITSM Review and BCS, held in London on 17th November 2015

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SIAM Skills Workshop, BCS, ITSM Review 17th Nov 2015

  1. 1. A joint event brought to you by BCS, The Chartered Institute for IT and The ITSM Review
  2. 2. Welcome & Open Martin Thompson, ITSM Review
  3. 3. This event is being filmed!
  4. 4. Slides MartinThompson2/presentations
  5. 5. Thank you to our sponsor
  6. 6. The ITSM Review The ITSM Review •  Independent voice since 2011 •  News, Reviews, Events, Networking •  Part of Enterprise Opinions network •  150K worldwide monthly visitors @itammartin
  7. 7. Agenda Time   Activity   12.00 – 12.30   Registration / Lunch   12.30 – 12.35   Welcome & Open: Martin Thompson, ITSM Review   12.35 – 13.05   When SIAM is Not Working:   Steve Ingall, iCore   13.05 – 14.05   SIAM Skills Workshop 1:   How do you build a SIAM practice,   Steve Morgan, Syniad IT     14.05 – 14.25     Break   14.25 – 14.45   Plenary:   An End User’s experience of SIAM   Karen Brusch, Nationwide   14.45 – 15.45   SIAM Skills Workshop 2:   How to Sell to Senior Management, Vawns Murphy   15.45 – 16.00   SMSG & Closing Remarks     16.00 – 17.00     Networking Reception in the Atrium   #SIAMskills
  8. 8. When SIaM is Not Working
  9. 9. Who am I / Why am I here? •  Steve Ingall, Head of Business Services for iCore Ltd •  Service Management Practitioner for 30+ years •  Working in SIaM for 30+ years •  ITIL / COBIT Qualified •  Worked with a multitude of organisations who: –  Aspire for SIaM –  Hate SIaM –  Had no idea about SIaM –  Want to visit SIaM –  Did SIaM and just didn’t know it •  Recently ran the iCore Masterclass on SIaM
  10. 10. What am I going to talk about? •  So much misunderstanding about SIaM •  What I think this looks like •  When it goes wrong •  Understanding what went wrong •  Putting it right
  11. 11. SIaM – What it is and what it isn’t Service Integration and Management is a cross-functional Service Management organisation that has an overarching responsibility to control and ensure that the Providers work in unison to meet the IT service levels agreed with the Business. It isn’t •  Service Integration is the process of linking together and orchestrating different component services and capabilities so as to provide your Business with an end-to-end service that delivers value. •  Systems Integration is the process of linking together different computing systems and software applications physically or functionally, to act as a coordinated whole.
  12. 12. A SIaM Model
  13. 13. Hyped3! •  It’s a new thing •  ITIL is the guarantee •  It must include the Service Desk •  Managing Agent doesn’t work •  It’s about outsourcing the admin stuff •  It’s system integration under another name •  If we call the Providers ‘The Ecosystem’ we’ve cracked it •  Everyone needs to use our tool •  KPIs can have teeth •  The existing in-house team will understand and adapt •  Once you are in, you can’t get out
  14. 14. When we get it wrong! •  Releases are made into ‘Live’ without passing testing and transition accreditation •  IT Services are in use that are not fully understood and are not capable of meeting the required SLA. There is a lack of understanding of the interdependencies between service components, resulting in poor impact and risk assessment •  IT Services do not have sufficient controls in place to assess performance and service reviews are fraught and ineffective •  Suppliers become competitive and deliberately non-cooperative •  No understanding of the relationships between business processes, business services and technical services, resulting in failure to meet required business outcomes which lowers customer satisfaction •  Confused points of contact for IT users which often mean issues are not properly addressed and users are frustrated •  Business Units start to develop direct relationships with suppliers, causing the IT organisation to have reduced visibility of workloads and changes •  Processes appear complicated and cumbersome leading to extended delivery timescales, lack of control, and duplicated efforts when businesses request additional services that have been designed in silos
  15. 15. SIaM Readiness What is the purpose of a SIaM readiness assessment? §  A SIaM readiness assessment is a quantitative measurement of an organisation’s readiness for going to a SIaM Model (or similar organizational changes). §  The assessment is used to identify the critical activities that are in place and those that need to be put in place before moving to a SIaM model. SIaM readiness gains a clear understanding of organisational, leadership, business & IT readiness at a single point of time to help identify key barriers and enablers to implementation success
  16. 16. SIaM Assessment •  Where are you now? •  Where do you want to be? •  How do you get there? •  Who? •  When?
