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IT In The Park 2016

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Scotland's only conference devoted to ITSM (IT Service Management) attended by over 150 IT professionals. This event was held 25th October 2016, Edinburgh.

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IT In The Park 2016

  1. 1. #ITinthePARK #IT500Panel Best Practice & Processes
  2. 2. #ITinthePARK #IT500Panel
  3. 3. #ITinthePARK #IT500Panel Ivor Macfarlane MacfPartners & Ian Stevens Short & Grey
  4. 4. Marginal gains or mony a mickle maks a muckle Ivor Macfarlane
  5. 5. Slide 5 Slithery helmets and suchlike • Reducing resistance • Not just technology • Doing the right things • NOT doing the wrong things • Fixed wheel or freewheel • Wasted efforts – bikes & ITSM
  6. 6. worry about Gap to Processes Supporting our services This also needs attention Service – getting you somewhere  want have Process improvement ≠ service improvement
  7. 7. Slide 7 Finding things to do – and not to do • Potentially useful techniques scattered across the ITIL Landscape –Vital Business Function –Patterns of Business Activity –Critical Business Period –Duke of York factor • Save strength and resources for when you have to pedal uphill –Energy of course –Favours and understanding too
  8. 8. Slide 8 Measure wisely • Try to resist –Spurious accuracy –Over sampling –Repetition beyond reinforcement • Put in the work to do less in the long term – finding the easy ones that deliver • And – of course – measure the right things
  9. 9. Slide 9 And everything changes …
  10. 10. Is it time for a change to Change Management? IAN STEVENS ITIL EXPERT, MBCS
  11. 11. My Opinion  Too many organisations I see are doing everything the ITIL Service Transition volume says they can.  Change Management really shouldn’t be as complicated as people make it. And it should work for whoever needs to use it.  Whilst CAB has it’s place it shouldn’t be the ONLY place for discussing changes and authorising them.  If your Change Management Process hasn’t been changed during it’s lifetime then I highly suspect it is wrong for your organisation NOW.
  12. 12. What are the top five issues that are seen in Change Management?
  13. 13. 1. Too many changes to keep track of. 2. People who ignore the change process. 3. Changes that go wrong. 4. Lots of Emergency Changes. 5. Nobody comes to CAB.
  14. 14. Nobody comes to CAB?  Too many irrelevant changes?  Too much discussion?  Changes they are not interested in?  Why is CAB weekly?  Why is CAB needed anyway?  vCAB?  Increase frequency/decrease length/improve focus  Invite suggestions for improvement at EVERY CAB.
  15. 15. Lots of Emergency Changes? Your change processes are not embedded? Your Change Manager is weak? Criteria for eChange is easy? Immature ITSM culture?
  16. 16. Changes that go wrong? Do you track Changes that go wrong? What do you do about them? Shouldn’t you be learning from them?
  17. 17. People who ignore the change process? Change process too complicated. People not trained on what to do. Resistance to change.
  18. 18. Too many changes to keep track of?  Are your ‘rules’ too strict?  Are you making the effort to move Standard Changes into Service Requests?  Are you reviewing all Changes at EVERY CAB?  Is your Change Manager actually managing?
  19. 19. So what can we do? Keep it simple, stupid. Communicate the change process clearly to ALL levels. Continuously Improve your process BE STRONG!
  20. 20. Questions?
  21. 21. #ITinthePARK #IT500Panel
  22. 22. #ITinthePARK #IT500Panel Jo Harley Swansea City Council
  23. 23. Swift Swansea Switch Remedy Replaced and assyst implemented throughout the council in only 106 days Jo Harley Information and Strategy Manager
  24. 24. Background to the City and County of Swansea • Serves an area of 378 sq km and a population of more than 240,000 • Second largest unitary authority in Wales • Employs more than 11,000 staff • Supports 98 schools • The ICT service has over 100 staff supporting both the schools and corporate environment
  25. 25. Consolidation of Service Desks and Internal Processes • assyst has been used to manage IT service for schools since June 2004 • All other corporate departments were covered by an outsource contract and used Remedy • That outsource contract terminated on 31st December 2015 with transition to a new service desk required by the end of October 2015
  26. 26. Project Requirements • Initial scoping: February 2015 when it was suggested the council upgrade the existing system and expand the licence base • It quickly became apparent a larger project was required – Internal processes were different between schools and the other departments – Requirement to provide self-service facilities in line with the Digital Strategy
  27. 27. Project Overview • Two service desks into one in 106 days: – Complete reimplementation to the latest version of the software (SP2 to SP6) – Introduction of password reset functionality – Introduction of Self Service Portal – Moved the council from Windows to Web – CSGs to keep school and corporate data separate – Change Management for corporate - different from how the schools were doing it
  28. 28. 106 days from scoping to go live Workshops and design Training and Project Build Initiation and Scoping Train the Trainer and transition from development to live
  29. 29. Transition from Development to Live • CCS and Axios had 1 week from 24th September to make the smooth transition from development to live • Data was transferred from the old system • Problem-free go-live day on 1st October
  30. 30. The 1st 30 Days • By the end of October 2015: – Transition away from Remedy complete – Self service rolled out to all staff – Training provided by the in-house team – Communication to staff regarding the new features and promotion of what they could now deliver themselves which facilitated business buy- in and uptake.
  31. 31. Results Timeline First 90 Days (Dec 2016) • 9.4% incidents logged on self service portal • 75% changes logged on self service portal • 4.43 out of 5 for customer sat March 2016 • 24% incidents logged on self service portal incl. password reset • 95% changes logged on self service portal • 4.47 out of 5 for customer sat September 2016 • 33.5% incidents logged on self service portal incl. password reset • 97% changes logged on self service portal • 4.54 out of 5 for customer sat
  32. 32. The Benefits 1. Project deadlines were all achieved 2. There was minimal disruption to all users 3. System is more performant 4. Functionality is greater 5. Axios Consultants were excellent
  33. 33. Lessons Learned • More knowledge transfer from previous desk and process documents to review new processes and identify ones • Password reset – on site rather than remote support • Longer implementation so we could have fully captured the on and off system processes and put more detailed work flow in place prior to go live
  34. 34. Service Desk Improvements Post Project Implementation • ICT Team Leaders and users engaged for suggestions • Phase 2 implementation from original scoping • Improved reporting for ICT teams and users • Improved Knowledge Database for Service Desk Team
  35. 35. Future Plans – Aligned to Digital Strategy and CCS Transformation • Continuous Service Desk Improvement • CMDB – service passports • Enterprise Service Management (ESM) – wider rollout to non-IT areas of the business
  36. 36. Questions? Thank you for attending today /company/axios- systems /axios.assyst /axiossystems Blog.axiossystems.com @Axios_Systems
  37. 37. #ITinthePARK #IT500Panel Sanjeev NC & Alex Gordon Freshservice
  38. 38. Simple steps towards a better Service Desk experience
  39. 39. ITSM tools are hard to configure and even harder to use
  40. 40. bit.ly/sdi-report
  41. 41. Google Daydream VR
  42. 42. Everything is an experience...even using software
  43. 43. SERVICE DESK SOFTWARE?
  44. 44. “It’s not about giving your users a good experience, it’s just making sure they don’t have a badone” - Me, right now
  45. 45. Today’s not the day we think
  46. 46. Simple and easysteps
  47. 47. End user Agent Let’s look at our key stakeholders...
  48. 48. If the printer’s not been working for 3 days, why didn’tyou raise a ticket? What’s a ticket? Hello, end user!
  49. 49. 4 aspects of an end user journey Navigation Access Information Communication
  50. 50. Navigation Navigation
  51. 51. It was soeasy!
  52. 52. Left or right...youdecide
  53. 53. And once I got on the train….
  54. 54. How did they make me feel so comfortable?
  55. 55. When I broke itdown... When I had a choice, I had information too. Information = understandable, minimal, necessary&relevant
  56. 56. What if we apply this in our Service desk?
  57. 57. This is how it looked before
  58. 58. What can welearn? Whenever the end user has to make a choice in your self service portal, check if they have enough information to make that choice. If they don’t, give them the information.
  59. 59. Ease ofaccess
  60. 60. When in doubt, pick up the phone Few seconds later...
  61. 61. What can welearn? Make sure the Self service portal is within their reach. Few suggestions: ● On their desktopscreens ● On a website they’re already logged into (eg. Intranet) ● On their mobilephones
  62. 62. Information...or in our language,KBase
  63. 63. How do I restart my laptop? 1. On the bottom right of your screen, press the (-) Icon 2. Find the Settings icon on the right side of your screen 3. Click on the power button 4. Click “Restart” to restart your computer
  64. 64. How do I restart my laptop?
  65. 65. What can welearn? Always talk the end user language. Use visual means of communications wherever possible (Screensho Flowcharts)
  66. 66. Communication
  67. 67. Once upon a time, I wrote to support...
  68. 68. Why was I sofrustrated?
  69. 69. Look at all these emails I’m not gonna read!
  70. 70. Dear customer, We appreciate- Where ismy solution?
  71. 71. What can welearn? Every communication to the customer should: a) Take them one step closer to the solution b) Give them newinformation/update
  72. 72. Not giving them a bad experience has its benefits...
  73. 73. Our hero...
  74. 74. Hello, Agents!
  75. 75. 2 aspects of anAgent journey Context Clicks
  76. 76. Context is everything
  77. 77. Let’s say I’m a bartender...
  78. 78. Requester information CRM Tool Asset info Similar tickets And whoknows what else they need...
  79. 79. All the information needed...in a single view
  80. 80. What can welearn? Get all the information they might need into a single screen Be careful to notoverload!
  81. 81. Clicks
  82. 82. In a normal world… 8 clicks
  83. 83. In an awesome world… 1 click!
  84. 84. If this action happens 10 times a day... Wecan approximately remove... 70 clicks a day = time to send 1 email 350 clicks a week = time to draft 1 knowledge base article 1400 clicks a month = time to implement 1 new idea! 16800 a year = a vacation maybe?
