Presented	
  by	
  
Ryan	
  Ogilvie	
  
Avoiding	
  Service	
  Management	
  Pi8alls	
  
@ryanrogilvie	
  
#ShareIT13	
  
	
  
	
  
QuesBons	
  and	
  Comments	
  
Overall	
  Service	
  Management	
  ImplementaBon	
  
Individual	
  Process	
  Review	
  
Overall	
  Service	
  Management	
  ImplementaBon	
  
Overall	
  Service	
  Management	
  ImplementaBon	
  
•  Where	
  are	
  you	
  now?	
  
Overall	
  Service	
  Management	
  ImplementaBon	
  
•  Think	
  about	
  the	
  goals	
  of	
  the	
  
implementaBon	
  
•  Why	
  we	
  are	
  doing	
  this?	
  
•  What	
  ...
•  Scope	
  is	
  crucial	
  
	
  
Determine	
  the	
  Scope	
  
•  Scope	
  is	
  crucial	
  
•  Your	
  scope	
  should	
  include:	
  
▫  Which	
  processes	
  you	
  are	
  implemenBn...
•  Build	
  or	
  rework	
  processes	
  to	
  support	
  the	
  
implementaBon.	
  	
  
•  They	
  don’t	
  need	
  to	
 ...
•  Tell	
  people	
  what	
  you	
  are	
  doing	
  –	
  Market	
  your	
  launch	
  
•  Many	
  ways	
  to	
  do	
  this	...
•  Develop	
  some	
  metrics	
  
•  Keep	
  them	
  simple	
  
•  Improve	
  on	
  what	
  you	
  measure	
  
Measure	
  
•  CSI	
  –	
  Review	
  your	
  status…	
  conBnuously	
  
•  There	
  are	
  NO	
  failures	
  
CSI	
  
•  Scope	
  
•  Can	
  vs	
  Should	
  
•  We	
  need	
  to	
  keep	
  it	
  simple	
  
•  As	
  processes	
  mature	
  th...
Individual	
  Process	
  Review	
  
5	
  -­‐	
  OpBmizing	
  
Where	
  to	
  Start	
  –	
  Maturity	
  Model	
  
4	
  -­‐	
  Predictable	
  
3	
  -­‐	
  Stand...
Review	
  Your	
  Processes	
  
Incident	
   Problem	
   Change	
   Request	
   SACM	
   Knowledge	
  
	
  	
  	
  	
  3.5...
Review	
  Your	
  Processes	
  
Incident	
   Problem	
   Change	
   Request	
   SACM	
   Knowledge	
  
	
  	
  	
  	
  2.5...
•  Challenge	
  –	
  Ensuring	
  quick	
  resoluBons	
  	
  
•  Remedy	
  –	
  Review	
  your	
  performance	
  
with	
  t...
•  Challenge	
  –	
  Commitment	
  to	
  RCA	
  
•  Remedy	
  –	
  Alignment	
  with	
  operaBons	
  
•  Permanently	
  im...
•  Challenge	
  –	
  Adversely	
  impacBng	
  
customers	
  through	
  outages	
  
•  Remedy	
  –	
  Understand	
  your	
 ...
•  Challenge	
  –	
  Many	
  organizaBons	
  are	
  
operaBonalized	
  
•  Remedy	
  –	
  Leverage	
  what	
  you	
  have	...
•  Challenge	
  –	
  WORN	
  
•  Remedy	
  –	
  Think	
  about	
  what	
  makes	
  
sense	
  
•  If	
  you	
  build	
  it	...
•  There	
  are	
  over	
  100	
  billion	
  global	
  
searches	
  being	
  conducted	
  each	
  month.	
  
•  75%	
  of	...
•  Challenge	
  –	
  Scope	
  
•  Remedy	
  –	
  Decide	
  what	
  you	
  need	
  
•  Determine	
  what	
  will	
  improve...
•  Challenge	
  –	
  How	
  to	
  best	
  fulfill	
  the	
  request	
  
•  Remedy	
  –	
  Determine	
  business	
  needs	
 ...
Stop	
  thinking	
  about	
  this	
  like	
  IT	
  
	
  
Start	
  thinking	
  about	
  it	
  from	
  the	
  Business	
  
P...
Through	
  “Process	
  X”	
  I	
  can	
  
reduce	
  the	
  priority	
  2	
  incidents	
  
from	
  350	
  to	
  100	
  over...
 
TwiUer:@ryanrogilvie	
  
Blog:	
  hUp://servicemanagementjourney.blogspot.ca/	
  
Linkedin:	
  ca.linkedin.com/pub/ryan-...
ITSM Pitfalls
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ITSM Pitfalls

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At some point a need has been identified to implement or review some components of Service Management within your organization. Whether this initiative is IT driven or the result of a Business need the result should be to align with business outcomes. I will take you on a journey outlining areas where I had some challenges, how I overcame them and what I learned from the experiences.

