A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services Just Born's products may be sweeter than your organizations; Marshmallow Peeps, Hot Tamales, Mike and Ike, etc., but their IT group has the same goals and challenges as yours; improve services, demonstrate value and reduce cost. Please join us as Bill Homlish, Sr. Technology Governance Architect for Just Born, shares his ITSM story.

1. A eye view of IT Service Management
A eye view of IT Service Management
One candy company ‐ Multiple frameworks ‐ Improving IT Services
Bill Homlish
Sr. Technology Governance Architect
Sponsored by

2. About ITSM Academy
 Accredited Education  Since 2003 - Tens of Thousands
 Certified Process Design Engineer (CPDE) Trained and Certified
 ITIL® Foundation  ITSM Professional Diplomas
 ITIL Capability (OSA|PPO|RCV|SOA)  Change/Support/SLM
 ITIL Lifec cle (SS|SD|ST|SO|CSI)
Lifecycle  Public Classes throughout U.S.
 ITIL Managing Across the Lifecycle (MALC)
 Corporate On-Site Classes
 ISO/IEC 20000 Foundation & Bridge
 Virtual Classes
 MOF Foundation
 Courseware Licensing
 Practical, Value-Add Workshops  Corporate & Partner (GEM)
 ITSM Leadership, Roles, Service Catalog
p g
 Al
Alumni P
i Program
 ITIL, MOF, ISO 20K Overviews
 PMI Global Education Provider
 Apollo 13, Visible Ops: The Class
 And more!  Certified Woman-Owned
ITIL® is a Registered Trade Mark of the Cabinet Office.
© ITSM Academy 2
Welcome!

3. Ice Breaker
Ice reaker
Did You Know…..
How Just Born got its name?
How long HOT TAMALES® have been around?
g
MIKE AND IKE® Lemonade Blends is a proud supporter of what cause?
PEANUT CHEWS® were developed during World War I and made popular
how?
In 1953, it took 27 hours to create one Marshmallow Chick. How long does
1953 Chick
it take today?
What is the best selling color of Marshmallow PEEPS®

4. Background
Over 22 years of Help Desk experience
Certifications include ITIL ® Expert and COBIT ® Foundations
itSMF USA Member since 2005 ‐ Lehigh Delaware Valley LIG
ISACA® Member since 2009 – Philadelphia Chapter
Sr. Technology Governance Architect at Just Born
Sr Technology Governance Architect at Just Born
Supporting our IT strategy through implementing best practices in
technology governance, compliance, and service management.

5. Agenda
Sound familiar?
The A‐HA moment!
How did I relate this to my ITSM Journey?
What did I do?
What were the results?
What were the results?
Final Thoughts!

6. Sound Familiar?
Just Born’s IT Department faces the same Goals & Challenges as you:
Goals:
Improve IT services
Demonstrate value
Reduce costs
Reduce costs
Deliver!!!
Challenges:
Leadership support
Business support
Business support
Peer support
Where to start
How to measure
How to measure

7. The A‐HA Moment!
e o e
Fusion 10 Keynote Speaker – Boris Brott
The analogy of a symphony orchestra
analogy of a symphony orchestra….
Timing of bringing in musicians and instruments….
Each musician has a talent….
Each instrument has a purpose ….
….and when they work together in harmony, something wonderful happens.
d h th k t th i h thi d f lh

8. How did I relate this to my ITSM journey?
o d d e a e s o y S jou ey
Each associate has a talent Each tool has a purpose
Session 161: Framework Methodologies and Standards. A recipe for determining the right mix of each for ITSM success
Deborah Anthony, HP
Greg Peat, HP

9. How did I relate this to my ITSM Journey?
o d d e a e s o y S ou ey
and when they work together in harmony, something wonderful happens.
Session 244: The Perfect Pair: Combining ITIL® and COBIT ® for Improved Service Capability
Gary Hardy, IT Preneurs

10. How did I relate this to my ITSM Journey?
o d d e a e s o y S ou ey
ITIL®, Project Management, COBIT® , ISO, Six Sigma – Which one to use?
Can draw upon all of them…..
C d ll f h
The question is not WHICH to use…
The question is WHEN to use!