  17. 17. Example of Assessment
  18. 18. SIaM Maturity Model
  19. 19. Get Control / Keep Control •  Are you Ready •  Have you got the right Governance •  Have you defined your Policies •  How do you assess Business Impact •  Do you have clear RACI / Interactions •  How do you assess Performance Management •  How do you manage Risk •  Do you have clear Relationship Management •  Is there good Demand Management •  How are you enabling Collaboration •  Where can you improve Tooling / Automation
  20. 20. Example of Controls •  Keep them simple •  Keep them focused on business need •  Keep them measurable •  Keep it serious Category Objective   Ref Objective Control   Ref Control  Standard All  change  requests  within  the  Change  Management  process  are  recorded  with  at  least  the  following:  date,  systems  or   applications  affected  and  requesting,  executing  and  impacted  parties  of  the  change All  changes  are  subject  to  the  Banks  formalised  change  request  and  control  processes Emergency  changes  are  approved  or  rejected  by  the  change  manager,  a  relevant  technical  party,  and  management   before  implementation All  large  or  medium  risk  changes,  as  defined  within  the  change  management  documentation,  are  tested  prior  to   implementing  the  change Post  implementation  reviews  are  held  for  all  Virtustream  projects,  incorporating  stakeholders  from  all  aspects  of  the   project. A  formal  project  lifecycle  is  documented  and  implemented,  defining  key  risk  points  and  triggers,  and  the  required   escalation  procedures Changes  implemented  within  a  project  are  subject  to  the  formal  change  management  process All  projects  adhere  to  the  approved  plan  for  the  acquisition,  implementation  and  maintenance  of  the  technological   infrastructure. Change   Management Controls  provide  reasonable  assurance   that  changes  to  existing  infrastructure,   and  implementation  of  new   infrastructure,  are  authorised,  tested,   approved,  approriately  implemented   and  documented. Controls  provide  reasonable  assurance   that  projects  within  the  Banks   infrastructure  are  authorised,   approved,  approriately  implemented   and  documented
  21. 21. Summary •  This exists whether you call it SIaM or not •  It is not about them and us •  It is not about outsource v. insource •  It is about control •  It is about your Service Delivery
  22. 22. Questions
  23. 23. Thank You
  24. 24. How to build a SIAM practice Steve Morgan, Syniad IT Solutions
  26. 26. Welcome! •  Today, we will work collaboratively to build a conceptual SIAM practice •  We will explore the pre-implementation considerations, design features, risk factors and business outcomes desired in a typical SIAM model •  For ease of reference, we will break up the task into bite-size chunks •  But first, a short introduction to SIAM
  27. 27. What is SIAM? “SIAM is primarily the management function that co-ordinates the people, processes, and tools across multiple Service Providers, both internal and external, to manage the seamless delivery of end-to-end, operational IT services to our customers.” •  Typically adopted by organisations with a multi-supplier strategy •  Generally a key part in a new or changed IT Operating Model •  SIAM can be sourced as a service tower, or retained in-house •  SIAM relies upon an effective governance framework to bring together all parties, to work in an eco-system •  SIAM programmes encompass people, processes, tools, governance, and critically, cultural change too
  28. 28. Background & Introduction •  Growth in multi-sourced contracts •  Public sector lead the way in adoption of SIAM models •  Now becoming more widespread in the private sector •  Multitude of models makes it difficult to define “standards” and templated approaches
  29. 29. Our task Scenario Your IT department has been outsourced to a single vendor for the last 5 years. A recent sourcing strategy project has recommended the implementation of a SIAM model •  A high level target operating model has been developed •  Staff morale is low, and rumours of SIAM being introduced have caused some staff to leave •  Your existing ITSM tool is Remedy v6, a high customised version, unique to your organisation You must answer a number of key questions, firstly : Should the SIAM function be outsourced or retained?