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  • Introduction Good afternoon and thank you for attending the Fall ShareIT event. I would also like to extend thanks to Service management art and its staff for firstly organizing this event as well as affording me the opportunity to present here today My name is Ryan Ogilvie and I am currently an IT Service Delivery Advisor at Tervita in Calgary. By background has included various practitioner roles in IT service management including Service desk, Incident, Problem Change, Configuration and most recently with Service Delivery
  • During this session please feel free to comment or ask questions at #ShareIT13 Please feel free to connect with me on Twitter @ryanrogilvie if you have any questions after the presentation The presentation will be made available to attendees by Service Management Art
  • At some point a need has been identified to implement or review some component of service management within your organization. We want to make sure the rope you use looks like this Rather than this
  • We are going to look at some typical “pitfalls” and remedies for both - overall ITSM implementations - as well as individual processes which may already exist in your environment
  • Overall Service management implementation Where does the request really come from? Maybe there is an identified business requirement, or perhaps your CIO has been to a conference and become inspired
  • Either way the request is to “Make it so”
  • The first step in your journey is to determine current state It may seem a little bit like double dutch – when to jump in There is no time like the present, and each moment opportunities to work with your customers are passing you by – start the discussion
  • Define the goal of the ITSM implementation Whatever you define, a mission statement or vision or both. There should be an understandable direction for this implementation. - why we are doing this and what it will accomplish – how does this relate to business outcomes Doing this will ensure that all participants can stay aligned to the direction of the implementation as well as motivated to accomplishing those goals
  • Next slide
  • There will be temptations to add more on to the scope. Beware the dreaded creep. But we’ll dive into that later Keeping a simple scope will allow you to effectively deliver what was determined at the onset – keep this agile Your scope should include which roles you will have to support the processes you are implementing
  • Build processes to support the implementation. They don’t need to be complicated, in fact they should be simple to follow and understand Make sure that processes support the tool – not the other way around Leverage what you already have where you can – you are already doing something, no need to reinvent the wheel
  • Tell people what you are doing – Market your launch – get excited Use this as a tool to get your business excited about this as well Use whatever communication tools you have to get the ball rolling and then leverage any feedback that you get… but watch the scope This is not a state secret… probably I have seen this ball dropped more times than I would like to admit – you may never achieve perfection
  • Develop some metrics You cant manage what you cant measure Again the theme here is to keep things simple – the challenge can be analysis paralysis Quantify the measurements around business outcomes – back to your goal In the beginning there may be only a few CSF and KPI’s which can increase over time These will be thee to make adjustments and act as a rudder for the steamship ITSM
  • CSI – review what you have and keep reviewing Review the accomplishments and challenges – there are no failures Any kind of improvement even through failure is a success
  • This all sounds simple right? The key is to stick to you scope just because you CAN do a particular thing doesn’t mean you should Anecdote - went out to res that time and saw the guy filling up the hole with water from the garden hose It can be very easy to go off scope when what abouts come up it looks like if we just had a knowledge policy to accommodate this or a CMS process for that. These may be valid points … But these may need to be tabled and reviewed as part of the CSI My experience is to stay away from the lite – if you are only going to do a certain thing – make it deliberate Talk about CNDB lite – there was no process – I can share this because we learned from this as an organization
  • We are going to look at individual processes I know there are some of you who are already saying we do some of these processes already… so whats there to discuss
  • Just like anything else the maturity model and if you are COBIT you might be talking in terms of capability at the very least gets you thinking in terms of what activities you are doing and how well as well as which ones you are not doing Ultimately the breakdown goes like this 1 Initial/Ad hoc – Issues exist and need to be addressed. There are no standardized processes; ad hoc approaches 2 Repeatable - similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. 3 Defined - procedures have been standardized and documented, and communicated through training. It is mandated that these processes should be followed; however, it is unlikely that deviations will be detected. 4 Managed and measurable - Processes are under constant improvement and provide good practice. Automation and tools are used in a limited or fragmented way. 5 Optimized - processes have been refined to a level of good practice, based on the results of continuous improvement. making the enterprise quick to adapt.
  • Where you think you might be from a process maturity and where you actually are when you start to take a closer look may be very different Think about where you are in your processes
  • Where you think you might be from a process maturity The numbers might be lower than you think but again this is a best practice or guideline, it isnt suggesting that you ramp everything up to an optimized state We do this process on Tuesdays and Thursdays is the state you want to avoid