  85. 85. What can welearn? Identify repeated actions in your Service Desk. Bring down the number of clicks.
  86. 86. Happy team = Happycustomers!
  87. 87. So what did we talk about? End users: Navigation - When the user has to make a choice, give them info Access - Make sure that the service desk is within their reach Information - Talk to them in their language, not IT-English Communication - With each email/phone/text, take them one step closer to the solution. If not, give them new information. Agents: Context - Get everything required into a single screen Clicks - Identify repeated actions, reduce the number of clicks
  88. 88. Oh, interesting. What was the point of this?
  89. 89. End user Agent You can get them from this...
  90. 90. End user Agent ...to this!
  91. 91. #ITinthePARK #IT500Panel
  92. 92. #ITinthePARK #IT500Panel Ian MacDonald Edenfield Consulting
  93. 93. Ian MacDonald FBCS, CITP, FSM Independent Consultant October 2016 Where's the ‘Value’ in CSI if your customers don’t recognise it? Edenfield IT Consulting Limited
  94. 94. Session Objectives What you should get out of this session:- ▀ The commercial importance of ‘demonstrating value’ from IT service provision ▀ Gain an understanding of what is meant by ‘value’ and its different forms ▀ Awareness of some of the challenges faced by the IT Service Provider in demonstrating value ▀ Recognise the need to influence customer perception of the value being provided ▀ How CSI and a marginal gains approach can demonstrate value and positively influence customer perception of the IT Service provider
  95. 95. Speaker Profile IT Experience Industry Bodies Conference Speaker Author & Awards ITIL Availability Management
  96. 96. Dinner Party Conversation Starter V “More people have read my ITIL and IT Best Practice content than have read 50 Shades of Grey!” NOT TRUE!!!!!!!!!! ……But hey we can all brag a little! Speaker Profile
  97. 97. Good…..who says so? In the competitive marketplace and commercial world in which we operate, the IT organisation can no longer get away with simply believing that it is ‘good at what it does’. Thinking you are ‘good’ is now no longer ‘good enough’! Your Business Customers need to believe that they are getting ‘Value’ from their spend on IT If your Business Customers don’t feel they are getting ‘Value for Money’ then you are a COST Value - A Commercial Perspective
  98. 98. Demonstrating ‘Value’ can be a challenge for the IT Service Provider
  99. 99. Value ? We need to demonstrate ‘Value’ to our customers To do this we need to understand the concepts of ‘Value’ Value Creation Value For Money Value Add
  100. 100. Value Creation Definition of an IT Service A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks Value Creation – See ITIL Service Strategy ► Value is only created when business outcomes are achieved ► Value must be affordable ► Value is defined by the customer ► Value is strongly influenced by how well customer expectations have been met
  101. 101. Issues – Demonstrating the value of IT services Good Service is ‘Normalised’ Customer expectations change over time Increasing expectation of additional value Meeting SLA targets consistently may now no longer be enough! IT centric measures
  102. 102. Value for Money Definition Value for money (VFM) is a term used to assess whether or not the customer has obtained the maximum benefit from the IT services provided for the costs incurred to acquire them. ►The IT Services provided by IT fully underpin and support the desired business outcomes ►IT costs are considered competitive and fair ►Customer expectations are met or better still exceeded.
  103. 103. Issues – Demonstrating ‘Value for Money’ IT Costs often a ‘Mystery’ Customers typically don’t understand ‘below the line’ IT Costs Not always easy to assess if their IT costs are competitive Value of ‘below the line’ IT Capability not recognised
  104. 104. Value Add Definition Value Added refers to “extra” feature(s) of an item of interest (e.g. IT Services) that go beyond the standard expectations and provide something "more". ► ‘Value add’ provides something ‘extra’ that the customer wasn’t expecting ► The greater the ‘value add’ provided to the customer, the stronger their perception of value will be influenced ► Good IT service providers will encourage their people to improve and optimise their services as a demonstrable example of the ‘Value Add’. ► CSI provides the mechanism to demonstrate Value Add to your customers
  105. 105. Issues – Demonstrating ‘Value Add’ Lack of a Service Culture Improvements measured from the Technology perspective Lack of understanding on how the technology supports the business Missed Opportunities to demonstrate the IT capability of the IT organisation and its people Reluctance of IT staff to ‘promote’ achievements and ‘fly the flag’
  106. 106. Key Learning – ‘Value’ An interesting concept:- • Is difficult to measure • Is often based on ‘feelings’ or ‘Judgements’ • Is determined by the Customer (expectations) • Is strongly influenced by Perception The ITSM Strategy needs to:- • Understand customer expectations • Focus on adding value • Measure and report in Business/Customer terms • Positively influence customer ‘Perceptions’ (Ongoing)
  107. 107. Service Management Strategy must demonstrate ‘Value’ Demonstrate ‘value’ from RUN The Raison D’etre for IT Service Management
  108. 108. ITSM Strategy – ITIL Guidance The 4 P’s People Product Process Partners Perception The 4 P’s – Base Strategy on 5 P’s
  109. 109. Good News Target Stakeholders Service Cost Quality Value Creation Channels Content Value For Money Demonstrate Value Value Add Who How What Why Managing Perception – Needs a Communications Strategy Triggers Good News
  110. 110. Who do we need to Influence?
  111. 111. ‘No news is …….No news’
  112. 112. DEFINITION “A set of specialised organisational capabilities for providing value to customers in the form of services” The ‘Value’ of IT Service Management? The Insight, Knowledge & Skills of your People Processes (and Tools) Ways of Working
  113. 113. ‘Changing ‘Ways of Working’ – CSI ►Focus CSI on delivering additional value to the customer ►Exploit the insight, knowledge and skills of your people ►Identify and drive opportunities to improve the overall quality and costs of the IT Services provided. ►Influence Customer perceptions of ‘value creation’ – Providing more then just meeting SLA ►Influence Customer perceptions of value for money – Provide ‘no cost’ improvements that were not expected ►Influence customer perceptions of the IT Service Provider – Differentiate yourself from potential competitors
  114. 114. Planned Service Improvement Enhanced Service Improvement Differing Perspectives of CSI IT Proactive Perspective Customer Value Perspective
  115. 115. Aggregation of Marginal Gains  A concept used by Dave Brailsford (Performance Director for ‘Team Sky’ – GB Cycling team)  Simple premise – If you improve every area related to cycling by just 1%, then those small gains would add up to significant improvement  Strategy to drive a 1% improvement in everything you do. Aggregation of Marginal Gains (Concepts)
  116. 116. KEY MESSAGE “Improving by just 1% may not be notable or even noticeable – but can be just as meaningful in the long run” Source: James Clear Entrepreneur and Behaviour Science Expert Typically CSI is viewed as an improvement that is only meaningful if it delivers a step change benefitBLOCKER ENABLER Simple principle – Break things down into smaller parts - improve each by 1%, you will get a significant increase when you put them all together.  Online Performance  Batch Performance  Restart Times  Recovery Times  Process Improvements  SLA Improvements  Cost Reductions CSI Candidates for Marginal Gains Aggregation of Marginal Gains (Candidates) CSI Improvement Measured and reported in Business terms
  117. 117. Assessment Is performed using a structured questionnaire. Once completed the responses are assessed against a recognised industry maturity model or standard to provide a score or rating. Benchmarking Certification Assessment Certification verifies the organisations compliance to a recognised standard and includes a formal audit by an independent and accredited body. Benchmarking is the process of measuring the quality, time and cost of organisational activities and comparing these results against best practices and/or peer group organisations. A Strategic Approach
  118. 118. • SLA trends • Uptime • Downtime • Frequency • Responses • Process measures • Process KPIs • Observation • Customer Surveys • Staff Surveys A Tactical Approach Talk to your Customers Talk to your Service Managers
  119. 119. Case Study Highlights – (12 months) Cost Reduction SLA Improvements Improved Batch Quality Improved Web Performance Process Improvements Exemplar Customer & People Satisfaction Results A Service Operations Function (80 Staff) – 140 completed CSI initiatives as part of their ‘BAU’
  120. 120. Where's the ‘value’ in CSI if your customers don’t recognise it?Avoid IT centric measures CSI improvements are measured and reported in Business/Customer terms Focus on Value CSI improvements that make a difference to the service provided (Service, Cost, Quality) Focus on Customer Outcomes CSI improvements that deliver a tangible benefit to the customer Target Specific Stakeholders Personalise communications so they are relevant and meaningful to recipients CSI Register
  121. 121. Summary Your Business Customers need to believe that they are getting ‘Value’ from their spend on IT IT service providers who recognize the importance of positively influencing customer perception of value and value for money are more likely to achieve high levels of customer satisfaction, instill over time customer loyalty and retain their customers’ business.
  122. 122. The End – Any Questions
  123. 123. Email: IKMACDONALD@BTINTERNET.COM Mobile: 07809511458 LinkedIn: www.linkedin.com/in/iankeithmacdonald Further Information (Edenfield IT Consulting Limited) Book: ITIL Service Strategy Author: Axelos ISBN: 978 0 113 331 044 Book: ITIL Practitioner Guidance Author: Axelos ISBN: 978 011 331 487 4 Whitepaper: Where's the value in value of your customers don’t recognise it? Author: Ian MacDonald ITSMF UK: Members area - or Whitepaper available on request Speaker Contact
  124. 124. #ITinthePARK #IT500Panel Tim Ingham UoL & Simon Kent Sollertis
  125. 125. Convergence The Story of Strategic BRM and IT Operations at the University of Lincoln
  126. 126. Undergraduate Students – 11,043 Postgraduate Students – 1,840 Total Number of Students – 12,883 Academic Staff – 718 Support Staff – 764 Total Number of Staff – 1,482
  127. 127. Technical Services – 41 Information Services - 18 Project Management Office – 14
  128. 128. Chapter One How, Why and Blue Skies
  129. 129. Chapter Two Thank you Birmingham
  130. 130. “I recall literally running to my IT Director’s office after the first demo to rave about what the combination of Sollertis Convergence and Cherwell could do for us in IT and our relationships with the University.”
