David Cannon
itSMF International
Metha Suvanasarn
Former BOT CIO
Teerawat Jaishuen
Robert Stroud
itSMF International
can you build a
flexible IT
supply chain?
you can
Services when you need them. Responding to business demands
itSMF Annual International Conferrence 2010: Why ITIL, Why Now
Welcome Message from itSMF Thaila...
Teerawat Jaishuen
Khun Teerawat is a Tivoli Software Manager at IBM, concentrating on cloud computing and
integrated servi...
itSMF Annual International Conferrence 2010: Why ITIL, Why Now
Peter Doherty
Peter is an ITIL V3...
In late 2007, the CFS scheduled an
annual review of our Service Level
Management (SLM) process to identify
potential areas...
The Challenge of Providing
End-to-end Service Reporting
Today, within the IT marketplace,
there are many syste...
บริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตต —...
Web: http://www.itskeptic.org/node/9
As I mentioned in an earlier blog, the
Y2K spending overhang drove new
attitudes to t...
พบกับ การปองกัน การจัดการ เพื่อลดตนทุนอยางแทจริง
Symantec Symposiu...
For many reasons in most
organizations considering an ITIL
journey you will find supporters of ITIL
who evangelize the gui...
For more information:
IT Service Management
Internal Audit
Service Manageme...
You’ve decided to transform your IT
organization through adoption of the
ITIL best practice for IT Service
Management (ITS...
book to build out the activities around
these 8-steps is “The Heart of
Change Field Guide” by Dan S.
Cohen and John P. Kot...
ITSM Books to Read
itSMF Annual International Conferrence 2010: Why ITIL, Why Now
by Gonzague Patinier
Take your career to
the Expert Level
Now available in less time
Contact info:
ItSMF Thailand Annual Conference Magazine 2010
ItSMF Thailand Annual Conference Magazine 2010
ItSMF Thailand Annual Conference Magazine 2010
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ItSMF Thailand Annual Conference Magazine 2010

  1. 1. David Cannon itSMF International Metha Suvanasarn Former BOT CIO Teerawat Jaishuen IBM Robert Stroud itSMF International Wan Ying Chan Symantec Peter Doherty CA Inc. Govindan Manivannan CA Inc. Why ITIL, Why Now Annual International Conference 2010 13 October 2010, Swissôtel Le-Concorde, Bangkok, Thailand WHY WHY Peter Brooks ITSM Consultant
  2. 2. can you build a flexible IT supply chain? you can Services when you need them. Responding to business demands automatically. Sourcing the right vendor for the right solution. Making better decisions, faster. We can give you the management solutions you need to secure and assure your IT resources – from physical to virtual and to the Cloud. To find out more about how CA Technologies’ robust management solutions can help you work across your IT environments – from physical to virtual and the Cloud, visit ca.com. Copyright © 2010 CA. All rights reserved.
  3. 3. itSMF Annual International Conferrence 2010: Why ITIL, Why Now 3 http://www.itsmf.or.th/ Welcome Message from itSMF Thailand: The itSMF Thailand Chapter thanks you for joining our 4th Annual International Conference 2010 at the Swissôtel in Bangkok. Once again, this event marks the high-point of an active year of seminars and events. These included our annual collaboration with the Chulalongkorn University’s Faculty of Commerce and Accountancy and ITpreneurs (as the content provider), to help their students obtain ITIL Foundations training, along with their co-organization support of this conference. This year we added a similar training event in Chiang Mai, coordinated with a number of local universities there, with IBM as the content provider. It is a dynamic time in both IT in general and our local industry, and a good time to reconsider our Conference theme, “Why ITIL, Why Now”. Again, this year industry-leading speakers and local representatives will provide insights on new developments and the important role that IT Service Management plays. itSMF Thailand Chapter would like to thank your and our sponsors’ continued support, and we wish you a great conference. John Bickel itSMF Publications Director itSMF Thailand Chapter Board of Directors (from Annual Conference 2009) Contents p.3 Welcome Message p.4-5 Speaker Profiles p.7-8 End-to-End Service Reporting by Ian MacDonald p.12 Service Management is Real by Rob England p.14 Psychology of ITIL by Brian Johnson p.16-17 Practical ITSM Initiative Tips by Abbey Wiltse p.18 ITSM Books to Read by Gonzague Patinier