  30. 30. SIAM Sourcing Considerations PROS CONS •  SIAM service provider might be better at doing it than you. •  Not a core competence – delegate it •  More levers with an external provider •  Injection of new blood / skills •  Bridge skills gaps in a flexible way •  Innovation / new technologies •  New business models, inject maturity •  Fresh perspectives •  New business perspective •  Single point of contact •  Can’t outsource problems •  Retain it, learn then explore later •  Workforce disruption •  Cost •  Comfortable pair of slippers – if it ain’t broke etc. •  Lose business perspective •  Lose control if IT Strategy •  Risk of outsourcing knowledge
  31. 31. SIAM Models 1.SI is IT Org IT Org Infrastructure + EUS Service Provider Applications Service Provider Telecoms Service Provider Int. Service Integrator 2. SI is a Supplier Service IntegratorIT Org Infrastructure + EUS Service Provider Applications Service Provider Telecoms Service Provider Service Integrator IT Org Infrastructure + EUS Service Provider Applications Service Provider Telecoms Service Provider 4. SI is Lead Tower Supplier3. Hybrid - SI is IT Org plus a Supplier IT Org Int. SI Service Integrator Infrastructure + EUS Service Provider Applications Service Provider Telecoms Service Provider
  32. 32. People
  33. 33. People, culture and behaviour •  What are the key activities likely to be in this workstream? –  Organisation Design –  Communication Plan –  Skills gap analysis –  Cultural Change programme •  Communications plan / briefings on on-going process not just at the start •  Skills audit / RACI •  Interim roles / staging •  Responsibilities / autonomy •  Identify rogue strategies / political sabotage •  External / hands-on experience to share scars •  Clear schedule / setting expectations •  Stakeholder management including engaging with HR / Union reps / individual staff •  1-2-1 relationships with the business and suppliers •  HR as part of program team •  Training plan / capture internal knowledge – as part of gap analysis •  Be an honest broker – transparent communications •  Mentoring / individual skills analysis for those transitioning to brand new roles •  Retain vision / strategy – don’t lose focus whilst navel gazing / introspection •  Shared vision / long term goals
  34. 34. Process
  35. 35. Process •  We’ll need to build a process model to support our Operating Model. What sources could be use to help us deliver this? •  The process model will need to help us identify the scope of SIAM and who does what in the SIAM eco-system •  We should not only consider the processes themselves, but how the processes, and the services delivered by the eco-system partners are governed •  What challenges are we likely to encounter? •  What potential transition approaches from “as-is” to “to-be”? •  What industry process models and frameworks could we use?
  36. 36. Tools
  37. 37. Tooling •  What would be our recommendation for our aged Remedy system, and why? •  What other tools should we consider? •  What are the general tooling issues we should consider? •  What tooling challenges are we likely to encounter in each of these tooling categories?