  131. 131. Chapter Three Convergence Countdown
  132. 132. Immediately linked to our new strategy
  133. 133. Immediately linked to our new strategy 732 Business Processes 232 Business Partners
  134. 134. Engagements
  135. 135. Engagements Enhanced Complaints process
  136. 136. Engagements Enhanced Complaints process 360° Conversations with the business
  137. 137. Fully structured and reported BRMs Business KPIs Demand Management Linking Business Processes to tickets
  138. 138. Fully structured and reported BRMs Business KPIs Demand Management Linking Business Processes to tickets Fully structured and reported BRMs Business KPIs Linking Business Processes to tickets
  139. 139. Can we record conversations held outside of traditional sources? Can we link BRM and operational activities? Can we evidence why are we here?
  140. 140. tingham@lincoln.ac.uk @ti316
  141. 141. #ITinthePARK #IT500Panel
  142. 142. #ITinthePARK #IT500Panel Customers, Partners & People
  143. 143. #ITinthePARK #IT500Panel
  144. 144. #ITinthePARK #IT500Panel Vawns Murphy ITSM Tools
  145. 145. © Copyright ITSM.tools. All rights reserved.168 SELF SERVICE; GOING FROM GOOD TO AWESOME! Vawns Murphy vawns@itsm.tools October 2016
  146. 146. © Copyright ITSM.tools. All rights reserved.169 VAWNS MURPHY - INTRODUCTION  Worked in ITSM for almost 15 years  Regular speaker at industry events  Worked in all sorts of organisations, large and small  When not being pelted with brightly coloured balls in the name of ITIL, is an analyst with ITSM.Tools  Finds her job quite fun
  147. 147. © Copyright ITSM.tools. All rights reserved.170 COVERAGE  Scene-setting  The drivers for, and benefits of, self-service  What a self-service capability can include  How to assess an organization’s preparedness for self-service  Self-service success levels  Common barriers to self-service success  How to increase the chances of self-service success  Key takeaways  Q&A
  148. 148. © Copyright ITSM.tools. All rights reserved.171 THE SELF-SERVICE CONCEPT IS NOTHING NEW
  149. 149. © Copyright ITSM.tools. All rights reserved.172 SELF-SERVICE CONTINUES TO BE THE “NEW BLACK” FOR ITSM
  150. 150. © Copyright ITSM.tools. All rights reserved.173 THE HOLE WE HAVE DUG FOR OURSELVES  Who do you support?  When do you provide support?  How do you provide support?  What do you support?
  151. 151. © Copyright ITSM.tools. All rights reserved.174 IF WE DON’T SORT IT OUT
  152. 152. © Copyright ITSM.tools. All rights reserved.175 SELF-SERVICE IN 2014  35% of organizations using self-service technology, with no plans to replace or update it  24% using self-service technology, but planning to replace or update it  23% planning to add it Source: HDI “2014 Support Center Practices & Salary” report
  153. 153. © Copyright ITSM.tools. All rights reserved.176 SELF-SERVICE BENEFITS  Cost savings  Improved availability and efficiency  Increased engagement & staff retention  Easing service desk workloads  Better prioritization of issues and requests  Easier to find the right information at the right time  Delivering an improved customer experience
  154. 154. © Copyright ITSM.tools. All rights reserved.177 THE TOP BENEFITS OF SELF-SERVICE 1. Improved customers satisfaction/user experience 2. More efficient support 3. Improved perception of IT 4. Better documentation 5. Better reporting 6. Increased end user productivity Source: HDI Research Brief “Technology for Empowering End Users” (2015)
  155. 155. © Copyright ITSM.tools. All rights reserved.178 SELF-SERVICE & ITIL ITIL V 3 is made up of 5 key volumes:  Service Strategy  Service Design  Service Transition  Service Operation  Continual Service Improvement Self Service applies across the entire life cycle!
  156. 156. © Copyright ITSM.tools. All rights reserved.179 VIEW SELF-SERVICE AS A CAPABILITY NOT A TECHNOLOGY
  157. 157. © Copyright ITSM.tools. All rights reserved.180 COMMON SELF-SERVICE CAPABILITIES  Self-help via access to FAQs and other helpful information  The ability to quickly log issues and requests for resolution by IT personnel  Status checking  Broadcast alerts and individual notifications  A password reset capability  Knowledge bases & wikis
  158. 158. © Copyright ITSM.tools. All rights reserved.181 AND THERE’S MORE  Chat  Collaboration with other end users  Access to IT-asset information  Downloads  Links to handy external sites  Automated delivery
  159. 159. © Copyright ITSM.tools. All rights reserved.182 BUT IS YOUR ORGANIZATION READY FOR SELF-SERVICE?
  160. 160. © Copyright ITSM.tools. All rights reserved.183 LEVEL ZERO SOLVABLE  A common mistake is launching a knowledge base before it’s truly fit for purpose  LZS is a measure – the percentage of incidents that could have been resolved by the end user via self-help  LZS can be used to gauge the chances of self-service success by predicting the level of end user success with the knowledge base  But just because there’s an available knowledge article, it doesn’t mean that the issue can be flagged as LZS
  161. 161. © Copyright ITSM.tools. All rights reserved.184 LZS PRE- AND POST-SELF-SERVICE LAUNCH
  162. 162. © Copyright ITSM.tools. All rights reserved.185 SELF-SERVICE SUCCESS IS OUT THERE IF YOU WORK FOR IT
  163. 163. © Copyright ITSM.tools. All rights reserved.186 PASSWORD RESETS Password reset is the most successful self-service capability – with 25% of organizations reporting “great success” Source: HDI “Technology for Empowering End Users” (August 2015)
  164. 164. © Copyright ITSM.tools. All rights reserved.187 INDUSTRY STATS Circa 50% of respondents rate their self-service “online form” capability (for submitting incidents and request) as at least “somewhat successful” With circa 15% rating it as unsuccessful. Source: HDI “Technology for Empowering End Users” (August 2015)
  165. 165. © Copyright ITSM.tools. All rights reserved.188 HOW TO MAKE IT WORK Only 10% of organizations report “great success” with knowledge bases and 30% report that they have been unsuccessful So while 54% of organizations have implemented knowledge bases, one third of these have been successful, one third have definitely been unsuccessful, and the final third have had middling results Source: HDI “Technology for Empowering End Users” (August 2015)
  166. 166. © Copyright ITSM.tools. All rights reserved.189 COMMON BARRIERS TO SELF- SERVICE SUCCESS
  167. 167. © Copyright ITSM.tools. All rights reserved.190 OVERCOMING THE BARRIERS (1/2)  Not learning from the mistakes of failed self-service initiatives  The self-service initiative is treated as a technology, rather than a business, project  A lack of end user involvement  The purpose, scope, and desired outcomes of self-service are misjudged  Insufficient planning for day-to-day operations  Not addressing people-change issues
  168. 168. © Copyright ITSM.tools. All rights reserved.191 OVERCOMING THE BARRIERS (2/2)  Self-service is viewed solely as a cost-saving replacement for telephone access  Insufficient use of automation  Launch “apathy”  A one-off attempt to encourage adoption
  169. 169. © Copyright ITSM.tools. All rights reserved.192 TIPS FOR SELF-SERVICE SUCCESS For after you have considered and addressed the ten barriers
  170. 170. © Copyright ITSM.tools. All rights reserved.193 TOP TIPS FOR SELF SERVICE SUCCESS (1/2)  Investing in better knowledge management. Look at what you have already and build on it.  Offering choice – you know your organisation – so flex your approach to make it work.  Supporting mobile access to self-service capabilities  Recognizing the difference between UI and UX  Using fit-for-purpose technology
  171. 171. © Copyright ITSM.tools. All rights reserved.194 TOP TIPS FOR SELF SERVICE SUCCESS (2/2)  Exploiting existing corporate automation capabilities  Looking ahead to self-service opportunities outside of IT  Starting with a friendly pilot group  If you have a Service Catalogue make it actionable  Incidents  Project Requests  Service Requests  Standard Changes
  172. 172. © Copyright ITSM.tools. All rights reserved.195 KEY TAKEAWAYS 1. Self-service success is there to be had, but only if you really work for it 2. Understand that self-service is about offering new capabilities more than it is implementing new technology … 3. … and that organisations need to assess their preparedness for self-service 4. There are many barriers to self-service success; so be prepared to research, consider, address, and traverse them to increase the chances of success 5. Culture change – no more individual rock stars – we’re all rock stars!!
  173. 173. © Copyright ITSM.tools. All rights reserved.196 WHAT TO AIM FOR? BEYONCÉ LEVELS OF EMPOWERMENT!
  174. 174. © Copyright ITSM.tools. All rights reserved.197 IF ALL ELSE FAILS? JUST AVOID THIS!
  175. 175. © Copyright ITSM.tools. All rights reserved.198 END - THANK YOU!
  176. 176. #ITinthePARK #IT500Panel Narain Muralidharan Freshservice
  177. 177. OF ALL SERVICE DESK CONTACT VOLUME, AS MUCH AS 40 PERCENT COULD BE SOLVED THROUGH IT SELF SERVICE, BUT ONLY 5 PERCENT OF ISSUES ACTUALLY ARE SOLVED BY IT SELF SERVICE.
  178. 178. ANNUAL LOSS $250000*
  179. 179. WHY ARE THERE NO TAKERS FOR SELF SERVICE?
  180. 180. DRIVE SELF-SERVICE ADOPTION THINK LIKE A GROWTH HACKER NARAIN MURALIDHARAN FRESHDESK INC. @msnarain @freshserviceapp
  181. 181. THINK OF THE SELF-SERVICE PORTAL AS A PRODUCT
  182. 182. PRODUCT CHALLENGES PRODUCT MARKET FIT ADOPTION ENGAGEMENT SELF-SERVICE CHALLENGES VALIDATION PORTAL USAGE RECURRING USERS
  183. 183. GROWTH HACKING ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE
  184. 184. GROWTH HACKING in the service desk Is the user aware of the self-service portal? Has the user used the portal at least once? Is the user coming back to the portal? Is the user recommending the portal to colleagues? NPS ACQUISITION ACTIVATION RETENTION REFERRAL REVENUE
  185. 185. WELL DESIGNED PRODUCT
  186. 186. BUILD FOR YOUR GRANDMA
  187. 187. HACK USER BEHAVIOUR
  188. 188. ACCESSIBLE ANYWHERE AND EVERYWHERE Does your tech match end- user's consumer-esque expectations?