  4. 4. Teerawat Jaishuen Khun Teerawat is a Tivoli Software Manager at IBM, concentrating on cloud computing and integrated service management solutions. IBM’s Integrated Service Management solutions provide the visibility, control and automation across business and IT infrastructures, resources and processes needed to deliver new, innovative services in a more instrumented, interconnected and intelligent planet Robert Stroud Robert is the Service Management and Governance Evangelist at CA, Inc., and a vice president within CA’s Service Management business unit. Robert serves as an International vice president of ISACA and the IT Governance Institute (ITGI), and is the chair of ITGI’s COBIT Steering Committee. He also is a Board member of the IT Service Management Forum (itSMF) USA and is part of the itSMF International Executive Board. industry speaker and leader. He is considered a global authority on governance leading the ITGI COBIT Steering Committee, and setting the product strategy and direction. He has contributed to multiple publications including Guidance for Basel II, COSO ERM and COBIT versions 4.0 and 4.1. As an IT service management expert, he also has contributed to several books on ITIL, and was a member of the ITIL refresh process in the roles of mentor, reviewer and on the Advisory Group. Metha Suvanasarn Khun Metha is a specialist in IT Governance, IT Audit and Enterprise Risk Management areas. Currently, he is an independent consultant as well as a committee member, for example, Audit Committee, Risk Management Committee, in leading organizations. He is often invited to conduct seminars and speak in symposiums both for public and in-house events, especially on the topic of IT Governance and Enterprise Risk Management. Moreover, he is an invited lecturer for doctoral degree programme on the subject of Enterprise Risk Management at Khonkaen University. He also publicizes knowledge articles on the above areas. Since the 2007, he has been invited by Bank of Thailand (BOT) as an expert in IT Examination area. He provided his recommendations during the development of IT Examination Manual before BOT’s formal announcement. He was the CIO, and also a core founder of EDP/IS Examination in 1984 at the BOT, and announced essential rules and regulations which are mostly in use today. He was also a co-founder & advisory director of EDPAA Bangkok Chapter, as well as ISACA Bangkok Chapter. itSMF Annual International Conferrence 2010: Why ITIL, Why Now 4 http://www.itsmf.or.th/ David Cannon David is internationally recognized as a leader in IT Service Management. He has nearly 20 years of experience in IT Service Management and is a Fellow of the Institute of Service Management. He has provided training and consulting services to virtually every industry sector and at every South Africa and in the USA. He was the founder of the itSMF South Africa, and a founder and director of the itSMF International. He is currently president of the itSMF USA. David has participated in the ongoing development of ITIL® and the Microsoft Operations Framework (MOF). Most recently, he co-authored the Service Operation book for ITIL V3. His current role is ITSM Practice Principal within HP Inc. and worldwide head of Data Center & Technical Services.
  5. 5. itSMF Annual International Conferrence 2010: Why ITIL, Why Now 5 http://www.itsmf.or.th/ Peter Doherty Peter is an ITIL V3 contributing author and Customer Solutions Architect for CA Inc. in the Asia widely published on the subjects of IT Service Management and IT Asset Management, and is a frequently requested speaker at forums worldwide. Peter was the winner of the itSMF Presidents Award for best presentation at the 2004 Australian National conference. Also, Peter was one of our speakers in the 1st itSMF Thailand Annual Confer - ence back in 2007. Peter Brooks Peter worked for HP Inc. for twenty years in various capacities, mainly in the UK, as well as in South Africa and New Zealand. He is now an independent consultant in Service Management as He is a Fellow of the Institute of IT Service Management (FISM) and author of the itSMF Library book “Metrics for IT Service Management”. Wan Ying Chan Wan Ying’s primary focus is on presales consultancy for Symantec’s endpoint management products for Asia south region. Wan Ying has 14 years of industry experience ranging from presales consultancy for desktop, servers and system management, enterprise storage architect for SAN Prior to joining Symantec, she was an enterprise solution architect at HP Inc. Manivannan Govindan Manivannan is a Senior Solution Strategist at CA Inc. He joined CA in 1997, and has played a key role in the IT Infrastructure Management and Security solution space for the past 13 years. His areas of expertise include system management, application management, database management, system/network security, solution architecture and deployment. He has played multiple roles, including managing the technical activities in the area of IT infrastructure management and security at CA Singapore and the Asian region. His responsibilities have included providing consultancy to CA’s clients and overseeing project implementations to ensure timely delivery. Manivannan’s current role as Senior Solution Strategist involves working with clients and partners in the Asia region, driving CA solutions around cloud computing, virtualization and IT Service Management. His focus verticals include the Government Sector, Financial Services Institutions and Telco Service Providers. Manivannan holds a B.Sc. in Information Systems from the National University of Singapore.
