South Florida HDI Event, Managing Service Delivery


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South Florida HDI June 21, 2012 event at Dave and Buster's, Managing Service Delivery

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South Florida HDI Event, Managing Service Delivery

  1. 1. Managing Service Delivery South Florida HDI Chapter June 21, 2012
  2. 2. Agenda1:30 PM Registration and Networking2:00 PM Welcome and Event Overview2:15 PM Keynote 1 - Rich Kaspar3:00 PM Break3:15 PM Keynote 2 - Jeff Hance4:00 PM Break4:15 PM Keynote 3 – Sophie Klossner4:45 PM Closing Announcements, Survey’s & Raffle prizes5:00 PM Happy Hour at Dave & Buster’s
  3. 3. Fusion 12• October 28-31, 2012 in Dallas, Texas• Interact with more than 1,600 support practitioners• Leverage Service Management innovations• Discover emerging trends, innovations, and examine valuable best practices.• 9 Actionable Tracks• 11 Pre-con sessions• 80 Sessions• 5 Keynote speakers• Expo Hall with over 100+ vendors
  4. 4. HDI 2012: A Digital Experience
  5. 5. $100+ $1000+ $79 Conferences, events and Online resources, webinars, Research Corner, whitepapers… Training discounts $240 Value $75Focus Book Series and AnnualPractice and Salary Report Local Chapter Membership $165 $100 (only for today)
  6. 6. Thank you to our Sponsors!
  7. 7. South Florida HDIThanks go to the following• Lynn Johnson – VP of Programs• Yleana Franco – VP of Sponsorship• Tony Di Perna – VP of Membership• Mark Adams – Content Review• Eddy Fuente – VP of Finance• Albert Noa – Sounding Board• Tony Alvarez – VP of Communication
  8. 8. Volunteer?
  9. 9. Rich KasparRich Kaspar has worked with many IT organizations in theSoutheast over the past several years working for both BMCSoftware and CA Technologies. He has experience in ServiceManagement, Automation, Service Assurance, CapacityPlanning, Virtualization Management and CloudComputing. In his current role, he serves as SolutionStrategist in the Southeast for Nimsoft Service Desk, CATechnologies go-to-market SaaS Service ManagementSolution. Rich holds a BA in communication Studies fromUNC-Charlotte and is ITIL v3 Foundation Certified.
  10. 10. Alternative ServiceDelivery Models forService ManagementThings to ConsiderJune, 2012
  11. 11. Agenda— IT Budgets & Resources: The New Normal— Service Management Technology Trends— What are we trying to accomplish today?— What’s really happening?— Considerations for the SaaS service management alternative— Summary
  12. 12. IT Budgets & Resources: The New Normal Business demand continues to grow as IT Capacity flat lines or decreases Business Previous IT Demand Steady State Recession & Credit Growing Crisis Alignment Gap IT Budget & Resources 2003 - 2008 2008 - 2009 New Normal Innovation becomes key driver for change CA confidential and proprietary. For internal use only.1
  13. 13. Service Management Technology Trends 2003 2008 NOW • Highly • Configure, • Demand for Customized, don’t code fast delivery Tailored to • Best-in-suite, • Scaled back business integrated ITIL requirements • Development processes approach
  14. 14. What is Service Management?— Service Request – front line of IT to the customer— Incident – identify, track and manage incidents— Problem – creating efficiencies— Change – proper planning of changes— Configuration – centralized view of IT data— CMDB - houses CI’s for topology mapping— Knowledge – searchable database for known resolutions— Service Level – establishing, tracking, managing SLA’s— Asset – inventory vs. lifecycle
  15. 15. What are Organizations really doing?— Data center managers have taken ownership of configuration management − Consolidations, moves, virtualization, clouds − CMDB projects remain problematic (culture, definitions, approach)— Lines of Business have created ‘shadow IT’ to meet innovation demands— Finance is rationalizing the service portfolio in a spreadsheet— Everyone agrees asset management is a problem − Continues to be the poster child of denial— Executive management commoditizing functions to address flat budgets and innovation demand − Outsourcing − SaaS
  16. 16. Top 10 ITSM Challenges for 2012
