Grab@Pizza Simulation : ITIL Practitioner
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The document provides information about an ITIL workshop case study on improving business and IT alignment at Grab@Pizza, a pizza company. It outlines the company's business model and current financial situation, as well as the management team's challenge to meet business objectives and improve performance over the next 6 months. It then describes the agenda for the workshop, which will involve simulating months 7 and 8 of the year through various ITIL-aligned activities like managing service requests, analyzing demands, planning changes, and reporting on IT costs.
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Grab@Pizza Simulation : ITIL Practitioner
- 1. GAMEPRESENTATION Grab@Pizza™ A Business & IT Alignment case study ITIL how: ITIL Practitioner can help close the gap!
- 3. ITIL Practitioner Continual Service Improvement CommunicationMeasurement and Metrics Organizational Change Management Results of workshops with 1000’s of organizations
- 4. GAMEPRESENTATION BITA the NEED…. Business & IT productivity IT and Business alignment Business agility & speed to market Business process management & reengineering IT cost, reliability & efficiency and security Increasing impact ITSM as a strategic capability Growing importance, & dependency Poor ability to execute
- 5. GAMEPRESENTATION Objectives of this workshop • Experience working together as Business and IT, in order to make the Company successful • Assess Business & IT Alignment within your organization and identify improvement actions. • As Business: learn more about the IT processes and your role in governing IT. • As IT: learn more about the Business, and how to use ITIL Practitioner guidance to support the Business. (c)2008 GamingWorks BV 5
- 6. GAMEPRESENTATION Welcome to Grab@Pizza • Pizza Corporation in the USA • World Class products • Business formula: – Pizza establishments ‘around the corner’ – All pizza’s cost $10 – Guaranteed delivery times • Business Process: – Franchise structure – Centralized Development of Recipe's (Prod) – De-centralized Sales – Centralized Ordering (Sales) – Centralized Administration (Admin) 6 (c)2008 GamingWorks BV Sales Prod Admin Logistics Franchise Customer Order Pizza Materials RecipesOrder Franchise Franchise
- 7. GAMEPRESENTATION The Grab@Pizza team (c)2008 GamingWorks BV 7 Business Manager IT Management Game Leader CEO Business Manager Logistics Supplier
- 8. GAMEPRESENTATION Financials Grab@Pizza Last Year Target This Year Current Situation After Month 6 Pizza’s sold 120.000.000 170.000.000 50.000000 Revenue $ 1.200.000.000 $ 1.700.000.000 $ 500.000.000 Profit $ 225.000.000 $ 400.000.000 $ 36.000.000 10 (c)2008 GamingWorks BV
- 9. GAMEPRESENTATION Your Challenge • You are the Management Team of Grab@Pizza • You are IT Management and Business Management. • The first 6 Months of this year were not successful. • Your Task for the next 6 month: – Make all decisions to meet the Business Objectives – Manage Business Demands – Manage the Service (Support and Availability) – Manage Changes – Manage Budgets 11 (c)2008 GamingWorks BV
- 10. GAMEPRESENTATION Program 10:00 – 10:40 Intro & Reading 10:40 – 11:10 Month 7 11:10 – 11:40 Reflect 11:40 – 11:50 Break 11:50 – 12:10 CSI 12:10 – 12:40 Month 8 12:40 – 13:00 Reflect & lessons learned 13:00 LUNCH 12 (c)2008 GamingWorks BV
- 11. GAMEPRESENTATION Steps in each Month Process Calls Accept, and solve calls using SD en IM processes Analyze closed calls (PM), identify Known Errors Analyze Business Demands Check the Business Demands and Technology Opportunities Analyze Performance Check the Performance and Capacity of the Infrastructure Plan Changes Plan changes (RFC’s) and Development. Prepare them and plan them for Implementation (Change Calendar) IT Financial Report Report your IT costs to the Business 13 Analyze Grab@Pizza Organize Roles NEW INFO Reports Game Leader will prepare new situation - Calls/workload on infrastructure - Financials for Grab@Pizza (c)2008 GamingWorks BV Check all available materials, improve process and organize IT roles
- 12. Why? What performance does business NEED How is IT used? What do Users Need? What are we GOOD at….. What needs improving… Walk before you can run…. How much change CAN we take on… …use facts, not assumptions…. …4 P’s aimed at the 5th P ….. Fit for use…. Fit for purpose… End-to-end engagement & involvement Tell & show why, what, who, when, how….and benefits