  189. 189. PUT YOUR MARKETING HATS ON
  190. 190. LAUNCH Word of mouth Internal newsletter Intranet Posters Contests Early adopters’ testimonials
  191. 191. Acquire users? Grow engagement? Refer colleagues? WHAT’S YOUR GOAL?
  192. 192. MEASURE
  193. 193. MEASURE Which pages do your employees visit the most? What is the most-searched keyword in the KB? What is the most-searched for asset in the service request catalog? What is the user journey like? How do people access the self-service portal?
  194. 194. CASE STUDY Geo: UK Industry: Advertising No. of employees: 2000+
  195. 195. CASE STUDY PROBLEM The IT team was understaffed and overloaded, working long hours with little opportunity to perform more strategic work.
  196. 196. SOLUTION INITIALLY PROPOSED Increase the team size by hiring THE FRESHSERVICE SOLUTION Growth hack self service CASE STUDY
  197. 197. CASE STUDY A WELL-DESIGNED SELF-SERVICE PORTAL
  198. 198. CASE STUDY KNOWLEDGEBASE AT THE RIGHT PLACE AT THE RIGHT TIME
  199. 199. CASE STUDY ACCESS IN EVERYBODY’S PALMS
  200. 200. CASE STUDY Advertise quicker solution Advertise longer wait times for tickets raised INCENTIVISE USERS TO USE SELF SERVICE
  201. 201. CASE STUDY RESULT
  202. 202. TIPS Beta test Roll out in phases Design for your grandma Content is king Keep it simple Continuously iterate
  203. 203. THINK LIKE A DIGITAL MARKETER User experience Speak your users’ language Know the right metrics Get the right tools
  204. 204. Who are we? Freshdesk Inc. is the leading provider of cloud-based customer engagement software. Our mission: To provide software for businesses of all sizes and make it refreshingly easy for them to engage with customers. Our products: Locations: San Francisco, Chennai, London, Sydney, Berlin About Freshdesk
  205. 205. About Freshdesk
  206. 206. @freshserviceapp @msnarain Questions? msnarain@freshdesk.com
  207. 207. #ITinthePARK #IT500Panel
  208. 208. #ITinthePARK #IT500Panel Steve Morgan Syniad IT Solutions
  209. 209. 235 How to build your SIAM programme and deliver a successful outcome Steve Morgan, Director, Syniad IT
  210. 210. 236 Welcome Join in on Twitter @SteveBMorgan Quick resumé SIAM experience ITSMF UK SIAM SIG Objectives for today?
  211. 211. 237 Introduction • Multi-sourcing is becoming the industry norm, and this introduces a new challenge in terms of how a complex vendor eco-system will be managed • Service Integration & Management is the co-ordination of people, processes, and tools/technology across multiple Service Providers, be they internal or external, to manage the delivery of end-to-end service to the customer. • So it’s just IT Service Management for multi vendors? Not quite…. • SIAM encompasses IT Service Management activities, as well as - Business relationship management - Project delivery - Vendor / commercial management - IT governance - Financial management
  212. 212. 238 What is SIAM? This diagram depicts: - IT serving multiple business units - IT procuring its capability from multiple towers - The need for a consolidation layer - Service Desk to manage user support - The need for a retained or sourced SIAM function to integrate tower services into business services - The need for consolidation of outputs from each tower to form service focussed output (e.g. Capacity Mgt, Reporting)
  213. 213. 239 » More effective Change Control and long term planning » Assures integrity of service and technical dependencies, reducing incidents » Improved flexibility through the ability to add or reduce managed Providers » Standardised and industrialised processes based on best practice » Drives reduction in Incidents and Problems e.g. Problem management across landscape » Less ambiguity / ‘grey areas’, opportunities for things to fall down a hole » Provides definitive set of Management Information – ‘One Truth’ » Drives the elimination of inefficiency e.g. activity duplication » Standardisation and industrialisation of processes (inc. automation) across providers » More reliable service with less incidents, major incidents, and problems » Supports Single point of responsibility / accountability » Provides Clear End-to-end ownership of the service » Establishes Single point of contact for your lines of business » Manage service catalogues which are business, not technology aligned Why is Service Integration important? Service Integration is the key to maximising the value of a multi-sourced IT Operating model. Increased Accountability To End-User Enhanced Service Quality Reduced Cost Reduced Risk
  214. 214. 240 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 SIAM Models • Model 1 – Retained SIAM function • Model 2 – SIAM is sourced independently of the Service Towers • Model 3 – SIAM is delivered jointly by the retained organisation and a sourced SIAM partner • Model 4 – SIAM is delivered by a Tower Supplier as lead supplier • Each model has their own benefits and disadvantages. There is no “best” option….
  215. 215. 241 Define the SIAM scope • Use ITIL & COBIT as a reference point to build a process / controls based operating model • This can be extended by adopting a “sliding scale” approach to indicate what is done by retained organisation versus SIAM and other service providers Source: ISACA implementation of Service Integration in a Multi-provider Environment Using COBIT 5
  216. 216. 242 SIAM – The Big Questions you need to be asking… • What are the key issues that we are trying to resolve by adopting a SIAM based approach? • Are we looking to achieve transformational change in IT? • What are we comfortable outsourcing and what needs to be retained? • Do we accept that our IT operating model may need to change? • What will our process models look like in terms of roles and responsibilities? • Who will own and operate the ITSM tools? • Will we operate SIAM in-house, or as one of our Service Towers? • Are we already operating in a SIAM model, but we just don’t call it SIAM!? In my experience, if we could do the following things with these questions, life would be so much simpler by.. • asking these at the start of the programme • seeking answers • gaining consensus from all stakeholders • documenting the answers in a programme charter that forms the basis of the project initiation documentation
  217. 217. 243 SIAM Programme Objectives and Structure • The SIAM programme will be accountable for designing, building and implementing the new IT operating model to support the multi vendor sourcing strategy • The new Operating Model will typically encompass: – A process workstream – An organisational change workstream – A communication / cultural change workstream – A tooling workstream – A governance workstream • Ideally the SIAM operating model will be established prior to implementation of the multi-vendor strategy
  218. 218. 244 SIAM Programme Success Factors • Develop the Target Operating Model • Align SIAM to the business strategy and direction • Define a tooling strategy which extends beyond ITSM tools • Design an end-to-end organisation structure • Define the scope and responsibilities of SIAM, retained vs. outsourced and service towers • Do not ignore the need for cultural / behavioural change • Implement the SIAM operating model prior to implementing the sourcing strategy • Your team should comprise the following skills – IT(SM) Process design – Tooling (selection, requirements gathering, contracting, implementation) – Sourcing (commercial oversight, contract law) – Cultural & Behavioural change
  219. 219. 245 Thank You… Contact Details Steve Morgan +44 (0) 20 3143 3492 E: Steve@SyniadITSolutions.co.uk T: @SteveBMorgan
  220. 220. #ITinthePARK #IT500Panel William Hooper Oareborough Consulting
  221. 221. Who Cares Whether Your SIAM Agreement Works? IT In the Park 25th October 2016 William Hooper, Oareborough Consulting © Oareborough Consulting Ltd.
  222. 222. 248
  223. 223. • Why engage multiple suppliers? • Realising your business case • The role of agreement • Elements of a good agreement • Agreement under SIAM • Making the agreement work • Close What I hope to Cover Today 249
  224. 224. 250 Why Engage Multiple Suppliers? • Quality of alignment • Cost • Supplier risk
  225. 225. 251
  226. 226. 252 Cloud Tooling Automation DevOps Experience
  227. 227. Realising Your Business Case 253 • Clear • Shared • Coherent • Achievable
  228. 228. 254
  229. 229. 255
  230. 230. The Role of Agreement 256 ImagecourtesyofSweetCrisis/FreeDigitalPhotos.net Move Faster Achieve More Optimise Risk
  231. 231. 257
  232. 232. Elements of a Good Agreement 258
  233. 233. • Multiple parties • Incentives • End-to-End Integration • Short duration • Standardisation • Wish to Collaborate Consistency! Agreement under SIAM 259
  234. 234. Making the agreement work 260 • Contractual Change • Operational Change and impact assessment • Resource allocation • Risk and Issue management • Information management • Standards setting, maintenance, adherence • Policy, Process, Procedure, Organisation, environment • Performance, Commercial, Financial management • Supplier management • Business relationship management Rigour In Follow-Through COBIT Principles 1. Meeting Stakeholder Needs 2. Covering the Enterprise End-to-end 3. Applying a Single Integrated Framework 4. Enabling a Holistic Approach 5. Separate Governance from M’gement
  235. 235. • Clarity of Purpose • Consistency in Construction • Rigour in Governance The Keys to Success 261
  236. 236. 262 Thank You! Email: William.Hooper@Oareborough.com Mobile: 07909 958274 © Oareborough Consulting Ltd.
  237. 237. #ITinthePARK #IT500Panel
  238. 238. #ITinthePARK #IT500Panel Claire Agutter ITSM Zone
  239. 239. Futureproof your ITSM Claire Agutter
  240. 240. About Me  15+ years in IT service management  Roles include help desk, change management, project management, service management implementation, consultancy and training  Lead tutor and director of ITSM Zone, director at Scopism Limited  Interested in anything that helps IT work better © Scopism Limited 2016
  241. 241. What’s driving change?