  17. 17. Where is the money going?— Your 3-year ITIL service management implementation plan has lost its funding − Executives regard it as a ‘ticketing system’ − Every year is groundhog day to budget for maturity − Vicious cycle for service management stack – lack of investment reduces it to a ‘ticketing system’— Cloud aka Innovation − Executives are investing in technologies to develop competitive advantage − Automation, virtualization value proposition to release capacity demand
  18. 18. What is everyone doing?— Re-evaluating the 3-year plan − Looking at service delivery capabilities in 3-6 month cycles − Short-term approach for immediate returns— Scaling back requirements to the core: − Incident, problem, change, service request, asset inventory, basic configuration management, knowledge— Paying less and doing a lot more through SaaS alternatives, but giving up the deep integration requirements
  19. 19. Service Management Reset 2012— Incident, problem, and change is not enough— The request ‘Storefront’ is more critical than ever— Business case for enterprise CMDB hard to defend— Tier 0 investment focus − Collaboration, mobile access, knowledge, self-service, call deflection— Extensibility and integrations require closer scrutiny for value propositions— Asset management means inventory management— Reinventing Service Management in the Cloud context— Champagne tastes, beer budgets
  20. 20. Considerations for the SaaS service managementalternative− Look closer at those capability and integration requirements. Are they defendable in your business case?− Is your organization committed and mature to your current plan?− Can you make more value with a SaaS alternative with the budget you have?− Is there a mandate to get the commodity services outside the firewall?− Can you attach your service management initiatives to innovative projects? • Cloud-based services • Outsourced services
  21. 21. Value Proposition for SaaS Service Management— Like any cloud approach, you take it out-of-the-box − SaaS applications designed for highly standardized delivery— Rapid implementations of more capability − 9 processes In 3 weeks rather than 3 process in 9 months— Multi-tenancy attributes positions you to support the service provider model − Departmental, locations, cloud providers, outsourcers— Infrastructure support goes away (hardware / OS)— Focus on providing service, not the application that supports the service
  22. 22. Purpose-built Cloud Approach vs. “Retread”Hosted Data Center Cloud Data Center Single Instance1 2 3 4 Single Upgrade 1 Multiple Instances T T T T T T T5 6 7 8 Multiple Upgrades9 10 11 12 Why Do We Care? • Hosted model creates longer implementation times • Adds more complexity, requires more customization and configurations • Affects performance and availability • High vendor TCO affects customer costs over time
  23. 23. Things to watch out for— If you are going to SaaS, make sure it’s really SaaS − Hosted legacy app served up in a URL – high-cost model − Cloud-based apps delivered properly have low-cost model − Performance!— Keep a watchful eye on any configurations you end up doing − How does it affect your upgrade path − Implementation time − On-going support − Application skill sets – is it just configuring?— Subscription costs − Short term contracts leave room for potential price increases, flexibility may be necessary but comes with a price, state your terms to align with your business— Where’s your data − Can you get it back?
  24. 24. Why SaaS service management may make sense— Value Proposition SPEED − Low TCO − Quickest time to deployment and use AGILITY − Simple to use, administer, upgrade and support − More value for less $$ FLEXIBILTY— Why Does This Matter to Your Business? − Reduces IT cost run rate to focus on driving innovation not support − Low risk with quick implementation, low cost, subscription- based − Visibility for both IT and end users to simply get what they need
  25. 25. Contact Info Cell: (615) 829-2546 kaspar/b/183/374Drop in your business card for a drawing to win a $100 Amazon gift card!
  26. 26. Questions?
  27. 27. Alternative ServiceDelivery Models forService ManagementThings to ConsiderJune, 2012
  28. 28. 15
  29. 29. Jeff HanceJeff Hance is a System Engineer and SecurityStrategist at LANDesk, a company dedicated tobeing the best at enabling IT to deliver businessvalue by gaining control of end-usercomputing. Jeff has been a member of theLANDesk team for over 6 years specializing inSecurity Request management and its role inoptimizing, maintaining and auditing theserequests within organizations using ITIL bestpractices.
