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Enjoy this white paper          Maximizing your investment in ITSMAdopting a Survey, Design, and Verify approach to your I...
Table of ContentsIntroduction 	                           1Understand the Gaps 	                    2Getting the Maximum V...
IntroductionMost organizations embark on IT Service                 IT organizations that practice strong ServiceManagemen...
Understand the GapsStart with Understanding the Gaps in Your Existing ProcessesBefore you spend any more time and money on...
Getting the Maximum Value                                 Getting the Maximum Value from Your Processes                   ...
Why is it so Difficult to Get Value?“Most process improvement projects failbecause they stuck at 50,000 foot level.”I beli...
What Contributes to a Good Process?A good process design engages the stakeholders,           Assign ownership and accounta...
Being Faithful to Process is Key“When it comes to maximizing the valueof your ITSM investment, nothing is moreimportant th...
About the Author                                  David Mainville                                  Navvia CEO & Co-founder...
About NavviaProcess Management                                   This new name reflects our guiding principleMade Easy    ...
Thank you for downloading white paper              Navva.com             go@navvia.com            toll free 1.866.609.0677
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Maximizing your investment in itsm

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Learn the key concepts on how to maximize your ITSM investment.

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Maximizing your investment in itsm

  1. 1. Enjoy this white paper Maximizing your investment in ITSMAdopting a Survey, Design, and Verify approach to your ITSM processes By David Mainville - CEO & Co-founder
  2. 2. Table of ContentsIntroduction 1Understand the Gaps 2Getting the Maximum Value 3Why is it so Difficult to Get Value? 4What Contributes to a Good Process? 5Being Faithful to Process is Key 6About the Author 7About Navvia 8
  3. 3. IntroductionMost organizations embark on IT Service IT organizations that practice strong ServiceManagement (ITSM) programs with the goal of Management principles are, by default, betterimproving IT efficiency and overall service delivery. aligned to the business and much more effective in servicing their clients, whether they are internal orOne of the first things asked by management is external.“What will be the overall return on investment?” Just take a moment and reflect upon the companiesMeasuring the value of an ITSM program is often in your life that provide services to you. Think aboutvery subjective. People use words like “quality”, an organization that consistently disappoints.“service improvement” or “customer satisfaction” Now think about an organization that consistentlyto justify the program. exceeds expectations. What’s the difference between the two?The main reason for this subjective view of ITSMis that few organizations do a very good job I’ve observed that well run service organizationsof measuring the outcomes of their IT Service have simple, effective and well governed processes.Management initiatives. They also have a culture of accountability and continual service improvement.The problem with this situation is that it becomesvery difficult to identify and communicate the The poorly run Service Organization may claim totangible benefits of the program, especially if have processes – but more often than not theyyou are trying to get support from your executive hide behind process to deflect any criticism of theirmanagement. service – “I’m sorry sir, but that isn’t the process.” So how do you startOver my 32 years of Service Managementexperience, I have come to have faith in the The benefits of ITSM are much more than a matter of faith. Those organizations that practice effective maximizing the value ofbenefits of ITSM because I’ve seen it work timeand time again. governance, complete with metrics, accountability and continual improvement, will have no trouble your investment in identifying and communicating the real benefits. IT Service Management? Maximizing Your Investment in ITSM / 2012.11 1