  6. 6. In late 2007, the CFS scheduled an annual review of our Service Level Management (SLM) process to identify potential areas of improvement as input into a Process Improvement Plan. To ensure we focused on the right improvements, we engaged with our business customers to gain an insight into what they viewed as the underlying issues and opportunities. A key output from the SLM process is of course IT service level reporting, and what emerged as a common theme from our business customers related to the quality and relevance of this reporting. The IT organization had for many years measured and reported on “availability”, but typically these measures concentrated on component availability, and were somewhat divorced from the business and user view. As a result of this feedback, we worked together with some key customers to deliver a simple, low-cost, but innovative solution to the “classic” problem of IT reporting failing to reflect the customer experience of the IT service provided. This has allowed us to transform our IT service reporting deliverables. A simple, low cost but innovative approach to end-to-end service reporting itSMF Annual International Conferrence 2010: Why ITIL, Why Now This article excerpt explains the approach we took to provide new service measures that reflect the customer experience of the end-to-end service provided without the need to invest in complex and costly monitoring and reporting tools. Vision and goal The shared vision agreed with key customers for the service reporting improvement initiative appears below: This “shared” vision not only describes the outcomes wanted but importantly shows that the success of this transformation change required a strong partnership of both sides. Situation Appraisal: The customer perspective on IT service reporting The key issues relating to our IT service reporting approach as it stood and the business perception that this fuelled is best summarized as follows: What we measure and report becomes the single point of truth, transforming the stance of “We think it’s good, why do you feel it’s bad?” to one that positively encourages a collaborative and partnership approach to Continual Service Improvement (CSI). Key Issues • Users were unable to associate their experience of the end-end service with the IT service reporting provided. • Business impacts were not accurately reflected (and perceived as not recognized). • Reporting provided limited value in driving the right service debates and stimulating CSI. • Reporting was IT-centric and component-based. Business Perception • Business mistrusted IT, and believed we were “hiding” behind our measures • IT did not understand the business, and the impact IT failures had on staff and customers • IT’s behaviour was driven by trying to achieve IT targets that were disconnected from the customer experience. 7 By Ian MacDonald of the Co-operative Financial Services Winner of the itSMF International Whitepaper Competition for 2010 Web: http://www.itsmfi.org/content/itsmf-global-white-paper-winner-available-download http://www.itsmf.or.th/
  7. 7. The Challenge of Providing End-to-end Service Reporting Technology: Today, within the IT marketplace, there are many systems management products that can provide both real-time monitoring and service-level reporting for IT services from the end-to-end perspective. Diagram below illustrates the technological approaches to monitoring the end-to-end infrastructure. A number of these products can also provide a very accurate view of the customer experience by simulating and repeating an end-user transaction, and then monitoring the outcome of the transaction in terms of a functional acknowledgement of its completion and its performance. However, in reality, these technology solutions are often complex and costly to exploit and their success is dependent on robust Change and Configuration Management, and involves continual maintenance of the underlying event management logic necessary to ensure accuracy. Solution Overview New Service Measures: Two new service measures were devised and integrated into a monthly service scorecard summary report. These measures provide an easy to understand, common and shared view of the end-to-end service provided: • Service Performance Indicator (SPI) Provides a monthly single numeric “score” for the IT service in the reporting period. This score is given a RAG status to indicate the overall quality of service at a high level. • Trouble Free Days Each business processing day is given a RAG status. A “Trouble Free Day” is where no incidents have occurred that impact service. Core Components: The “cornerstone” of the reporting solution and the basis for how the above service measures are derived is the set of incident records raised A simple, low cost but innovative approach to end-to-end service reporting [cont’d] itSMF Annual International Conferrence 2010: Why ITIL, Why Now against each service. To provide the additional intelligence required to drive calculations and determine the new service measurements we developed a Business Impact Matrix which is underpinned by a “scoring engine”. These tools allow us to assess each incident in terms of impact and duration, which drives a scoring mechanism to deliver the monthly SPI score. Each business processing day for each Business SLA is updated to denote a “Trouble Free Day” (green status) or, dependent on incident impact, an amber or red status. Implementation Approach, Lessons Learned, Benefits, and Measures of Success See complete white paper released through itSMF International publications at above link for details. Example of the Full Service Reporting Framework Business Impact Matrix (and Scoring Engine) The Service Performance Indicator “Trouble Free Days’“ and the Service Calendar view 8 http://www.itsmf.or.th/ ComponentComponentComponentComponent Application End User Simulation Event Management & Alert Management Business Impact Rating Agreed Recovery Time Incident SLA Incident Breach Call Centre agents unable to service Customers High 30 min 2 hr > 2 hr Penalty Points 2 4 8 88 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