11. What Did I Do?
at d o
Established a Baseline using Gartner’s Maturity Model
Leveraged what I learned about COBIT ®
Integrated with our “PMO”
Connected with our resident Lean/Six Sigma Experts

12. What Did I Do?
a d o
IT Maturity Model
Survival Awareness Committed Proactive Service‐Aligned Business
Partnership
Little to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to the
infrastructure and infrastructure and environment, for service quality through business; customer- business for increasing
operations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and
the business; beginning IT support processes development, competitive and trusted competitiveness of
to take actions (in and improved success governance structures IT service provider. business processes, as
people/organization,
people/organi ation Oct
Oct in project management and implementation of well as the business as
ell b siness
process and to become more proactive, cross- a whole.
technologies) to gain 2010 customer-centric and departmental
operational control and increase customer processes, such as
visibility. satisfaction. change and release
management.
Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

13. What Did I Do?
a d o
IT Maturity Model
Survival Awareness Committed Proactive Service‐Aligned Business Partnership
No organizational Defined technology Technology centric Process-centric Customer and Business optimization
focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial
People infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture
operations and operations service desk function centric, formal
and staff governance
No formal IT 1995 hoc,1997 2004Defined processesand
Ad 2000 IT service support for
2006
but aware that Repeatable and Integrated automated Dynamic optimization
Pre
Pre
processes for IT processes are individually and extended beyond of IT Services;
Process infrastructure and
to tools toTo To project management
implement To
necessary, dependent
To automated; focus on IT I&O; focus on all implement processes
1995
operations on
de facto processes
service delivery-
related processes
service and business
management
fostering business
innovation
1997 2000 2006 20042010 processes
No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting
execution on tools; no formal related management standards and process/tools new technologies and
technology infrastructure tools; desktop policies; process and architecture. Shared impact to business;
Technology investments hardware or software hardware/software domain centric services; aggregated real time infrastructure
standards standards defined; management tools; capacity management
begin infrastructure virtualization
standardization/rationa foundation in place
lization
No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution
Business management functions budgeting Office form all key metrics, metrics
Management
g performance competitiveness
indicators
Maturity Level 0 1 2 3 4 5
Gartner IT Infrastructure and Operations Maturity Model
www‐05.ibm.com/.../Gartner_‐_The_Road_to_Infrastructure_and_Operations_Maturity_through_Service_Management.pdf
www 05 ibm com/ /Gartner The Road to Infrastructure and Operations Maturity through Service Management pdf

14. What Did I Do?
at d o
Leveraged what I learned about COBIT®
COBIT ® starts by linking Business Goals to IT Goals;
Financial
Customer
Internal
Learning & Growth
There are 17 pre‐defined Business Goals across the 4 perspectives
That are supported by 28 IT Goals
Through 34 IT Process Controls.
Session 244: The Perfect Pair: Combining ITIL® and COBIT for Improved Service Capability
Gary Hardy, IT Preneurs

15. What Did I Do?
a d o
Leveraged what I learned about COBIT®
Where to Start – A “bottom up” approach:
Where to Start A “bottom up” approach:
The pain points from our customers point of view?
The pain points from our customers point of view?
Identify and Allocate Costs (DS6) OR Manage Projects (PO10)
Identify and Allocate Costs (DS6) OR Manage Projects (PO10)
Identify and Allocate Costs (DS6) OR Manage Projects (PO10)
Projects (PO10)
OR
The ones we already know as mission critical?
The ones we already know as mission critical?
y
Ensure System Security (DS5) OR Manage Changes (AI6 )
OR
The ones that can be quickly improved?
The ones that can be quickly improved?
Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )
Manage Problems (DS10) OR Monitor & Evaluate IT Performance (ME1 )