  242. 242. Sluggish Organisations  Customers expect more, faster  Processes evolve over time  Errors lead to an increased desire for control  Metrics become meaningless  Vision is lost © Scopism Limited 2016
  243. 243. Perceptions of IT  Bureaucratic  Likes to say “no”  Old fashioned  Process driven But….  How IT gets ‘done’  Contractual requirements  Millions of certified professionals © Scopism Limited 2016
  244. 244. Yes Please Enterprises want the results, but not the risk They need to understand the journey © Scopism Limited 2016
  245. 245. What Now??? “Oh good….a new management initiative” © Scopism Limited 2016
  246. 246. What should be on your radar  Shift Left  DevOps, Rugged DevOps, DevSecOps  Agile  Agile service management  Lean
  247. 247. Shift Left - Dev Shift left testing is an approach to software testing and system testing in which testing is performed earlier in the lifecycle (i.e., moved left on the project timeline). It is the first half of the maxim "Test early and often.” © Scopism Limited 2016
  248. 248. Shift Left - Ops © Scopism Limited 2016 Decreasing support costs and impact Self Help Service Desk/Tier 1 2nd Line 3rd Line
  249. 249. DevOps © Scopism Limited 2016
  250. 250. What is it? “…rather than being a market per se, DevOps is a philosophy, a cultural shift that merges operations with development and demands a linked toolchain of technologies to facilitate collaborative change” Gartner “…a cultural and professional movement that stresses communication, collaboration and integration between software developers and IT operations professionals” DevOps Institute © Scopism Limited 2016
  251. 251. Perceptions: DevOps  JFDI  Tech driven  Dangerous But…..  Exciting  Attractive  The future © Scopism Limited 2016
  252. 252. CALMS Culture Automation Metrics Sharing Lean © Scopism Limited 2016
  253. 253. Agile © Scopism Limited 2016
  254. 254. © Scopism Limited 2016 Individuals and interactions Processes and tools Working software Comprehensive documentation Customer collaboration Contract negotiations Responding to change Following a plan While there is value in the items on the right, we value the items on the left more OVER
  255. 255. Scrum Pillars © Scopism Limited 2016 Scrum Transparency Inspection Adaptation
  256. 256. Agile Service Management © Scopism Limited 2016
  257. 257. Agile ITSM  Traditional ITSM rollout methods don’t always work well  Apply Agile principles to ITSM design  Allow faster feedback  Get better at process integration © Scopism Limited 2016
  258. 258. Lean © Scopism Limited 2016
  259. 259. Lean ITSM  More value, less resources  Processes focused on customer outcomes  Minimise waste  Sound familiar? © Scopism Limited 2016
  260. 260. How do you get started? © Scopism Limited 2016
  261. 261. Culture  Leaders need to define outcomes  >>behaviours  Agree and measure  Train  Reinforce  Improve It might get worse before it gets better © Scopism Limited 2016
  262. 262. Enterprise level adoption  Scary for some large orgs  Procurement and business case processes not built for agile ways of working  Teams not used to working autonomously  Greater demands from end users  Shadow IT © Scopism Limited 2016
  263. 263. Process Exploration Days  Hack days or Shipit days for processes  Innovation isn’t just about products  We can all be explorers  Rotation days also work  Communities of practice  Lunch! © Scopism Limited 2016
  264. 264. Rewarding People  Use small rewards often, linked to specific actions  Give rewards at unexpected times  Reward the behaviour, not just the results  Reward peers, managers and subordinates  Reward publicly © Scopism Limited 2016
  265. 265. Find the Purpose  Collect stories about the process – good, bad, indifferent  Select examples of what you do/don’t want to happen in future  Find items that represent stories  Compare the process purpose with the organisational and procedural level purposes  Avoid the management jargon © Scopism Limited 2016
  266. 266. Agile SM Start Points  Limit WIP and focus teams  Where does work come from?  Autonomy and self-organising teams  Flow  Inspection © Scopism Limited 2016
  267. 267. Agile ITSM: Support  Helpdesk calls = feedback  Problem management = improving daily work  Incident management = opportunities for improvement  Leverage automation (shift left) © Scopism Limited 2016
  268. 268. Learn from history  What have you done that’s worked?  Have new ways of working always had a business case?  Remember it’s not a best practice competition © Scopism Limited 2016
  269. 269. Next Steps - Personal  http://devops.com  http://devopsinstitute.com/  Events: DevOps Days  Events: DevOps Enterprise Summit  Books: Phoenix Project  Books: Lean Start-up  Training: DevOps Foundation, Certified Agile Service Manager © Scopism Limited 2016
  270. 270. Takeaways to consider  What can you learn from how you do ITSM now?  Where does innovation live in your organisation?  How do Dev and Ops interact?  Is your service management agile?  Are you doing management or creating value? © Scopism Limited 2016
  271. 271. Any Questions? © Scopism Limited 2016
  272. 272. Contact  Claire@scopism.com  Twitter: @ClaireAgutter  LinkedIn: Claire Agutter  (07867) 505661 © Scopism Limited 2016
  273. 273. #ITinthePARK #IT500Panel Paul Wilkinson Gaming Works
  274. 274. © GamingWorks  The number 1 SUCCESS or FAIL factor for ITSM
  275. 275. © GamingWorks Trends = Business dependency IT Transformation CIO needs: Leadership development and staff training“….from Internal focus to outside-in, business value focus”  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 CobIT ISO 27.. 20.. ITIL Prince2 PMI DevOps ISO 38.. BiSL KT Togaf Scrum Agile BRM
  276. 276. © GamingWorks Strategic Assets People Our IT people are becoming Critical assets for Business growth and continuity Trends = ITSM a Strategic capability …you mean HE is a Critical Asset?!! Boy are we in deep Doo Doo !...
  277. 277. © GamingWorks  A (learning) Approach to MAXIMIZE RETURN ON VALUE Agenda  BEYOND TRADITIONAL training interventions Create buy-in, overcome resistance, empower People, translate theory into PRACTICE  MEASURING IMPACT  ……..using a Case…
  278. 278. © GamingWorks Case: Customer X Busy with ITIL Foundation training….(20 K invested) …...bought a tool…(50 K invested) developed processes…. (10 K invested) …wasn’t working…..resistance… no information….no control….. …..wants VALUE and RESULTS 52% Fail Due to resistance 70% Don’t Get value from ITSM Investment
  279. 279. © GamingWorks  How can we see and measure the impact on V,O,C,R?  Which problem do we want to solve?  What is your learning objective?  What is the desired Behavior?  What will we see differently?  Which Skills, Knowledge & competences do people have/need to do this?  How do we evaluate the learning experience?  How can we evaluate that the knowledge or skills have been learnt/ applied?  Which new behavior will we see at the workplace, how can we enable this & measure? An effective approach - maximize value 3% ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning  Which learning intervention or exercise can help achieve this? Intervention ‘Serious Game’
  280. 280. © GamingWorks Knowledge: Expertise and skills acquired through experience or education; the practical or theoretical understanding of a subject. Education and Theory Where do we go WRONG? A SERVICE is a means of delivering VALUE to customers by facilitating OUTCOMES customers want to achieve without the ownership of specific COSTS & RISKS. ITIL Certification ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning Intervention ‘Serious Game’
  281. 281. © GamingWorks Value and Outcomes Intake & Transfer It is through an effective INTAKE & TRANSFER of learning into the Working environment that VALUE is created and knowledge translated into RESULTS Knowledge translated into Results ‘Wish’ – (Behavior) Objective/ problem ‘Wish’ Behavior Competences Test prove Business results Learning process Functioning Intervention ‘Serious Game’ Translating theory into practice ‘New behavior’ • Don’t get the HOPED • For VALUE >70%
  282. 282. © GamingWorks ABC Assessment Help identify ‘Undesirable behavior’ & ‘Resistance’ To help scope the Problem and identify ‘Undesirable behavior’ Customer X
  283. 283. © GamingWorks Help identify ‘Undesirable behavior’ & ‘Resistance’
  284. 284. © GamingWorks Help identify ‘Undesirable behavior’ & ‘Resistance’
  285. 285. © GamingWorks Problem/Wish - New behavior/ Business results  Dissatisfied Customers  Poor availability  Re-inventing the wheel, wasting money and time  No control  Staff frustration  Customer focused  All incidents recorded  Support staff record & transfer work-arounds  Managers addressing people on behavior  We prioritize using Business impact  We continually improve  We give direct feedback  Improved Customer satisfaction  Improved availability  Less wastage  Improved motivation
  286. 286. © GamingWorks Competences Test prove Learning processIntervention ‘Serious Game’  ABC (Customer/Resistance)  Apollo MT  Define ‘Wish’ – agree Transfer role of managers  Apollo Employees – define Wish, identify resistance capture improvements  Define measurements  Leadership Learning Intervention
  287. 287. © GamingWorks User Call center 1 st Level support 2 nd Level support 3 rd Level support Supplier Flight Director Business Mission Director Experiential Learning – Business simulation Developing a Tool, to enable the processes, support decision making, Manage the workload, Transfer knowledge, Solve issues.
  288. 288. © GamingWorks  Managers focus on desirable behavior, REWARD & CONFRONT  Use daily contact moments: - Coffee machine - Meetings - Waiting for elevator  Give right example  Present results, ask for suggestions  Set priorities in line with SLA  Develop own procedures, KPIs – together. Apply CSI  Confront each other on behavior  Update the tool with accurate, useful timely information to enable resolution and control  Go into business and observe use. Present back to teams What do we AGREE to do Differently….how can we ENSURE this? Transfer into the working environment
  289. 289. © GamingWorks Behavior 1st 2 mnth I know why we need to document and register all relevant items. 6,5 I register all the items I need to document. 6.7 I regularly use information from the tool. 6,0 I observe other people recording useful information 5,4 I observe that others are using information to make decisions and reporting 5,7 I see managers confronting undesirable behavior and promoting new processes 5,8 Measure behavior - Progress Measuring current behavior & change over time.
  290. 290. © GamingWorks See! managers don’t really care That’s not what we agreed! It can get WORSE I don’t have the time…. I’ve got more important things to do….. Rewards!?…..nonsense, they’re adults I already told them what to do!.....