  8. 8. บริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตตบริษัท ฮิวเลตต —— แพคการดแพคการดแพคการดแพคการดแพคการดแพคการดแพคการดแพคการด ((((((((ประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทยประเทศไทย)))))))) จํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัดจํากัด จัดอบรมหลักสูตรตาง ๆ เพื่อพัฒนาบุคลากรในองคกร ครอบคลุมทักษะการใชงานคอมพิวเตอร โปรแกรมขั้นพื้นฐานและขั้นสูง ไอ ทีเทคโนโลยี รวมทั้งการวางระบบอีเลิรนนิ่งใหกับองคกรทั่วไป หลักสูตรหลักสูตรหลักสูตรหลักสูตร วันที่อบรมวันที่อบรมวันที่อบรมวันที่อบรม ITIL V3 Foundation for ITSM 23-25 พ.ย. 53, 18-20 ม.ค. 53, 22-24 มี.ค. 54 ITIL V3 Continual Service Imp 17-19 พ.ย. 53 ITIL V3 Service Offerings and Agreements Capability 29 พ.ย. – 1 ธ.ค. 53 ITIL V3 Release, Control and Validation Capability 28 ก.พ. -2 มี.ค. 54 ITIL V3 Planning, Protection & Optimization Capability 28-30 มี.ค. 54 ITIL V3 Managing across the Lifecycle 9-11 พ.ค. 54 Project Management Foundation 17-19 พ.ย. 53, 8-10 ก.พ. 54 Certified Data Centre Professional 22-23 พ.ย. 53, 10-11 ม.ค. 54 Certified Data Centre Specialist 24-26 พ.ย. 53, 12-14 ม.ค. 54 VMware vSphere: Install, Configure, Manage 15-19 พ.ย. 53, 17-21 ม.ค. 54 ติดตอติดตอติดตอติดตอ:::: คุณดวงดาว โทร 02-353-9091 อีเมล: duangdao_tavis@hp.com เว็บไซตเว็บไซตเว็บไซตเว็บไซต:::: http://education.hp.com/ บริษัท ฮิวเลตต-แพคการด (ประเทศไทย) จํากัด ชั้น 3 ตึกอื้อจือเหลียง ถ. พระราม 4 (ตรงขามสวนลุมพินี) สีลม บางรัก กรุงเทพฯ 10500 The Funny Side of IT Service Management In real life, high priority is set for very noisy users, without using impact or urgency. A hero can become a joke without the right tools. http://www.itsmf.or.th/ Web: http://www.gamingworks.nl/, and http://www.facebook.com/alexdpaul/ From “ABC of ICT” by Paul Wilkinson from GamingWorks, and Alex D. Paul of ManageEngine
  9. 9. Web: http://www.itskeptic.org/node/9 As I mentioned in an earlier blog, the Y2K spending overhang drove new attitudes to transparency and justification. This led to new techniques (or rather new adoption of established techniques) for business alignment: Service Management. Post-Y2K, organizations are demanding greater maturity from their IT departments – they want to see them run like a business, and they want to see disciplines and formalisms as if it were engineering. The current thinking in response to this can broadly be labelled as Service Management, which represents a real paradigm shift (a much-abused term that is used correctly here). This is part of a much larger philosophical shift in society that we cannot cover here: from a product-centric industrial age to a service-centric information age. See Peter Drucker and Alvin Toffler for the broader social implications, and John Zachman for the implications for computing. This shift takes a generation or more and is in progress now (the end of the 20th Century and the start of the 21st). Service Management is Real itSMF Annual International Conferrence 2010: Why ITIL, Why Now The shift caused by Service Management is to base all IT planning and management on the business and the IT services it needs, i.e., to the users of the services, instead of starting from underlying technology, from the stuff we have to build services with. This is a “customer centric” approach, which is very much in vogue in areas other than Service Management as well as part of the rise of the Information Age. Service Management applies the Total Quality Management (TQM) concepts of customer-defined quality, continuous improvement, and measurement-based management. Services are defined in the terms of the people who use them. So are the levels at which the services are to be delivered. The starting points are the strategy and goals of the business, and how computing needs to support them. Services and service levels are agreed formally with the customers (those who pay for them). Processes and roles are structured around these services, not around the technology. For example: problem, change, availability, service levels; not servers, networks, applications, desktop. Suppliers’ contracts must support the service level agreements. The technology comes last: what is required to fulfill the services now and in the forecasted future. If it doesn’t make sense in terms of services and processes, we don’t need it. The focus is on maintaining and continuously improving quality of service. Service levels are measured. Processes are refined to improve them. This is an example of how ideas from the manufacturing industries have been showing up in the service industries as we move from the Industrial Age to the Information Age. Service Management has respectable antecedents, a good body of practical experience and good alignment with the macro-level trends in society. It’s real. But that doesn’t automatically mean we should all rush out and do ITIL. 12 http://www.itsmf.or.th/ By Rob England of ITskeptic.org
  10. 10. พบกับ การปองกัน การจัดการ เพื่อลดตนทุนอยางแทจริง เตรียมความพรอมเพื่อการจัดการไอทีอยางมีประสิทธิภาพ Symantec Symposium 2010 Friday | 22 Oct’ 2010 | BKK BE PREPARED TO TAKE CONTROL:BEE PREPAARRREEDDDD TTTTOOOO TTTTAAAAKKKEEE CCCOONNTTRROOL:: PREMIUM PLATINUM SPONSORS GOLD SPONSORS Hitachi Data Systems