16. What Did I Do?
a d o
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark –
Online Benchmark
Production/Manufacturing/Retail (121)
Acquire & Implement
Monitor & Evaluate
Deliver & Support
Plan & Organize

17. What Did I Do?
a d o
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark –
Online Benchmark
PO10 (Manage Projects)
Plan & Organize

18. What Did I Do?
a d o
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark
Online Benchmark –
DS10 (Manage Problems)
Deliver & Support

19. What Did I Do?
a d o
Connected with our “PMO”
Established a Project Management Process
j g
Immediately Identified 2 issues with “Target Date”
g g
Customer Target vs. IT Target
Actually having a Target Date
Before Connecting with “PMO”
g
Projects completed by Customer’s Target Date – 15%
Projects without a defined Target Date – 10%

20. What Did I Do?
a d o
Connected with resident Lean/Six Sigma Experts
Session 340: Six Sigma, ITIL®: Powerful and Practical Tools for Service Desk Quality, Improvements and Cost Savings
Kirk Holmes, Holmes and Associates, Inc.

21. What Did I Do?
at d o
Connected with resident Lean/Six Sigma Experts
Signed up for our Brown Bag “Intro to Lean” sessions
Signed up for our Brown Bag “Intro to Lean” sessions
Learning a new “language”
Gemba Walk
Kaizen
Kanban
5S
5 Why
A3

22. What did I do?
Connected with resident Lean/Six Sigma Experts
Established an A3 Template for Problem Solving
Established an A3 Template for Problem Solving
Identify Problem or Need Determine Countermeasures
Understand Current State Countermeasure Plan
Define Target State Check Results
Root Cause Analysis Update Standard Work

23. What were the results?
“PMO”
Lean/Six Sigma
COBIT ®
Maturity Model

24. What were the results?
Connected with our PMO
Projects Completed by “Agreed Upon” Target Date
15% 30% 48% 80% +
Before PMO After PMO After 6 months 12 month Target

25. What were the results?
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark
Online Benchmark –
PO10 (Manage Projects)
Plan & Organize

26. What were the results?
Connected with resident Lean/Six Sigma Experts
Starting to connect the dots between Lean/Six Sigma and ITIL.
Starting to “connect the dots” between Lean/Six Sigma and ITIL.
Tapping into their knowledge.
Lean/Six Sigma ITIL
Lean ‐ Systematic Problem Solving Problem Management
• Identify • Problem Detection
• Contain • Investigate & Diagnose
• Root Cause
Root Cause • Resolve
• Countermeasure • Monitor & Measure
• Verify
Six Sigma ‐ DMAIC Continual Service Improvement
• D fi
Define • D fi
Define what to measure
h
• Measure • Define what you can measure
• Analyze • Collect the data
• Improve • Process the data
• C t l
Control • A l
Analyze the data
th d t
• Present the data
• Implement the change

27. What were the results?
Connected with resident Lean/Six Sigma Experts
Creating an atmosphere of trust, teambuilding and understanding.

28. What were the results?
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark
Online Benchmark –
DS10 (Manage Problems)
Deliver & Support

29. What were the results?
Leveraged what I learned about COBIT®
COBIT ® Online Benchmark
Online Benchmark –
Monitor & Evaluate
Monitor & Evaluate

30. What were the results?
Leveraged what I learned about COBIT®
Service Desk Metrics
Service Desk Metrics
Jan 2011 – Started measuring Closure Rates of Service Desk Tickets
25
100.0% 93.4%
91.3%
90.0%
90 0% 23.6
20 77.0%
80.0% 91.0% 93.4%
70.0% 20.1 76.2%
15
60.0%
Incident
Incident
50.0%
10 Incident
Support
40.0% Support
4.7 Support
30.0% 3.3
20.0%5
10.0% 2.3 2.5
0 0%0
0.0%
2010
2010 Q1 2011
Q1 2011 Q2 2011
Q2 2011
2010 Q1 2011 Q2 2011
Ticket Closureof Ticket Desk Tickets
Average Age Rate within
Closure Rates of Service SLA Time Limits