  30. 30. Request Management and Self Service Easy Access for the Users30 LANDesk Software Confidential
  31. 31. How’s Life on the Service Desk?31 LANDesk Software Confidential
  32. 32. Take Back Control Free time32 LANDesk Software Confidential
  33. 33. To put it another way IT is about technology and the future, yet while we struggle to bring future technology into business, the future has snuck up on us and changed everything LANDesk Software Confidential
  34. 34. S stands for SERVICE An event in which an entity takes the responsibility that something desirable happens on the behalf of another entity. (economics) Something Desirable Action or work that is produced, then traded, bought or sold, then finally consumed. that is Consumed34 LANDesk Software Confidential
  35. 35. IT Service (ITILv3): A Service provided to one or more Customers, by an IT Service Provider. An IT Service is based on the use of Information Technology and supports the Customers Business Process. An IT Service is made up from a combination of people, Processes and technology and should be defined in a Service Level Agreement.35 LANDesk Software Confidential
  36. 36. Some Challenging Statements (not all true) Corporate IT is becoming irrelevant ITIL got it wrong While we’ve been building Service Desk, CMDBs, Release and Change processes, we forgot about the most important part of ITSM The “S” LANDesk Software Confidential
  37. 37. What do I mean?Let’s start with Consumerisation › Rapidly becoming one of the most over-used phrases in IT › There is a good reason for this. It’s real.I say… › It’s NOT about ipads, playbooks, android or mobile phones. › It’s about Expectation LANDesk Software Confidential
  38. 38. The IT Big BangProliferation of Devices,Much More Distributed Cloud IT Mainframe Client Server Internet Computing Consumerization LANDesk Software Confidential
  39. 39. TodayThe Convergenceof Business& Personal Busines s PersonalLines blurredbetween business andpersonal lives LANDesk Software Confidential
  40. 40. But Then…. Question How many people use Google to locate information? How many have ever phoned Google? Coming to work shouldn’t feel like going back in time › Who has XP at home? › Who has XP at work? LANDesk Software Confidential
  41. 41. The Next Generation IT Customer Increasingly sophisticated and self-reliant IT-CustomerUser Is The New Endpoint(Tech savvy, platform-agnostic, user & device management) LANDesk Software Confidential
  42. 42. One Thing By the way, they are not END USERS(Only the drug addiction and the IT industry have USERS) They are CUSTOMERS and CONSUMERSAnd they expect a CONSUMER STANDARD IT EXPERIENCE LANDesk Software Confidential
  43. 43. Opening keynote at Gartner Symposium/Itxpo Orlando 2011, “You must pursue simplicity by putting people and their needs at the center of design… … In the post-modern business, you will forget phrases such as ‘business architecture’ and embrace phrases like customer delight, customer involvement, and customer intimacy” Daryl Plummer, managing vice president and Gartner fellow LANDesk Software Confidential
  44. 44. The IT world HAS changed fundamentallyWhat’s happening to the relationship between IT and the business? I EXPECTConsumer Products are Becoming Business Tools BETTER Consumer Experiences are becoming Business Expectations IT is fighting to keep up Be more reliable, be easier to get to, be less complicated, be up to date, match consumer- expectations and consumer-standards Consumerisation is Expectation – Do, Use, Experience, Allow LANDesk Software Confidential
  45. 45. The problem summary  SO, THE WORLD HAS CHANGED.  WHAT CAN WE DO TO STAY RELEVANT?  THIS YEAR, WITH EXISTING RESOURCES?45 LANDesk Software Confidential
  46. 46. You Need request Management and Self Service  No-Brainer  Technically simple with good ITSM toolset  Culturally may be hard  Must be right to be successful Mandatory, essential  You must do this  Take the pressure off46 LANDesk Software Confidential
  47. 47. New Beginnings, New Relationships Digital Native  Sophisticated and self-reliant  Connected and multi-tasking  Want to fix their own issues  Personalised and relevant There is a better experiences life with47 LANDesk Software Confidential
  48. 48. Service RequestITIL2 : A request for a change, usually both common andstraightforward, to be made to a service. A Service Request ischaracterized by the fact that the Change can be made understrict, well-defined procedural control and is therefore (virtually)risk-free. Providing access to services for a new member of staffand relocating PCs are two typical examples.ITIL3 : A request from a User for information, or advice, or for aStandard Change or for Access to an IT Service. For exampleto reset a password, or to provide standard IT Services for anew User. Service Requests are usually handled by a ServiceDesk, and do not require an RFC to be submitted. LANDesk Software Confidential
  49. 49. Request Domain and processes  Request Domain to manage Service Catalogue Requests  Powerful OOTB processes  Multiple Authorisation modes  Integration to automation platform to provide round- trip capability49 LANDesk Software Confidential
  50. 50. Examples of Requests  How do I get the Latest version of Office?  I cant log into VPN. I forgot my password  Jack got a 64 gig thumb drive. How do I get one?  I have a new employee  Can I get Windows 7 please50 LANDesk Software Confidential
  51. 51. Request Domain And Processes LANDesk Software Confidential