  291. 291. © GamingWorks Measure behavior - Progress Behavior 1st 2 mnth I know why we need to document and register all relevant items. 6,5 I register all the items I need to document. 6.7 I regularly use information from the tool. 6,0 I observe other people recording useful information 5,4 I observe that others are using information to make decisions and reporting 5,7 I see managers confronting undesirable behavior and promoting new processes 5,8 8,6 7,6 7,1 6,8 6,9 7,0
  292. 292. © GamingWorks Behavior 1st 2 mnths Our processes are designed based on customer focus and Service Catalog. 6,1 Our new tool is effective and delivers added value. 5,7 We spend enough time carrying through on process & performance improvement. 5,8 My work is more effective and efficient. 5,9 Other people always stick to agreements made 5,7 Other people regularly inform me about status of the agreements we made. 5,6 7,2 7,2 7,1 7,5 7,0 7,0
  293. 293. © GamingWorks Busiss results 1. Improved Customer satisfaction rating 2. Improved 1st call resolution and availability of key focus systems 3. Improved staff satisfaction 1. 32% score 8+ on “My work is more effective and efficient” (47% 7+) 2. 29% score 8+ on “Project X brings results” (41% 7+) 3. 34% score 8+ on “Project X has improved my work” (47% 7+) I have better control. Insight & decision making I am better able to help and inform customers 1st call resolution went up from 65% to 75%, representing 40000 additional calls resolved, saving 2 Million Kroner and the business outcome? improved patient care and patient safety.
  294. 294. © GamingWorks  Use the 8-field model to identify desirable and undesirable behavior that needs changing  Do this together with the teams and managers (Use ABC cards to help assess, discuss)  Explore using ‘experiential’, learning by doing (also coaching) to translate theory into practice  Start measuring behavior and impact, review with ALL teams then focus on next behavior
  295. 295. © GamingWorks Thank You Any questions? p.wilkinson@gamingworks.nl www.gamingworks.nl
  296. 296. #ITinthePARK #IT500Panel
  297. 297. #ITinthePARK #IT500Panel
  298. 298. #ITinthePARK #IT500Panel John Custy JPC Group
  299. 299. How Innovation and Technology are Changing Service Delivery John Custy JPC Group jpcgroup@outlook.com +1 617.851.6543
  300. 300. Agenda What is Innovation? Innovative companies What is Service Delivery? What technologies/frameworks are impacting us? 327 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh October 25, 2016
  301. 301. Facilitator Introduction  Service Management Practitioner, Consultant and Educator  Ron Muns Lifetime Achievement Award  IT Industry Legends  ITIL Expert & ITIL Service Manager  ITIL Intermediate – SS, SD, ST, SO, CSI, OSA, SOA, PPO, RCV  DevOps Certified - Instructor  KT Certified Instructor  ITIL Accredited Trainer  Knowledge Centered Services (KCS) Verified Consultant  ISO/IEC 20000 Consultant  ISFS, ISMAS based on ISO/IEC 27002  HDI Faculty & Certified Instructor John Custy john.custy ITSMNinja johncusty October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  302. 302. Innovation The process of translating an idea or invention into goods/services that creates value. …replicate at an economic cost to satisfy a need … greater or different value from resources… NOT about cost cutting/reduction ABOUT revenue and margin GROWTH 329 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  303. 303. Three Types of Innovation Evolutionary – incremental changes  Easier and safer to take an already successful service and raise it up than to develop a new one.  Driven by the customer/business is more successful. Imitators – creates more effective solutions Revolutionary – disruptive, discontinuous innovator 330 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  304. 304. Four Characteristics of Innovative Organizations Emphasis on speed  Quick adoption of new technologies Well-run R&D processes  Adoption of lean methodologies to R&D Use of technological platform  Digital, mobile, big data, and other technologies are used to support and enable innovation across the organization Systematic exploration of adjacent markets  Leverage existing capabilities in lean, speed, and technology platforms to enable innovations, whether next door or further afield October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh 331
  305. 305. 50 Most Innovative Companies From Boston Consulting Group  Apple (APPL)  Google (GOOGL)  Tesla (TSLA)  Samsung  Lenovo Five in top ten, 75% in top 50 are non-Tech  Fast Retailing (Japan)  Marriott  Disney October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh 332 On the list 9/10 years  Apple Google  Microsoft Samsung  Toyota BMW  Amazon IBM  Hewlett-Packard General Electric  Cisco Systems Nike  Sony Intel  Procter & Gamble Walmart http://fortune.com/2015/12/02/50-most-innovative-companies/
  306. 306. Innovation 333 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  307. 307. Innovation - Evolutionary By Aconcagua (talk) - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=11483030 334 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  308. 308. BMW Self-Balancing Motorcycle 335 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  309. 309. Innovation 336 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh GRIT, Global Research Innovation and Technology
  310. 310. Innovation 337 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  311. 311. Technologies Mobile/5G Cloud IoT/Smart Analytics & Big Data AI/Machine learning Social 338 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  312. 312. What is Service Delivery A service delivery framework (SDF) is a set of principles, standards, policies and constraints used to guide the design, development, deployment, operation and retirement of services delivered by a service provider with a view to offering a consistent service experience to a specific user community in a specific By HeyJay54 - Author, CC BY-SA 3.0, https://en.wikipedia.org/w/index.php?curid=19340654 339 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  313. 313. Methodologies t0 Facilitate Innovation Agile DevOps Lean Kanban Agile Service Management 340 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  314. 314. What counts … The experience – don’t forget the user  Not about outputs, but outcomes  Total experience Technology is a tool to help user achieve their goals Did the user ‘ask’ for this, or was it forced on them? Is the goal to have users use the solution or prefer the solution to what was used previously?  Who funded? Why?  Are users inside or outside the loop? 341 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  315. 315. Successful Organizations Real business impact  Are both the customer and service provider proud of the solution?  Would the customer fund this? Strategic partnership Changing role of IT (see panel session later today) Trust Don’t forget the people and processes Innovation is one of top three strategic goals 342 October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh
  316. 316. Questions? October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh 343
  317. 317. October 25, 2016 ©2016 JPCGroup IT in the Park IT Service Management Conference Edinburgh 344 https://www.bcgperspectives.com/content/articles/growth-lean-manufacturing-innovation-in-2015/
  318. 318. #ITinthePARK #IT500Panel Daniel Baird Grahams The Family Dairy
  319. 319. a cloud journey october 2016 daniel baird Group Head of IT
  320. 320. 1939 The Dairy starts Grandpa Robert milked 12 cows by hand. The milk churns went by pony & cart to Bridge of Allan 1940s Dad arrives on the scene, The dairy buys a bottling machine filling 5 bottles at a time Our first milk van arrives. 1967 A major milestone: the purchase of a pasteuriser & Graham’s milk is sold a little further afield
  321. 321. 1988 The Jersey herd begins with cows once owned by the Queen 1990s The business grows substantially from being just doorstep to wholesale, and delivering to shops, hotels & restaurants 1991 Robert Graham Jnr joins the business from University 1999 The first supermarket contract is won and the first artic lorry is bought
  322. 322. 2006 Major rebrand resulting in the launch of the “Family Dairy” brand 2009 Graham’s Gold milk is the first branded product into stores in England 2009 Graham’s ice-cream range is launched
  323. 323. 2011 Graham’s spreadable butter is launched – the first to be produced by a Scottish dairy 2011 The brand is refreshed
  324. 324. KWP 52 w/e 27th March 2016 51.1 0 10 20 30 40 50 60 A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J F MM A M J J A S O N D J J F M 20162015201420132012 Penetration % Over half of Scottish households buy the Grahams brand. After continued growth, this has stabilized since the end of 2015. Grahams in Scotland
  325. 325. protein 22
  326. 326. a long time ago in a dairy far away… • Aging unreliable exchange servers with limited storage • Unreliable tape backups • Limited mobility • Large XP estate • Virus/Malware issues • Remote site issues • Costly IT support issues • Blackberry handhelds
  327. 327. Graham’s Family Dairy in 2015…
  328. 328. step 1 – exchange online • 2013 – Migrated to Exchange Online • Easy Entry-Point into the cloud • Enabled large mailbox storage • Increased reliability and removed reliance on servers and rural broadband • Removed cost of server running and support • Monthly costs the same as their previous anti-spam • Enabled advanced features like Litigation Hold and Online Archiving
  329. 329. step 2 – intune management • Early 2014 – Deployed Intune to manage and secure PCs and Mobile devices • Removed cost of legacy Anti-Virus • Enabled standard builds and software deployment • Gave visibility of the hardware in the company • Added management of iPADs and Android • Reduced Virus and Malware infections
  330. 330. step 3 – xp to windows 7/8 • Early 2014 – Windows Intune enabled us to identify XP upgrade targets • Removed all XP and Vista from the estate • Dramatically improved performance, security and reliability • Windows 8 on MS Surface and other touch devices
  331. 331. step 4 – windows mobile • Spring 2014 – Upgraded old Blackberrys to Microsoft Lumia • Removed reliance on Blackberry servers • Reduced phone contract costs • Enable full MS Office on devices • Superior Email Client • Intune Management • Access to Modern Apps
  332. 332. step 5 – azure infrastructure • Summer 2014 – Implemented Azure Infrastructure Services • Azure Backup instead of tapes with System Centre DPM • Azure Site Recovery for Disaster Recovery • Azure based Active Directory servers for remote sites • Removed cost and risk from on-premise backups • Low monthly fee
  333. 333. step 6 – yammer • Autumn 2014 – Implemented Yammer social networking • Wished to have better internal communications • Wished to engage the sales team and non PC users • Huge success and has helped drive sales • Part of Office 365 • Integration with Digital Signage
  334. 334. step 7 – azure databases • Spring 2015 – Implemented new order management system in Azure • Reduced running and hosting costs • High availability • Using Azure AD (Office 365) as authentication • Using Intune to manage delivery handhelds
  335. 335. step 8 – sharepoint & powerBI • Spring 2015 – Rolled out Grahams “DairyPoint” • Central portal for all reporting systems • Using Natural Language Query in PowerBI for reporting • Dashboarding company performance • Document Management • Corporate Intranet • Yammer integration
  336. 336. step 9 – skype for business • Summer 2015 – Rolled out Skype for Business • Rapid communication and Video Conferencing between depots and staff • Reduced phone bills • Dial-In Sales meetings • Townhall meetings • Integration with PBX & Presence • Dial-In Conferensing
  337. 337. step 10 – the future • Planned projects for 2016/17: • Implementation of Self Service Password reset lowering support costs (Complete) • Windows 10 rollout (Complete) • Deployment of System Centre 2016 Management (In Progress) • Server 2016 • Implementation of Multi-Factor authentication to increase security • Customer Web App and Mobile App in Azure with Machine Learning • Microsoft Azure IoT Stack
  338. 338. Step 10 – The Future - IoT • IoT project – Cage tracking • IoT project – Vehicle monitoring • IoT project – CCTV • IoT project – Vehicle CCTV • IoT project – Temperature monitoring • IoT project – Facilities – Door entry, Silo levels • IoT project – Production monitoring • IoT project – Connected Cow
  339. 339. december 2016 – kintore depot
  340. 340. Daniel Baird db@gfd.co https://www.linkedin.com /in/robertdanielbaird
  341. 341. #ITinthePARK #IT500Panel
  342. 342. #ITinthePARK #IT500Panel Allen Ensby Vocalink
  343. 343. You Can’t Manage What you Can’t See! IT in the Park – 25th October 2016 Allen Ensby
  344. 344. AGENDA 1 Introduction 2 VocaLink: Who we are 3 VocaLink and Interlink History 4 VocaLink Monitoring Infrastructure Overview 5 Monitoring by Numbers 6 Service Visualisation – Interactive Dashboards 7 What’s Next?