31. What were the results?
Maturity Model
Survival Awareness Committed Proactive Service‐Aligned Business Partnership
No organizational Defined technology Technology centric Process-centric Customer and Business optimization
focus on IT centric organization organization; organization, defined business focused, IT and entrepreneurial
infrastructure and for IT infrastructure investment in IT governance structure service and delivery focused culture
People operations and operations service desk function centric, formal
and staff governance
No formal IT Ad hoc, but aware that Defined processes for Repeatable and Integrated automated Dynamic optimization
Process
processes for IT
infrastructure and
processes are
necessary, dependent
Oct management
OIT serviceJUN and
project
support individually
automated; focus on IT
and extended beyond
I&O; focus on all
of IT Services;
implement processes
operations on tools to implement
de facto processes 2010 2011 service delivery-
related processes
service and business
management
fostering business
innovation
processes
No formal strategy or Basic management IT support and project Formal infrastructure Formal IT management Proactively promoting
execution on tools; no formal related management standards and process/tools new technologies and
Technology technology
t h l infrastructure
i f t t tools; d kt
t l desktop policies; process and
li i d architecture. Shared
hit t Sh d impact to business;
i tt b i
investments hardware or software hardware/software domain centric services; aggregated real time infrastructure
standards standards defined; management tools; capacity management
begin infrastructure virtualization
standardization/rationa foundation in place
lization
Business No formal IT business Very little outside of Project Management Financial management IT service cost Business contribution
management functions budgeting Office form all key metrics,
metrics metrics
Management performance competitiveness
indicators
Maturity Level 0 1 2 3 4 5

32. What were the results?
Maturity Model
Survival Awareness
Awareness Committed Proactive Service‐Aligned
Service Aligned Business
Business
Partnership
Little to no focus on IT Realization that Moving to a managed Gaining efficiencies and Managing IT like a Trusted partner to the
infrastructure and infrastructure and environment, for service quality through business; customer- business for increasing
operations. operations are critical to example, for day-to-day standardization, policy focused; proven, the value and
the business; beginning IT support processes development, competitive and trusted competitiveness of
to take actions (in and improved success governance structures IT service provider
provider. business processes, as
processes
people/organization, Oct Jun
in project management and implementation of well as the business as
process and to become more proactive, cross- a whole.
technologies) to gain 2010 2011
customer-centric and departmental
operational control and increase customer processes, such as
visibility. satisfaction. change and release
management.
Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
32

33. Final Thoughts
g
By using these frameworks we are….
Ensuring organization s satisfaction with IT by….
Ensuring organization’s satisfaction with IT by
Reducing service/support delivery defects and rework
Responding to requirements aligned with Business Strategy
Delivering on time/on budget & meeting quality standards
Delivering on time/on budget & meeting quality standards
Providing transparency to IT costs, service levels, strategy, etc
Ensuring that IT continuously improves & is ready for future change
Which adds Value to the organization by….
Ensuring service continuity and availability
Managing IT‐related business risk
Improving corporate governance and transparency.
Obtaining reliable & useful information for strategic decision making
Managing business change

34. Final Thoughts
g
We can be satisfied with this….. …or strive for this.

35. Final Thoughts
g
Sample Whitepapers available online
COBIT® MAPPING: MAPPING OF ITIL V3 WITH COBIT® 4.1
IT Governance Institute ‐ Available through ISACA (membership required)
INTEGRATING PROJECT MANAGEMENT AND SERVICE MANAGEMENT
Reginald Lo, Third Sky, Inc ‐ Available through itSMF USA (membership required)
INTEGRATING SIX SIGMA AND ITIL® FOR CONTINUAL SERVICE IMPROVEMENT
Jack Probst and Gary Case, Pink Elephant – Available through Best Management Practice (OGC)
Jack Probst and Gary Case Pink Elephant Available through Best Management Practice (OGC)

36. Thank you for attending!