  52. 52. Process is key – the stages LANDesk Software Confidential
  53. 53. Get a… Self Service  End user customers submit & track tickets, troubleshoot their issues  Keep up to date with IT service notifications and There is a better performance  life with  24/7 access Controlled, process driven  Alleviates the pressure increases flexibility  Experience + Satisfaction = customer loyalty53 LANDesk Software Confidential
  54. 54. Self Service - Resources Go Green – Recycle!  Publish Knowledgebase  Publish Status  Service Down “Add Me”  Publish Service Desk performance data54 LANDesk Software Confidential
  55. 55. Create a One Stop Shop Service Catalogue  End user customers submit their own requests for software, hardware, and services.  Enables IT to define/standardize offerings and publish live services  24/7 access There is a better  Controlled and process driven life with  Relevant customer reports  Familiar customer experience People + Process + Technology55 LANDesk Software Confidential
  56. 56. Service Catalogue How do I setup my Service Catalogue?  Service Portfolio Process  Request Process  Create Configuration Items  Design Catalogue Content  Publish Catalogue to ‘Entitled Users’56 LANDesk Software Confidential
  57. 57. Service Catalogue – Process Use Method not Madness  Request  Control  Deploy  Subscribe  Remove  Communicate People + Process + Technology57 LANDesk Software Confidential
  58. 58. Service Catalogue – Entitlement Think - Who, what, why  Publish by user / group / role  Request type – once v many  Bundled services People + Process + Technology58 LANDesk Software Confidential
  59. 59. Service Catalogue What is a Service Catalogue?  The place where an end user can make a request for a service.  The catalogue of all live customer facing services offered by IT. 59 LANDesk Software Confidential
  60. 60. Service LifecycleService PortfolioComplete set of services (past, Service Knowledge Management Systemplanned, present & future) managedby a Service Provider Service Portfolio Service PipelineService PipelineProposed or in development services CMDB/CMS’s Service CatalogueService CatalogueActive Services Business Service Services LifecycleBusiness Service CatalogueIT services visible to end users Technical ServicesTechnical Service CatalogueIT services visible to support team Retired ServicesRetired ServicesServices retired from use60 LANDesk Software Confidential
  61. 61. Catalogue Alone is NOT ENOUGH LANDesk Software Confidential
  62. 62. Self Service & Catalogue - Communicate The Customer is King  Incident & Request  Notifications  Service status  Performance Dashboards  Promote the desk!62 LANDesk Software Confidential
  63. 63. Service Catalogue Why do I need a Service Catalogue?  Standardise Offerings  Ensures IT define the services it offers  Publish and communicate offerings to end users  Increases efficiency 63 LANDesk Software Confidential
  64. 64. Self Service – Service Catalogue LANDesk Software Confidential
  65. 65. Evolution of Service Self Service Online SELECT, PAY, WAIT, RECEIVE Delivery Self Service Checkout TRAVEL, SELECT, PAY, TRAVEL, CONSUME - LESS PEOPLE Supermarket TRAVEL, SELECT, PAY, TRAVEL, CONSUME High Street Butcher TRAVEL, REQUEST, PREPARE, RECEIVE, PAY, TRAVEL, CONSUME65 LANDesk Software Confidential
  66. 66. MoreCustomerSelf Help /Autonomy /free timeLessCustomerSelf Help /Autonomy/free time Staff at Front of House Staff Prepare Back of House 66 LANDesk Software Confidential
  67. 67. But in IT…  We don’t NEED to deliver MANUALLY › Active Directory Changes › Access Requests › Password Resets › Software Deployment67 LANDesk Software Confidential
  68. 68. Is this the Future of IT? As a CONSUMER – I can Request, Receive, Consume, Remove at APP STORES and MARKETPLACES68 LANDesk Software Confidential
  69. 69. Is this the Future of IT? Not quite. 3 of the 4 steps. Removal not there.69 LANDesk Software Confidential
  70. 70. Use App Store to define Behaviour LANDesk Software Confidential
  71. 71. You want a quick fix? FOCUS on Self Service FOCUS on Catalog FOCUS on Automated Delivery and Removal › Build relationships as part of the PROCESS › SUDDENLY it’s just like Amazon  We know what you have › It’s just like Apple  You request it, it arrives Yet at the back, it’s ITSM It’s only possible with ITSM LANDesk Software Confidential
  72. 72. Remember Keep it Simple  It’s just like cooking72 LANDesk Software Confidential
  73. 73. QUESTIONS73 LANDesk Software Confidential
  74. 74. Jeff Hance Scott KaplanLANDesk Software LANDesk Scott.Kaplan@LANDesk.com407 712 0065 954 592 4244 LANDesk Service Desk: LANDesk Blog: 74 LANDesk Software Confidential
  75. 75. 15
  76. 76. Sophie KlossnerSophie Klossner has been a core member of the HDI teamsince 1992. In the early years of her tenure, she focused onevent planning, content development, and speakercoordination; in addition, she managed HDI’s humanresource department for eight years. In December 2009,Sophie became the director of membership, where shebrings her many years of member advocacy andrelationship-building strengths to expanding HDI’smembership and increasing the value membershipprovides to the community.
  77. 77. Volunteer?
  78. 78. Closing & Raffle• Additional Networking Sponsored by TEKsystems Happy Hour Location Dave & Buster’s• Next Meeting September 20 at Carnival Cruise Lines
  79. 79. Thank You• Find us on Facebook•• Find us on Twitter• @HDI_So_Florida• Find us on LinkedIn