  4. 4. Understand the GapsStart with Understanding the Gaps in Your Existing ProcessesBefore you spend any more time and money on your One approach to measuring process maturity is A thorough survey requires you to reach out toITSM program, it is important to understand where the Capability Maturity Model (CMM), developed by your stakeholders in a systematic manner throughthe real opportunities lie. Carnegie Mellon University and made popular by the questionnaires, interviews and workshops. Software Engineering Institute (SEI).One of the best ways of doing this is by surveying The results of these activities become theyour ITSM processes. This model has been adopted by many in the ITSM observations from which you can measure maturity, community as the de-facto standard for measuring develop recommendations and create an action plan.A survey will help you uncover organizational, process maturity.process and tool gaps in your ITSM program. It will In addition to identifying gaps, a survey allowsalso help you to better understand the perceptions CMM measures process on a scale of you to establish a baseline from which futureheld by the stakeholders in your ITSM processes. improvements can be measured - an important 1 to 5 component in communicating the value of your ITSMFrom an organizational perspective, a survey program.will uncover gaps in authority, accountability, 1 = Starting point (for a new process)governance, communication, training and skills. 2 = ManagedFrom a process perspective, a survey will identify 3 = Definedissues with how your processes are constructed 4 = Quantitatively Managedincluding inputs, outputs, activities, tasks,procedures and metrics. 5 = OptimizedWhen it comes to ITSM tools, a survey will point outissues with integration, ease of use, overlappingtechnology or areas where no tools exist at all. Maximizing Your Investment in ITSM / 2012.11 2
  5. 5. Getting the Maximum Value Getting the Maximum Value from Your Processes Requires Good Design It has been my experience that far too many process This is a good thing, especially in these times of design projects become an exercise in bureaucracy, shrinking budgets and reduced staffing. resulting in nothing more than high-level documents that sit on the shelf – which doesn’t help anyone. Effective, well-managed processes will help you resolve incidents faster (and for less cost), improve Don’t get me wrong, I don’t think people purposefully the quality of applications you roll out, minimize re- embark on a process improvement project because work, improve “time to market” for new IT services “there isn’t enough bureaucracy” in the company. and even help you provision service requests faster – and who doesn’t see the value in that? They do it to ●● Streamline activities ●● Improve communication ●● Eliminate waste ●● Automate repetitive tasks ●● Improve allocation of resources ●● Provide better management information Maximizing Your Investment in ITSM / 2012.11 3
  6. 6. Why is it so Difficult to Get Value?“Most process improvement projects failbecause they stuck at 50,000 foot level.”I believe that most process improvement projects It needs to encompass the following: You can usually boil down what ITfail because they stay stuck at the 50,000 foot level. does to these two simple things: ●● A clear definition of duties down to the detailedThe funny thing is that many process designers (or work instruction levelbest practice advocates) will explain that processes ●● Provisioning quality services quickly and ●● Tool and data requirements for automating the accurately.are meant to be high-level and independent of any processtechnology or specific toolset. I couldn’t disagree ●● Resolving incidents with those services. ●● Agreement on how the process will be governedmore. ●● Established accountability for the process Make sure you are focused on the basics (i.e. ●● Defined metrics and reports for measuring the Incident and Change Management) before spendingWe live in the real world. A world of tools, with success of the processhuman interactions, and very specific tasks for time and energy on processes that are less ●● A plan for rolling out the process – including “customer facing”.getting things done. trainingA good process design needs to go much further If you take these design considerations to heart, you You also need to make sure that the focus and effort are well on your way to improving service delivery atthan a high level description of activities and tasks. is on the right process. Take the time to assess your company. what your organization does well and what needs improving. Determine what will have the biggest impact on your user base. Maximizing Your Investment in ITSM / 2012.11 4
  7. 7. What Contributes to a Good Process?A good process design engages the stakeholders, Assign ownership and accountability Ensure the process can beclearly identifies requirements, and drivesautomation. and a method for measuring success automated in a tool Designing the process is the easy part. The hard More than once, I’ve seen a process architect work is in making sure the process is adopted, hand off a process to someone responsible forWhen designing a process managed and measured. You will get absolutely implementing a Service Management tool without no value from your process if people choose or are providing any detail on what the data fields are,consider the following allowed to circumvent it. what the workflow is, what integrations need to be done, and what exact reports need to be produced.Never design a process in a vacuum Make sure everyone is clear on, and