  38. 38. The SIAM Tooling Requirements
  39. 39. Thank You •  Contact Details –  Email: –  Twitter: @SteveBMorgan •  Further reading –  There is a wealth of information available for free download from
  40. 40. Supporting Material
  41. 41. SIAM CSFs •  Define a Target Operating Model •  Align SIAM Model to Business Strategy •  Define your Tooling Strategy •  Design the Organisation Structure •  Define the SIAM scope •  Encourage positive behaviour •  Undertake a skills gap analysis •  Procure, configure and test the tools •  Embrace Cultural Change •  Build the SIAM Capability First
  42. 42. Four Key Elements of a good ITSM Tool Integration CMDB Workflow Common Data Dictionary
  43. 43. Thank You
  44. 44. Refreshment Break
  45. 45. SIAM: Reality Check Karen Brusch
  46. 46. My scope of experience Utilities IT Outsourcing Financial Services
  47. 47. Myths & challenges of SIAM •  MYTHS: –  It solves all your problems! –  You don’t have to know what you want –  It solves all your supplier contract issues! •  CHALLENGES –  There is no single definition of SIAM –  There’s a difference between cross functional operations and thought leadership •  Some providers excel at managing your cross functional operations •  Some providers excel at providing thought leadership •  Difficult to find providers who are good at both! So you have to choose
  48. 48. The challenges for insourced Culture shift: Internal IT to Service Provider New vendor, people, operational practices Outsourced management of 3rd parties & contracts Used to managing own Support & Delivery Good(ish) understanding Established relationships Used to managing 3rd party developer partners directly Control over development Direct control of contracts
  49. 49. The lessons from Outsourcing Internal IT Outsourcing Provider SERVICE CATALOGUE ITSM PROCESS IMPROVEMENT STRATEGY
  50. 50. SIAM partner: what to look for •  Thought Leadership –  Someone to learn from and bounce ideas off •  Someone to help define ITSM Process Improvement Strategy –  Need your SIAM partner to help uncover the hidden blockers •  Someone prepared to do pre-Contract work –  Ideally Service Catalogue should be agreed pre-Contract •  Reference sites within your industry –  Experience in your industry –  Knowledge of challenges posed to your business •  Excellent business change record –  Experience in cultural change –  Good understanding of differing business cultures & operating models
  51. 51. Thank You
  52. 52. How To Sell To Senior Management
  53. 53. Some thoughts to get us started •  What is SIAM? •  Why do I need it? •  What are the benefits? •  What does SIAM look like?
  54. 54. What is SIAM? •  Service Integration and Management (SIAM) is a framework for managing multiple suppliers of information technology services and integrating them to provide a single business-facing IT organisation. •  SIAM is an adaptation of ITIL that focuses on the delivery of key services by multiple suppliers in a way that appears seamless to the rest of the business.
  55. 55. Why do I need it? •  Quick show of hands •  What do we support? •  When do we support it? •  Who supports it?
  56. 56. Leading to this!
  57. 57. What does SIAM look like? •  Start with the people! •  Manages multiple suppliers to give the magic formula of innovation and consistent service. •  Accountable for the integrated services that are being delivered back to the business. •  Specifies IT service management processes and procedures to be deployed across the enterprise and ensure they are followed. •  Acts as the central point of control between IT demand and IT supply. •  Plays a pivotal coordinating role in all service management processes.
  58. 58. What happens if we don’t put the people first!
  59. 59. So what are the benefits? •  A single point of contact, ownership & control for IT Services. •  Clearly defined roles & responsibilities •  Optimised cost of services •  Streamlined management of IT services •  Increased customer satisfaction •  Consistently applied processes •  A more transparent IT landscape
  60. 60. Now lets get to work!
  61. 61. Scenario Your mission should you choose to accept it: What’s the first thing you do in establishing a SIAM practice? What would you put in the business case? What does good look like? How do we build in CSI?