- 15. V Metrics & measurement 7.2.8 COBIT goals cascade
- 16. V V V V V Metrics & measurement 7.2.8 COBIT goals cascade
- 17. CSF Description What goal or objective does this CSF support? What KPIs support this CSF Who agrees that the KPI supports this CSF? CSF KPI’s (need to be quantified) The timely ability to translate new business ideas into IT enabled solutions The timely ability to translate emerging technologies into business solutions Innovation projects realize agreed Value outcomes, when expected. Changes to IT service do NOT have a significant impact on the customers business process Failures of the IT services do NOT have a significant impact on the customers business Value Customers are satisfied with the ability to deliver new and changed services’ 4.2 CSF’s & KPI’sMetrics & measurement CSF KPI’s (need to be quantified) The timely ability to translate new business ideas into IT enabled solutions Velocity of idea to agreed investment? The timely ability to translate emerging technologies into business solutions Velocity of IT proposal to agreed investment? Innovation projects realize agreed Value outcomes, when expected. (Revenue Growth, Cost Reduction, or Cost Avoidance)? Changes to IT service do NOT have a significant impact on the customers business process Fault free changes? Failures of the IT services do NOT have a significant impact on the customers business Value Reduced impact of outages? Customers are satisfied with the ability to deliver new and changed services’ Customer satisfaction?
- 18. No. Size Time- scale Description Prio KPI metric justification Actioned by Toolkit 7.1.1 CSI register
- 20. Do we Know VOCR requirements? Impact of outages? Was Customer engaged in design? End-to-end experience? What did we decide to fix first? Did we check with business (experience) and align with needs (value)?
Editor's Notes
- Lou: More specifically, the syllabus focuses on the Continual Service Improvement (CSI) Approach as a way to structure improvement initiatives. While it has synergies with the Lifecycle module CSI, the two are designed to be complementary and there is minimal overlap. As well as the CSI Approach, ITIL Practitioner draws on concepts from the rest of ITIL, with the key message being that ITIL Practitioner provides practical guidance. Additionally Practitioner also draws on the good practices from other methodologies, frameworks and philosophies such DevOps, Lean and Agile – just to confirm though, there will NOT be specific chapters on DevOps etc., simply taking the good practices and incorporating these into Practitioner. Within the CSI Approach, ITIL Practitioners will cover the following 3 areas, equipping them with a unique toolkit that guides them when: Driving organizational change management Covering topics such as managing stakeholders and sponsors, managing resistance to change and applying OCM to planning and implementing improvements Monitoring and sharing success metrics Covering topics such as the Critical Success Factors (CSFs), Key Performance Indicators (KPIs) and how to analyze both in a given context Improving communication Covering topics such as communication principles, the purpose and value of communication and relevant communication tools and techniques
- Velocity of idea-to-offer cycle: PwC’s 2015 CEO survey highlighted the increasing speed of change in business models. With change, it is important for the CIO to measure overall velocity as a concept goes from business idea to a production system. While not perfect, measuring the number of releases per year per application is an easy way to track this velocity. 2. Quality of idea-to-offer cycle: One of my favorite CIOs used to say that “an over-budget project gets a CIO in serious trouble, a poor quality go-live gets a CIO fired”. Seasoned CIOs measure the number of issues per new launch, normalized for size by hours or dollars spent on the project. They also track the quality by teams/project managers to find ways to learn from their best performing assets. 3. Business Value: Organizations need to measure Business Value in terms of three key performance areas: Revenue Growth, Cost Reduction, or Cost Avoidance. Creating a common taxonomy of tailored metrics around these three areas will guide and prioritize investments, and improve controls for timely delivery and decision making. 