  11. 11. For many reasons in most organizations considering an ITIL journey you will find supporters of ITIL who evangelize the guidance, and skeptics of ITIL who choose a different path to IT service management or no path at all. Why is opinion so polarized? What drives the differing views of individuals who have similar backgrounds, work for the same organization and share the goals of the business? According to Dr. Gilda Carle, psychotherapist, professor and author, there are many influences on beliefs and opinion, including past experience, a developed personality that takes the path of least resistance, the environment in which someone was raised, and countless others. Past experience likely is a key driver of an individual’s ITIL belief system. If an individual has been part of a successful ITIL deployment, he or she has seen first-hand the powerful impact that ITIL can have on the business overall, and it invokes positive feelings of support. Conversely, if an individual has seen an organization painfully go through years attempting to mold its processes to ITIL guidance without success, that will naturally leave feelings of failure, negative sentiment and often a believe that ITIL is too bureaucratic and inflexible. Whatever has driven an individual’s opinion about ITIL, organizations starting on their ITIL journey will likely find two factions in their midst, the ITIL supporters and the anti-ITILers, and this presents a challenge. The very nature of ITIL involves people, process and technology. If the “people” portion of that triumvirate is not cared for, that’s like trying to sit on a stool with only two legs – you will falter. The good news is that there are proven methods to manage the two camps of ITIL, including using ITIL supporters to gain the support and often shift the beliefs of those who have not previously supported ITIL guidance. The Psychology of ITIL itSMF Annual International Conferrence 2010: Why ITIL, Why Now Changing Beliefs and Behavior People are generally the biggest barrier to achieving sustained results in an ITIL initiative, and having the support and buy-in of the people is a non-negotiable requirement. People need to buy-in on the ITIL efforts and accept the need to change the way processes work; they need to understand the benefits of ITIL to their own work and the business overall; and they need to understand what it takes to adopt ITIL. Various actions can help secure and individual’s support of ITIL and the journey that the organization is making to improve IT service management. • Secure executive-level commitment: Executive commitment is needed from the C-suite, including CIO, CEO, COO, and others. Executive support of the ITIL initiative filters through the ranks by demonstrating that ITIL has been adopted for the sake of the business, not just for the sake of adopting ITIL for ITIL’s sake. With executive support, people can see there is something bigger at stake and that improving IT service management to improve business operations • Simulation – Apply ITIL guidance vs. teach the theory: Just as a negative experience can spawn negative feelings and opinions, positive and successful experiences can create supportive views. A business simulation can put people in an environment that delivers the positive experience they need to support a process or operation. An ITIL business simulation developed by Gaming Works and administered by CA uses the Apollo 13 rescue mission scenario to show participants how ITIL can contribute to the success of a project. This program has successfully converted individuals who have doubted the effectiveness of ITIL. A network specialist who attended an Apollo 13 session initially felt it was going to be a wasted day listening to ITIL theory. When he left, he said the simulation opened his eyes to how his group can improve the way it supports the business and he planned to go straight back to his team to discuss adopting ITIL-guided processes. • ITIL Champions: ITIL champions are ITIL supporters who can continue to evangelize ITIL throughout the organization in between formal education and training. While ITIL supporters can be found at any level within the business, not everyone should be asked to play the role of an ITIL champion. According to Dr. Carle, “The practice of using an internal ‘champion’ for any belief system is important to provide positive reinforcement for the behavior or belief change. Characteristics of a champion include diplomacy, understanding – or willingness to see and understand where others are coming from, and persuasiveness because in the end, the champion’s goal is to maintain or shift support.” Someone who isn’t persuasive or who team members don’t respect wouldn’t make a positive role model ITIL champion. • Education: While a business simulation delivers the hands on experience of ITIL in action, education of ITIL guidance is still needed to support the adopted processes. Continued ITIL education goes hand-in-hand with simulation and real-time implementation throughout the organization. ITIL in itself is an ongoing process of improvement; it adopts a Plan, Do, Check, Act execution model and is an ongoing cycle that benefits greatly from continued education. Overall, if an organization has embraced ITIL, is sold on the benefits and is perhaps moving towards a standard certification such as ISO/IEC 20000, everyone must support and adhere to the direction. As the saying goes, there are three choices: lead, follow or get out of the way. 14 By Brian Johnson, ITIL Worldwide Practice Manager for CA Web: http://community.ca.com/blogs/itil/archive/tags/brian+johnson/default.aspx http://www.itsmf.or.th/ Brian Johnson is one of the original authors of the first ITIL books, and an ITIL worldwide practice manager for CA. He has authored more than 15 books on ITIL or related topics and is the founder of itSMF, a professional organization focused on IT service management and ITIL.