  62. 62. First thing to do? •  What outcome does SIAM deliver •  Problem Statement / Opportunity •  Take stock (People, Process, Data) •  Stick the kettle on! •  Agile approach –  Discovery, where are we –  What does SIAM bring / gap analysis / do we need to bridge gap? •  What is the scope •  What is our model (insource, outsource, hybrid) •  How will all of this support business outcomes? •  Aligned to future vision / goals of company •  Who, what, where, when •  Executive steering group, speak to experts, identify needs / service catalogue •  Build cross-functional team / begin to make business case (Savings £, Efficiency) •  Develop KPI to measure success •  Feasibility / Cost options / risks
  63. 63. Business Case •  KISS •  One page, lots of pictures •  ROI, Time to value •  Quality factors up •  Risk factors down (what are risks of new model, how to mitigate. Roll back plan?) •  Market share, profitability, •  Closer alignment to business vision •  Engagement with stakeholders •  Customer / Stakeholder engagement •  Responsiveness, quality, cost •  Competitive Advantage •  Why SIAM is better than anything we are doing now? •  What is the business pain that will be resolved (inefficiencies, more value, what we do well and how to improve on that, improving reputation) •  Desired state, critical success factors, •  Choices –  Do nothing, insource, outsource, risk of doing nothing (including transition costs) •  Level of business case appropriate to the audience (e.g. Board, CFO, Service owner – different pitches) •  What are IT requirements / business requirements - might be different •  Can we help the business grow, become more profitable •  We have to maintain service •  Board level visibility of services and governance thereof •  Availability – measured and quantified •  KEEP IT REAL / DOWN TO EARTH / REALISTIC •  Prioritize investment •
  64. 64. How do we measure success? CSI Plan? •  Communicating - where are we in the journey. Use a maturity model to measure progress. Maturity model needs to be replicable to assess along the journey. •  CSI is the first process – from within and always. Stay focussed. •  How do we know we’ve got there - Move from hand holding to leadership •  Customer centric – therefore agree metrics that work for them and measure accordingly •  Speed, availability and new innovation •  CSF agreed, KPIS, meets needs of business, reacts to business needs as required. •  Responds to industry legislation •  Delivers to budget •  Meaningful reporting including customer satisfaction •  SMILING CUSTOMERS •  Objective measure vs. Subjective feedback •  Concise measures, aligned reporting to delivery against business case •  Success needs to be translated per audience (benefits assigned to stakeholders)
  65. 65. Thank You
  66. 66. Introduction to SMSG Chris Finden-Browne 17 November 2015
  67. 67. 67 Service Management Specialist Group •  The Service Management Specialist Group provides an avenue for developing and promoting IT service management techniques and standards such as ITIL®, COBIT® and ISO/IEC 20000 •  The goal of the SMSG is to facilitate free and open exchange of ideas, experiences and best practice in all that is IT Service Management •  We look to do this by delivering open events for Continual Professional Development to all levels of the community from top industry and academic speakers, practitioners and thought leaders
  68. 68. SMSG AGM 68 Review of SMSG Membership Membership in 55 Countries Sep 2015 Total 2072 UK 1737 Non-UK 335 Sri Lanka 64 Australia 31 USA 26 Hong Kong 26 Followed by Nigeria, Mauritius, Switzerland, UAE, Ireland Main categories Sep 2015 Fellow 134 Member 1707 Associate 176 Student 31 •  The SMSG has been running since September 2005
  69. 69. 69 2015 Events Holidays in ITSM 1 December 2015, London What is happening in the world of Axelos? 20 October 2015, London How ITSM contributes to cyber resilience 9 Sep 2015, London ISO/IEC 20000 present and future - applicable to all IT enabled services 15 July 2015, London Wine, Networking and All Things ITSM 18 June 2015, London How to Avoid Atrophy and Become an Innovator - Integrate or Die 13 May 2015, London Eliminating the waste in IT management through Active Management and Active Governance 15 April 2015, London The value of elusive information 25 February 2015, London A new way for Service assessment & benchmarking 14 January 2015, London
  70. 70. The most powerful IT network in Britain * based on 1 September 2011 to 31 August 2012. Correct as of 1 September 2012. Thousands of development opportunities 46 Local Branches 54 Specialist Groups Over 70,000 Members Over 700 face to face networking events a year* Get connected. Join BCS.
  71. 71. Thank You Please join us for networking in the Atrium