They leave it entirely up to the tool implementationI once had someone say to me - “You know, I spent team and then wonder why the tool doesn’t supportall this time designing and documenting the process. agrees on, what they have to do the process. One of the biggest fears people have regardingI emailed it out, but nobody seems to be following process is “I already have too much on my plate – Iit.” don’t have time for this process stuff.” What they Develop a training andWhy would anyone buy-in if they weren’t included in fail to see is that lack of process often results in communication plan duplication of effort, plus re-work and last minute A manager once told me “I have smart people – theythe design? You will get the best buy-in for a process changes, etc. They are already doing the work – a can figure it out.” Why leave your process up toif you bring together the stakeholders in a facilitated good process will simplify it. Use process design to interpretation? Let people know why you are doingmanner. identify activities, tasks and work instructions. it, what’s in it for them, and how they should do it. Training and communication is critical to the success of your process initiative. Maximizing Your Investment in ITSM / 2012.11 5
  8. 8. Being Faithful to Process is Key“When it comes to maximizing the valueof your ITSM investment, nothing is moreimportant than good governance”When it comes to maximizing the value of your IT Organizations routinely spend significant time and Good governance makes sure you are getting theService Management investment, nothing is more money designing processes and implementing them real value out of your ITSM program while effectivelyimportant than actually following the processes you in an IT Service Management tool only to leave the positioning you for continuous improvement,designed and implemented. execution of the processes to chance. passing an audit, or obtaining an external certification such as ISO20000 or SAS70.That may strike you as being obvious but, actually, Verifying that people are being faithful to theit is the lack of IT Service Management governance process through an effective governance programthat is at the heart of most ITSM program failures. that lays out the ground rules, assigns accountability and responsibility, and – most importantly -To put it simply -“say what you do then do what you measures and tracks compliance right down to thesay”. individual, including evidence, is critical to success. Maximizing Your Investment in ITSM / 2012.11 6
  9. 9. About the Author David Mainville Navvia CEO & Co-founder David is a 33-year ITSM veteran with a unique and practical perspective on Service Management.  As a Field Engineer, David was on the front line of Service Operations.  As a Customer Service Manager he developed a knack for the customer facing processes.  As a Solutions Architect he designed and deployed Systems Management solutions.  As the CEO & co-founder of Consulting-Portal he has built an ITSM consulting practice and has architected and launched an innovative SAAS based Process Management Software product.   David is a frequent speaker at ITSM conferences, as well as on webinars and podcasts, where he promotes the practical side of ITSM. David’s ITSM articles have been published on a variety of industry websites and magazines. Connect with David   Twitter - @Mainville David lives in Toronto Canada with his wife Tonga and their two Jack Russell terriers Al and Savvy.  or He enjoys running, cycling, camping along with practicing his Bass Guitar and Drums. LinkedIn - David Mainville Maximizing Your Investment in ITSM / 2012.11 7
  10. 10. About NavviaProcess Management This new name reflects our guiding principleMade Easy of simplicity, as well as the broader process management capabilities of our product andWe are people passionate about helping companies services beyond ITSM.improve business outcomes. Since 1999, our parentcompany Consulting-Portal has proven this ambition Derived from the roots “navigate” and “via”, itby assisting countless organizations design and illustrates how Navvia empowers businesses withimplement effective IT and business processes with clear roadmaps to steer their ships to the desiredthe goal of improving business outcomes. destinations.Passion to help becomes passion to empower. Navvia, simply, is an online toolkit designed toCombining our ITSM success with a desire to strip away complexity from process practices andsimplify process management, we built the first ultimately improve business outcomes.cloud-based collection of process tools to aid ITService Management (ITSM) practitioners. We called Learn more at navvia.comit ITOptimizer.Today, ITOptimizer has evolved and become Navvia. Maximizing Your Investment in ITSM / 2012.11 8
  11. 11. Thank you for downloading white paper Navva.com go@navvia.com toll free 1.866.609.0677

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