  12. 12. For more information: IT Service Management ISO/IEC20000 D O P D O P D O P D O P Internal Audit Procedure Service Management Policy ServiceImprovement Program Recording Logging Reporting Copyright @ 2008 Datapro Computer Systems Co., Ltd., All rights reserved 6.6ISM 7.2BRM 10.1 RM 8.3PM 8.2 IM7.3 SM 6.5CM 6.4 BAI 6.3SCAM 6.1 SLM 5. PIN 6.2.SR 9.2 CHM 9.1 CFM CMDB 4.1 Plan 4.2Do 4.4Act 4.3Check Business Requirement Customer Requirement Request for new/ changed services Other Processes Business, Supplier, Customer Service Desk Team & People Satisfaction Business Result Customer Satisfaction Change Service Other Process Business, Supplier, Customer Team & People Satisfaction     IT Outsourcing Services Model                                    Hosting Service : Co-Loacation Service : IT Outsourcing Services by Datapro Computer Systems Co., Ltd. บริการ IT Outsourcing Services จาก DCS ปจจุบัน DCS เปนหนึ่งในไมกี่บริษัทในประเทศไทยที่ไดรับรองการใหบริการเทคโนโลยีสารสนเทศ ตามมาตรฐาน ISO/IEC 20000:2005 ลูกคาจึงมั่นใจ ในการใหบริการเทคโนโลยีสารสนเทศของ DCS วาสามารถใหบริการเทคโนโลยีสารสนเทศไดอยางมีประสิทธิภาพ มีเสถียรภาพ Software as a Service : บริการ IT Outsourcing Services จาก DCS สามารถรองรับความตองการ ขององคกรตั้งแตธุรกิจขนาดเล็ก (SME) ไปจนถึงองคกรระดับเอ็นเตอรไพรส โดย DCS สามารถดูแลและบริหาร กิจกรรมดานไอทีแทนลูกคาครบวงจร ไดแก Disaster Recovery Solution and Service : Professional Service : เปนการใหบริการระบบสำรอง ซึ่งสามารถทำงานทดแทนไดทันทีหากระ บบคอมพิวเตอรหลักของลูกคาเกิดปญหา ชวยใหธุรกิจของลูกคาสามารถ ดำเนินไปไดอยางตอเนื่อง อีกทั้งยังจัดหาสถานที่ทำงานสำหรับเจาหนาที่ อีกดวย การใหบริการทางดานซอฟตแวรทางธุรกิจตางๆ ที่สามารถใชงานไดผาน ทางอินเทอรเน็ต โดยคิดคาบริการตามบริมาณการใชงาน แทนที่ลูกคาจะ ตองลงทุนพัฒนาหรือซื้อซอฟตแวรมาใชเองไมวาจะเปนโปรแกรมทาง บัญชีการเงิน และซอฟตแวรบริหารงานบุคคล ตางๆ เปนตน Mr.Somkiat Vivattanaphan 1 Premier Corporate Park, Soi Premier 2, Srinakarin Road, Nongbon, Prawet, Bangkok 10250, Thailand. Tel : 66-(0)2301-1100 Fax : 66-(0)2301-1199 E-mail: somkiat.v@dcs.premier.co.th www.datapro-itoutsource.com เปนบริการสนับสนุนทางดานเทคนิค การกำหนดนโยบายการใชงานตางๆ สนับสนุนทางเทคนิคที่บริษัทของลูกคา และการสนับสุนแบบ remote support เปนตน การบริหารทรัพยากรดานไอทีของลูกคาที่นำมาฝากไวที่ศูนยคอมพิวเตอร โดยมีเซิรฟเวอรตั้งอยูที่ศูนยคอมพิวเตอรของ DCS และสามารถใชบริการ แอพพลิเคชันทางธุรกิจตางๆ เชน ระบบ ERP ฐานขอมูล ระบบรักษาความ ปลอดภัยรวมถึงโซลูชันสำหรับการดูแลระบบเครือขายขององคกรรวมถึงมี บริการแบบ Dedicate ซึ่งลูกคาอาจจัดหาเซิรฟเวอรมาเองแลวนำมาตั้งไว ที่ดาตาเซ็นตเตอรของ DCS ก็ไดเชนกัน เปนการใหบริการเชาใชพื้นที่ในดาตาเซ็นเตอร ใหลูกคานำอุปกรณซึ่งเปน ทรัพยสินของลูกคามาติดตั้งไว Service Desk Support Service : การใหบริการออกแบบดาตาเซ็นเตอรขนาดใหญ ศูนยควบคุมระบบเครือ ขายรวมถึงใหคำปรึกษาในการวางระบบไอที
  13. 13. You’ve decided to transform your IT organization through adoption of the ITIL best practice for IT Service Management (ITSM). Your ITSM investment in time, budget and reputation, which will take leadership, tenacity, skill, and even a bit of artistry to achieve the desired results over an extended period. So, how do you best position your organization to succeed? This article takes a look at 3 practical tips for success in your ITIL/ITSM initiative. From how you prepare the PMO, to how to approach the ITIL V2 versus V3 debate, and even what you name your initiative — these takeaway techniques will help you achieve sustainability and success through the length of your program. Tip # 1: Prepare your PMO In my role as Program Advisor for large ITSM initiatives, a large part of my time has been spent coaching and consoling the assigned IT Project Manager. This is not your regular IT implementation project to upgrade servers or to roll out new network points of presence. These ITSM initiatives deal with the management of change elements associated with people’s individual acceptance of change. The essence of the ITIL best practice typically requires behavior changes, for example — the shift to a balance between reactive and proactive activities, to a balance between an IT-centric and a customer Practical Tips for a Successful ITSM Initiative itSMF Annual International Conferrence 2010: Why ITIL, Why Now focus, and to embrace a knowledge sharing culture. Those IT Project Managers out there who have managed large ERP implementation projects are probably nodding their heads in understanding of how great a focus on people’s acceptance of the change translates to the overall success of the project. There’s even a standard formula in quality assurance practices that reinforces this success dynamic that states: “Result = Quality x Acceptance”, where acceptance is the element of individual’s acceptance of change. One practical approach to this management of change challenge is to leverage John P. Kotter’s “8 Steps to Manage Major Change” activities directly in your project plan. Starting with “Create a sense of urgency” as step 1, and continuing through to step 8 — “Institutionalize the change”, management of change activities that you can embed in your overall ITSM initiative planning and execution. These proven steps can best position your team to manage the human element of change acceptance that is so critical for your success. A good reference 16 By Abbey L. Wiltse of Service Management Ventures (SMV) Inc. Web: http://www.smvinc.ca/about.htm http://www.itsmf.or.th/ Kotter’s 8 Steps for Managing Major Change  Create a sense of urgency  Form a guiding coalition  Create a vision  Communicate the vision  Empower others to enact on the vision  Create quick wins  Consolidate improvements, and create more change  Institutionalize the change
  14. 14. book to build out the activities around these 8-steps is “The Heart of Change Field Guide” by Dan S. Cohen and John P. Kotter. This guide provides tools, frameworks and practical advice that the team can leverage to manage change within your ITIL initiative. Tip # 2: V2 or V3 — It really doesn’t matter! Without introducing the individual training certification schemes into this discussion, the main difference between ITIL V2 and V3 is the intro- duction of a Service Lifecycle. To deal with the service lifecycle gap that existed in ITIL V2, most ITSM consult- ing and software vendors provided their own proprietary versions of a service lifecycle, for example, Microsoft with MOF, HP with their ITSM Refer- ence Model, and Quint-Wellington Redwood with their IPW Model. ITIL V3 rightly recognized the requirement for an integrated lifecycle model when planning for and running IT services — from Service Strategy through to Service Operation and Continual Service Improvement. Other than this main difference, the processes from ITIL V2 are all included in V3 — there are just more of these processes defined in V3. Simply put, I would argue that anyone who has adopted ITIL V2 already has also adopted V3 — just at a limited scope. Sure, there are some new subtleties in V3 outside of the main Service Lifecycle difference, such as splitting Service Catalog out as a separate process from the V2 Service Level Management process. But, these changes do not fundamentally alter the fact that we are still managing incidents, controlling changes, planning releases, and delivering to agreed service level targets throughout the lifecycle of a service. As evidenced during the ITIL V2 decade, most organizations found the greatest initial efficiency and ROI gains in the tangible elements of the Service Transition and Service Operation processes, often complimented by Service Level Man- agement from Service Design. Only itSMF Annual International Conferrence 2010: Why ITIL, Why Now when a sustainable level of is maturity achieved in these core processes do many organizations consider investing in the old V2 “Service Delivery” processes or our new V3 “Service Design” and “Service Strategy” set of processes. So, if you find yourself in debate as to whether to adopt V2 or V3, feel confident in stating V3, perhaps just at a limited scope until such time the organization is ready to move to increased levels of maturity to gain the full value of the ITIL V3 best practice. Tip # 3: What you name your initiative does make a difference! The seemingly insignificant point around naming your ITIL/ITSM initiative can be instrumental in positioning your program for success. An initiative called the “ITSM Programme” or the “ITIL Programme” is less likely to succeed and sustain over time. The reasons for this are many-faceted. One reason is that funding is difficult to attain at the best of times and especially difficult to sustain in an initiative that could last anywhere from 6 months to 2 years! Political and economic business environments change quickly in these turbulent times, and a standalone project called the “ITSM Programme” is hard pressed to compete for funding and resources when compared to a “New sales application release” project that will directly enhance the profitability of your sales team. Another reason is that it is difficult to intuit the bottom-line impact of the “ITIL Programme” from its name alone, especially when effective communication tends to be the single common area for improvement in most IT organizations! What I recommend instead is that the initial introduction of ITSM be linked into a higher-level corporate initiative, such as “the new ERP launch project” or the “let’s pass our next SOX audit” effort. The ITSM/ITIL activities of the project then become enablers to the success of the larger initiative. Not only can this provide some protection against cancelled funding and support, it also puts the ITIL “toolkit” of activities into a positive cycle of change. So, instead of trying to “push a string” by asking the organization to follow the new ITIL best practice, the organization may instead be drawn to your team to say: “Wow — your implementation of the ABC initiative went great — what did you do differently, and how can we leverage this experience?” In closing, there are many other elements that can contribute to the success of your ITSM/ITIL adoption, such as meaningful measurements, education, and relevant communication planning. Here’s hoping this “starting” set of ideas positions you well for success! 