4. End User Satisfaction: There are a number of ways to measure satisfaction with IT: surveys, focus groups, etc. Pick what works best for your company culture and use it because radio silence from your users does not always mean happiness. Make the metrics available to business leadership – at a minimum, they will appreciate the fact that you are tracking it and consciously working toward improvements. 5. Process Fragmentation: Today’s data intensive, information based business decision making has exponentially increased the demand for real time business intelligence. Mega processes, such as order to cash, supported by disparate systems hinder a CIO’s ability to deliver that information. CIOs should track the number of solutions supporting each mega process to ensure aligned, timely data. 6. IT Financial Maturity: Today’s CIOs are asked to run a value driven organization that aligns IT spending to corporate objectives and efficiently manages Capital vs Operational spend. Maintaining year over year productivity measures such as FTE, sourcing mix, and technology spend versus revenue/number of employees is a good starting point to assess IT Financial Maturity. Seasoned CIOs tend to include more mature analysis such as the ones mentioned before. 7. Security: Metrics on patching, password strength and compliance are important, but don’t always translate well to business executives. An alternative is to measure metrics that can be understood easily such as total number of network intrusion attempts thwarted per year, number of security breaches (if any) by extent, etc. 8. Critical outages impacting business: This is a direct measure of critical outages that could have significant impact on business operation. It is important to define what constitutes a critical outage, based on either % of revenue impacted or % of employees affected. 9. Average hours to close tickets by type: Another classic metric that measures average close time. An alternate approach could be to measure response time to an issue. However, response time has to be defined with care and should not be perceived as “first response” ticket logging and assignment by a helpdesk resource. 10. Business Alignment: IT leadership’s number one priority is to serve the business, which can only be done effectively when IT leadership spends time with business leadership. Successful CIOs encourage, and track, the time spent by their direct reports “in the field” talking to their respective business owners versus “office time” focused on internal activities. - See more at: http://www.ciodashboard.com/metrics-and-measurement/top-10-metrics-for-a-new-cio/#sthash.rQ1C0RWV.dpuf
- Lou: ITIL Practitioner focuses on 9 guiding principles that distil the core messages of ITIL specifically and ITSM in general, to facilitate improvement at all levels. These principles guide individuals and organizations when adapting and adopting a service management approach and are vital to ITIL Practitioners to successfully deliver initiatives. Focus on Value: everything the service provider does needs to map value back to the customer and/or business, and it is the customer who determines what is of value. Design for Experience: retain focus on the ‘customer experience' Start Where You Are: rather than starting from scratch, leverage existing competencies.
- Lou: ITIL Practitioner focuses on 9 guiding principles that distil the core messages of ITIL specifically and ITSM in general, to facilitate improvement at all levels. These principles guide individuals and organizations when adapting and adopting a service management approach and are vital to ITIL Practitioners to successfully deliver initiatives. Focus on Value: everything the service provider does needs to map value back to the customer and/or business, and it is the customer who determines what is of value. Design for Experience: retain focus on the ‘customer experience' Start Where You Are: rather than starting from scratch, leverage existing competencies.
- Lou: Work Holistically: all aspects need to work harmoniously together to deliver results. Focus on the bigger picture rather than single elements. Progress Iteratively: organize work into manageable sections, with clear goal posts. Observe Directly: base decisions on objective information to ensure efficient use of resources.
- Lou: Be Transparent: be open about ongoing initiatives to gain buy in from all stakeholders. Collaborate: work together and match skills to tasks to ensure buy-in, relevance and long-term success Keep it Simple: eliminate processes, services, metrics etc. that provide no value; focus efforts on only those that reap benefits.