  345. 345. WHO WE ARE
  346. 346. WE ARE VOCALINK • We are a global payments partner to banks, corporates and governments • We design, build and operate world-class payment systems and award-winning platforms • We believe that sustainable economies are powered by easy access and movement of money • We make it easier for people around the world to make payments confidently and securely • We processed over 11 billion transactions with a value of £6 trillion in 2015
  347. 347. OUR INNOVATIONS
  348. 348. OUR SUCCESS IN NUMBERS £1trillion Value of Faster payments transactions processed in 2015 £136billion Amount of ATM cash withdrawn for 2015 £4.6trillion Value of Bacs payments processed in 2015 Direct Debit BACS transaction values (£bn) 0 500 1,000 1,500 2,000 2,500 3,000 3,500 2010 2011 2012 2013 2014 2015 Direct Credit / Standing Orders 0 200 400 600 800 1,000 1,200 2010 2011 2012 2013 2014 2015 FPS transactions values (£bn) 110 115 120 125 130 135 2010 2011 2012 2013 2014 2015 LINK Scheme cash withdrawal values (£bn) 20.2million Peak Daily Faster Payments Transactions 15.42million Peak daily ATM transactions 109.3million Peak Daily BACS payments
  349. 349. VOCALINK AND INTERLINK HISTORY • Initial contract with Interlink Software signed in 2002 • 2007 – installed BES at VocaLink to give a true manager of managers “One Screen” monitoring system • 2012 Implemented ASI Dashboards, introducing Service and Technical Business Value Dashboards due to growing business reliance on the technology • Several bespoke integrations written and developed to assist software implementation across the business (not just Service Operations!)
  350. 350. VOCALINK MONITORING INFRASTRUCTURE OVERVIEW • 4 BES servers • Automatic Callout to 12 separate 24x7 support teams • Automatic incident ticketing to 2 different ITSM tools • BES reporting with scheduled daily/weekly/monthly SLA reports • 5 internal dashboards and 2 external (customer dashboards) driving service value and visibility
  351. 351. MONITORING BY NUMBERS • On average 45,000 events generated by monitoring systems per day. • 240 major severity alerts • 98% automatically raise an incident to the associated support team • 45 critical severity alerts • 40% automatically raise an incident and an automatic callout to the associated support team • Approx. 2,300 procedures attached to known alerts. • 1700 alerts suppressed via blackout on average per weekday & 40,000 alerts suppressed via blackout during a weekend
  352. 352. SERVICE VISUALISATION Why use a dashboard? • Real time, relevant information at a glance • Collate data from multiple, disparate sources (i.e. not just alerts!) for a unified view • Display the health of critical services across your business • Incorporate service or technology maps to aid and assist recovery • Provide customers with real time information about the service you provide
  353. 353. SERVICE VISUALISATION – Batch Monitoring (internal)
  354. 354. SERVICE VISUALISATION - Technical Service Overview
  355. 355. SERVICE VISUALISATION - Technical Service Overview
  356. 356. SERVICE VISUALISATION - Technical Service Overview
  357. 357. SERVICE VISUALISATION - Technical Service Overview
  358. 358. SERVICE VISUALISATION - Technical Service Overview
  359. 359. SERVICE VISUALISATION - Technical Service Overview
  360. 360. SERVICE VISUALISATION – Faster Payments Scheme (internal)
  361. 361. SERVICE VISUALISATION – Faster Payments Scheme (customer)
  362. 362. SERVICE VISUALISATION – BACS Scheme (Customer)
  363. 363. SERVICE VISUALISATION – BACS Scheme (Customer)
  364. 364. SERVICE VISUALISATION – BACS Scheme (Customer)
  365. 365. SERVICE VISUALISATION – BACS Scheme (Customer)
  366. 366. VocaLink – What’s Next? 2 Integrate with everything! More and more technology integration as more and more bespoke software is adopted 3 DevOps/Agile Balance agile approach with reliability and stability 1 Business Service Management • Monitoring by Service • True service impact • CI relationship maps • Faster root cause analysis • Knowledge retention
  367. 367. ANY QUESTIONS? allen.ensby@vocalink.com
  368. 368. #ITinthePARK #IT500Panel Andrew Peck Vorto Limited
  369. 369. © Copyright 2016 Vorto Limited V O R T O Best practices Major Incident Management MIM Andrew Peck
  370. 370. © Copyright 2016 Vorto Limited 413 V O R T OOpening • Quick intro about Vorto. • Raise your hand if you are involved in any way to report outages to your business or any form of regulatory/external body caused by failures in IT ? • How many of you have a documented Major Incident mgmt. process that is utilised and people with either a full time or part time role ? • What’s the primary objective of the Major Incident Management process ? • Which areas are there opportunities to shorten the MTTR ?
  371. 371. © Copyright 2016 Vorto Limited 414 V O R T OSummary • Every organisation that has a reliance on IT must have a Major Incident Management (MIM) process defined in order to effectively manage and reduce business impact from IT outages. • Different levels of MIM engagement can be applied based on the criticality of IT services, but a rigorous process has to be established alongside a robust tooling solution (either basic or complex) or avoidable business outages will occur. • MIM is surprisingly not defined as a distinct process in ITIL, we however strongly believe it is and have defined both a distinct process and tooling solution within ITSM tools to support it across multiple organisations. • In this session we will cover the following: o The key stages of the process. o The support roles and responsibilities within an organisation. o The opportunities to reduce your MTTR. o Tooling features (available in an ITSM tool or external products).
  372. 372. © Copyright 2016 Vorto Limited 415 V O R T OThe MIM process Fix applied, service resumed Recovery plan agreed Incident Raised Resources mobilised Investigation commences P1 occurs, business impacted Fixes applied In this example over 3 hours has elapsed, the reality is that the duration can be much longer sometimes even days. 0 mins 15 mins 35 mins 90 mins 180 mins 195 mins
  373. 373. © Copyright 2016 Vorto Limited 416 V O R T ORoles & Responsibilities Recovery manager • An empowered individual who has the right combination of technical and business knowledge. Strength of personality and the ability to remain calm is also as critical. • They own the technical bridge, drive activities and keep everyone focussed on the resumption of service. • They do not relinquish control to the CIO ! Communications manager • Creating and sending communications, following up with regular updates and closing the communications. • Tracking all work activities. • Providing “co driver” support to the recovery manager. IT support teams • Identified infrastructure and application engineers who working together have the knowledge to resolve the incident. • Defined as part of the ecosystem of the impacted applications and services in your tools. Application & service owners • Identified owner who can make the ultimate decision and whose team is responsible for interacting with the business. • Understand and help communicate the respective operational, regulatory, financial and reputational impact to their IT and business services.
  374. 374. © Copyright 2016 Vorto Limited 417 V O R T OIdentify & assess What’s happening? The business sees a loss of service or the potential loss if action is not taken quickly Assess the impact and agree the severity Start the process Where are the opportunities to reduce MTTR ? • A MIM process has been defined and the business know how to invoke it. • MIM roles have been identified and assigned. • Services have been defined with owners empowered to make decisions. • Ideally the CMDB holds the information in your ITSM tool. • Recertification processes ensure data is accurate. • The MIM manager and the authorised service representative collaborate to make the decision on the severity. What do we do now? Carry out a defined and agreed process
  375. 375. © Copyright 2016 Vorto Limited 418 V O R T OCommunication Open the Ticket Establish business impact and complete basic information Opening Statement Key parties need to know Where are the opportunities to reduce MTTR ? • To open a MIM only requires minimal information, don’t waste time completing fields that aren’t yet qualified. • Problem management is for later! • Define subscription rules based on service, severity, country etc. for interested parties to subscribe to, no time wasted finding the right email list or pulling together a group of people. • Targeted communication to the right audience can provide the vital piece of information to find the cause of the incident. • Degrade your service CI so that the Service Desk can immediately see an issue has occurred and help relate other issues that potentially could lead to a solution (Parent/child logic).