17 http://www.itsmf.or.th/ Abbey L. Wiltse With over 25 years IT business experience, Abbey L. Wiltse is recognized as a world- class strategic process solution consultant who partners with her clients to become more efficient and effective in running their IT organizations. An early pioneer of ITIL® in North America, Abbey’s area of expertise is in ITSM program management and process design. Her focus is on the mentor- ing of key IT executive and process roles through the management of change aspects of their ITSM journey. Abbey is also in demand as an experienced facilitator, lecturer and trainer.
  15. 15. ITSM Books to Read itSMF Annual International Conferrence 2010: Why ITIL, Why Now 18 by Gonzague Patinier http://www.itsmf.or.th/ Passing Your ITIL Foundation Exam (2e) This publication is endorsed by APM Group, the official ITIL Accreditor, and is suitable for those taking the foundation exam. It has been updated in line with the new 2009 syllabus. This publication provides an overview of the purpose, objectives and format of the examination. It offers a top level introduction to understanding the Service Lifecycle and each of the five components of the Lifecycle to help candidates pass the foundation exam and the Version 2 to Version 3 Bridging Exam. ITIL V3 Small-Scale Implementation This has been updated in line with ITIL V3, the Service Lifecycle approach. It provides guidance to smaller organizations who wish to implement the ITIL guidance, or who are already using it and wish to improve their ITSM. The publication discusses the significance of size, the characteristics of small organizations and how to scale ITIL down for small organizations. Key features: • A practical guide to scaling ITIL for use in smaller organizations. • Publication structure follows the Lifecycle approach, looking at how each phase of the lifecycle can be scaled for Small and Medium Businesses. • Uses terminology consistent with the ITIL Service Management Practices and the ITIL Glossary • Suggest roles and role combinations suitable for a smaller organization. Basic Service Management In that light, it seems ironic that this latest book is focused on promoting service management as a generic business discipline when we still haven’t got our IT act together, but at least it is focused on the basics. Basic Service Management is a 50-page introduction to SM for business people everywhere. It is what Service Management for Dummies should have been: they tried to take the authors out of IT but they couldn’t take the IT out of the authors. And, it is what USMBOK needs to complement it. That 450-page doorstop is a definitive masterwork, but it is hardly accessible to beginners. So, I think I’m hitting a sweet spot just as awareness of the value of SM begins to grow outside of IT. For all the gloomy remarks, there are successful ITSM operations within IT departments, and they are being noticed by the rest of their organization, who look to them as centers of excellence. TSM has proven value whatever Stevie Chambers may say. Calling the book “BSM” may annoy a few people who need annoying too. Measuring ITIL How do you measure and report your ITIL processes? Which ITIL metrics matter the most to Senior Executives? Finally, there is a book that shows you how! This is not a theoretical treatise, but a practical guide that shows you the operational metrics to use and how these can be calculated into Key Performance Indicators (KPIs) and Critical Success factors (CSFs) that resonate with Senior Management. In this book you will learn about: Defining and building a comprehensive ITIL metrics program; Which metrics are the most important and how to calculate them; Dealing with staff resistance to a metrics program; Tips and suggestions for what to do if inadequate tools and reporting exist; Suggested work plan for how to build your metrics program step-by-step. In addition, this book contains a helpful CD with a helpful ITSM modeling tool that covers all 10 ITIL processes. Simply enter your key operational metrics and the KPIs and CSFs get automatically calculated! This is a comprehensive guide for building any ITIL metrics program with all the information you need in one place.
  16. 16. Take your career to the Expert Level Now available in less time www.ITpreneurs.com/expert 25 12 days25 Contact info: Sheng Jiang sheng.jiang@itpreneurs.com +86 186 00023581