  376. 376. © Copyright 2016 Vorto Limited 419 V O R T OInvoke a service recovery plan While IT works on the issue the business may need to invoke an SRP Run by the business external to the MIM A stored service recovery plan (SRP) invoked or a live service recovery blotter (SRB) initiated • If the incident is of a scale that it needs to be auditable, a stored SRP should be invoked or a live SRB initiated to capture and record the whole event. The blotter event can then be stored as an SRP within the knowledge base. • Define SRP’s related to your applications and services. • Rehearse these plans on a periodic basis. • Execute the SRP and manage all the required activities. • Communicate and visualise the status. • Post event – full audit trail and for regulators and the opportunity to improve the SRP for future invocations. • http://www.cutover.com/product/
  377. 377. © Copyright 2016 Vorto Limited 420 V O R T OInvestigate Let’s now find what’s broken Automation! Advanced Analytics! Where are the opportunities to reduce MTTR ? • Your infrastructure teams and application teams all have scripts they use to check environments, automate those scripts. • Utilise an enterprise orchestration product or self-build using web services. • Use your CMDB relationships (if you have them) to find the CI’s and run parallel health checks against all the related infrastructure. • This can be initiated as soon as the service has been identified and the ticket opened, when the IT team reach the bridge the health checks have completed. • Advanced analytics – www.squirro.com – Powerful technology to search any data source for related data points (event, change, incident, log, performance) . All of these when searched within the context of the application can potentially find the issue.
  378. 378. © Copyright 2016 Vorto Limited 421 V O R T OContinued communication Don’t forget to keep communicating ! Key parties need to be kept informed Continued awareness of progress and impact is critical • Communicate at scheduled intervals or at key lifecycle stages. • If you communicate well it stops the bridges being overloaded with listeners who don’t add value.
  379. 379. © Copyright 2016 Vorto Limited 422 V O R T ORoot cause & recovery plan agreed - fix Found it, now let’s fix it Speed is of the essence – cut sensible corners • Change tickets aren’t needed. • Retrospective ECR can be raised and approved after the event. • Audit functions typically agree to this process. • The key participants, service owner and MIM manager have been empowered by the organisation to make the decision. • If further guidance is needed bring them to the bridge to discuss verbally.
  380. 380. © Copyright 2016 Vorto Limited 423 V O R T OClean up It’s fixed now what do we need to clean up with the business and close out the MIM process Subsequent activities • Shift the focus to business clean up. • Remain in a state of heightened awareness. • Potentially freeze any changes to the application and supporting infrastructure. • Who wants to explain an own goal from a failed change immediately after a major business outage? • Review all the activity logs and ensure accuracy of data entered into the ticket. • For the highest severity incidents open up the Problem management record immediately.
  381. 381. © Copyright 2016 Vorto Limited 424 V O R T OSummary of Recommendations • Establish an owner for the Major Incident Management process. • Define the roles and assign them to individuals. • Define and document the process for all internal staff and external vendors to attest to. • Identify the business critical applications or services and the specialist internal and external resources that are required to restore service when an outage occurs. • Configure those resources into your ITSM tool for escalation and notification. • The advanced features available which have been mentioned are all optional based on your volume, criticality of services and budget availability. • Conference bridge and auto dial – xMatters • Cognitive search engine – Squirro • Automated tasks – Any orchestration tool or self-built web services • Service Recovery Plans – Cutover
  382. 382. © Copyright 2016 Vorto Limited 425 V O R T OWrap up • Questions ? • See us after this session for more. • Come to our stand and we can show you our MIM app hosted on ServiceNow and the available add ons. • Visit our site www.vorto.co • Contact us: • andrew.peck@vorto.co 07710 520 465 • shuaib.rabbani@vorto.co 07770 450175
  383. 383. © Copyright 2016 Vorto Limited 426 V O R T OAppendix - Functional components of MIM Assignment to communication and recovery teams based on Target Operating Model Auto-impact analysis. Impact enrichment – financial, geographical, business lines and functions Diagnosis, investigation and remediation activity Leverage “xMatters” to mobilise support groups and stakeholders onto business and IT bridges and send communications to subscribers based on device preferences Send opening, update and closing communications to targeted subscribers using comms templates that structure and format messages aligned to corporate standards Allow users to subscribe to major incidents based on CMDB applications and services, severity, locations, business lines and communication types Link major incidents to other major incidents and standard incidents Use post mortem process to follow-up with detailed impact and preventative actions Public wallboard showing major incidents and their respective business impact Set applications and services to degraded and outage. Proliferate visual identifiers throughout tool to highlight health status of applications and services Ensure MiM is intuitive and optimised for user experience and efficiency MiM Auto- Assignment Mobilisation & Collaboration Tasking Mobilisation & Collaboration Communication Subscription Post Mortem Linking Wallboard Operational Status UI and UX focus Time Tracking Capture time spent on support activity as part of over cost transparency programme
  384. 384. © Copyright 2016 Vorto Limited 427 V O R T OAppendix - Lifecycle Stages of a Major Incident Step Activity ITSM/Other Tool capability Comments Roles 1- Identification An issue with a business process is identified. N/A – Process Depending on the issue we would expect parallel events being generated by monitoring tools Application Support, Service Desk, Business users. 2 - Assess & determine impact/urgency to set priority. Set the value in the MIM form. N/A - Process This is recommended as a manual process by the respective service owner and the MIM manager. Calculators can be built but the complexity required and the subsequent human validation makes it unnecessary. MIM Manager and Application/Service owner. 2 - Degradation The service CI that has been agreed as the representation of the business process is set to Outage/Degraded based on the assessment at that time Colour based (RAGB) indicators are added to the MIM form and in the related processes of Incident, Problem & Change to alert other users of the service state. Workflow can also be triggered from the degraded state also if required to initiate automated actions. MIM Manager. Service Degrader if federated control is permitted. 2 - MIM completion and send opening statement. Complete the form and the opening statement for notification. Communication template, preview message, preview sender capability and store all communications for future reference. Send to recipients is drawn from subscription rules of the degraded CI. Can be users, groups or Email DL’s. MIM Manager. MIM Communication manager. 3 - Mobilise IT resources Bring IT resources to the bridge to investigate. IT resources defined against service CI covering both Infra, App support & 3rd line Dev resources that are experts on the service. Contacts via phone to bring to bridge using manual or automated tools(www.xmatters.com) Define teams for automated escalation for applications that support critical business processes. This will bring critical resources to the bridge in -60 seconds. Essential to maintain this data when reliant on vendors. IT Support. MIM
  385. 385. © Copyright 2016 Vorto Limited 428 V O R T OLifecycle Stages of a Major Incident Step Activity ITSM/Other Tool capability Comments Roles 4 - Investigate through Automation If a CMDB with Application to CI relationships are available automated health-checks can be run against all CI’s Link ITSM to Orchestration capability Saves time ! The health-checks may uncover the issue. If they return clean it’s an investigation path that has been completed with no time wasted by the support staff. Automation 4 - Investigate Review all available data to determine what caused the outage and how to resume service. Manually or using advanced product capability. Squirro Service Insights (www.squirro.com) plugin to analyse every available data source within the context of the application that the impacted business process runs in. Typically, the longest stage of the lifecycle. All technical support staff Update subscribers Communicate with an Update message. Add to previous opening statement. Posting latest update first whilst retaining the history. Storing each Communication as a separate record. Timers can be defined to remind the MIM staff that an update is due in xx minutes. We recommend 30 minutes or when a lifecycle step has been completed. MIM Communication manager 4 - Track activities Allocate tasks to each team to track actions, duration and completion. If your business requires full audit and a documented process be invoked to recover the business process a stored Service Recovery Plan (SRP) can be invoked (www.cutover.com) N/A Useful on a big incident with many teams running concurrent activities. Required for PM review post incident to ascertain tasks carried out and duration. MIM Manager. 5 - Issue identified and resolution plan agreed. Agree action plan with service owner and technical leads. N/A – Process 6 - Apply fix. Apply fix under MIM process. If ECR N/A Site specific processes apply to change
  386. 386. © Copyright 2016 Vorto Limited 429 V O R T OLifecycle Steps of a Major Incident Step Activity ITSM/Other Tool supplied Comments Roles Verify service recovered. Confirm with business and IT that service has been resumed. N/A – Process Remediation tasks. If business has to carry out data clean up assign tasks to track activity. MIM Manager. Close If all tasks complete the MIM can be closed. N/A MIM Manager Closing communication. Send final notice that MIM has completed. Add to previous statement. Posting latest update first whilst retaining the history. Storing each Communication as a separate record. CI state to ‘Back On Line’ A watch state to ensure heightened awareness that this CI has just been under a MIM. Colour based (RAGB) indicators are added to the MIM form and in the related processes of Incident, Problem & Change to alert other users of the service state. Change management typically would have elevated approvals after a recent MIM to ensure no ‘own goals’ after a serious outage. MIM Manager. Problem management record created. Create a PM for all Sev1 Automatically created to drive consistent Problem management.
  387. 387. © Copyright 2016 Vorto Limited To find out more please visit us at www.vorto.co or contact us at info@vorto.co V O R T O
  388. 388. #ITinthePARK #IT500Panel
  389. 389. #ITinthePARK #IT500Panel Alf Melin Getronics
  390. 390. Proactive problem management How to resolve problems before your users know they exist Date: 25th October 2016 Presenter: Alf Melin
  391. 391. 43 Proactive problem management Introduction Alf Melin - Head of UK ITSM Getronics Global Workspace Alliance
  392. 392. 43 Proactive problem management Looking back - Sometimes an after-thought and often under resourced with split roles - Risk of conflicting priorities if within the service desk organisation - Traditional problem sources: - Major incident recurrence prevention - Stakeholder requests - Incident trend analysis - Problem candidates from resolvers - Reliance on high quality, consistent incident categorization - Often limited scope (top 10 or greater than x% of volume) - Working to timescales of weeks and months - Success often comes in short bursts between periods of apparent inactivity - Difficulty quantifying value added from many outcomes
  393. 393. 43 Proactive problem management Changing environment Consumerisation and generational change is driving higher user experience expectations Vast data lakes are not being utilised to deliver potential efficiency savings and productivity increases Machine learning and pattern recognition technology are available now to enable real 3P support models and the market wants it By 2018, 50% of global enterprises will have deployed machine learning technologies 80% of CIOs wish to switch investment from backwards-looking reporting to forward-looking predictive analytics Gartner

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