  • Challenge Getting an effective handle on ensuring quick resolutions for your customers. It’s a balancing act with communications and avoiding bandaid fixes For example we fix the issue in less than an hour but it has happened 6 times this week Remedy Being able to leverage good working relationships through escalations and available information to reduce incidents where you can Apathy really impacts customer escalations As it relates to the business This is probably one of the most business facing functions that you employ - things are broken So when it comes to stats they will have their own idea on how well you are doing This is a good place to start, as it will help to point out potential issues with other processes
  • The promise of the delivery of Problem is that we will reduce INC. which in reality is the best outcome for the business Challenge The challenge is to commit the resources to determine root cause. sounds like it should be a no brainer Another challenge is the amount of information available about the problem Fighting a 2 front war – empty inc records and quick resolutions (no logs) Remedy while ITSM alignment is a good place to start, we also need to align with our Operations teams. Since their real mandate is to “keep things running” the natural instinct will always be to fix things as quickly as possible As it relates to the business The business may not really care what you call the process that helps improve the service. They just need it to work. Aligning with them in whichever capacity is available will help to ensure that when issues are escalated they have the information needed to be able to address issues accordingly
  • There is a balance on the tolerance of change that your organization has from a business perspective. A solid change process will take you a long way to ensure that there are no issues which are the result of the change but you need to ask questions, and engage the business Pitfall You have to love metrics. The customer may be the first to dispute what you report on. if you were to tell them that you had a 99% success rate would they dispute it? Ensuring your supporting processes are aligned with the numbers they produce Do not assume that you know what they want or that what they want hasn’t changed since the last discussion As it relates to the business Is there a disconnect with your business? Are they escalating all that they should after changes are implemented – again…see incidents Remedy Review with your counterparts in ITSM what's changed, improved and so on from a problem or INC standpoint
  • Ask about how many people do Release - officially Depending on the org there may be a best practice in place but nothing formal. The climate of operationalizing activities may make Change the end all to the releasing into production Remedy - leverage what you have and understand what's needed. From an infrastructure side it may be clear what you are doing but there may be particular apps which need attention. See what you have and make a process to address needs As it relates to the business We need to ensure that the minimal amount of impact is felt by your customers. This process allows the appropriate gates to be established to prevent issues
  • WORN Write once read never - There are a few challenges - having available information to leverage - ensuring the information is accurate and up to date The remedy is to have a policy of some sort to address all the information that is captured. My change management doc has an expiration date
  • Having business facing information also ensures that the data you want the business to see is seen. If you don’t think that these people arent googling the solution …. They are Some studies suggest: There are over 100 billion global searches being conducted each month. 75% of users never scroll past the first page of search results. For Google, a study from Slingshot SEO shows 18% of organic clicks go to the #1 position, 10% of organic clicks go to the #2 position, and 7% of organic clicks go to the #3 position.
  • Service asset and configuration management is not without its challenges Challenge – success based on scope Remedy Again its about aligning the goals and ensuring the scope is there to match No two organizations are going to be the same – what works for one may not work for another Make sure there are there roles in place to ensure that the process is successful This will allow you to manage services to you business in a more controlled way. There are loads of tools on the market to help facilitate this but there have to be some underlying process to drive it.
  • We are moving into a period of time where our customers expectations are not only changing but they expect the turnaround yesterday Challenge – we want it fast and high quality and cheap – sound familiar? In the past a 24 hour turnaround may have been acceptable, now as many as one third of modern consumers (those who utilize Twitter and Facebook) want action in some form in 4 hours or less. As far as business expectations go, these people have to answer to someone as well. they also have expectations Identifying why they are calling may help you to streamline the self service options you currently provide. It will also give you a chance to see what your customers are doing and potentially gaining some insight into their future business needs. Personal interaction can be managed in a myriad of ways – phone, email, social media (twitter facebook etc)
  • The reason IT gets itself in a silo position is because we think in those terms
  • Remember: You need to market this on the business terms, tell them about what exciting things you can do on there terms
  • ITSM Pitfalls

    1. 1. Presented  by   Ryan  Ogilvie   Avoiding  Service  Management  Pi8alls  
    2. 2. @ryanrogilvie   #ShareIT13       QuesBons  and  Comments  
    3. 3. Overall  Service  Management  ImplementaBon   Individual  Process  Review  
    4. 4. Overall  Service  Management  ImplementaBon  
    5. 5. Overall  Service  Management  ImplementaBon  
    6. 6. •  Where  are  you  now?   Overall  Service  Management  ImplementaBon  
    7. 7. •  Think  about  the  goals  of  the   implementaBon   •  Why  we  are  doing  this?   •  What  it  will  accomplish?   Define  a  Goal  
    8. 8. •  Scope  is  crucial     Determine  the  Scope  
    9. 9. •  Scope  is  crucial   •  Your  scope  should  include:   ▫  Which  processes  you  are  implemenBng   ▫  The  roles  you  will  need  to  support  those  processes     Determine  the  Scope  
    10. 10. •  Build  or  rework  processes  to  support  the   implementaBon.     •  They  don’t  need  to  be  complicated   •  In  fact  they  should  be  simple   Determine  Processes  
    11. 11. •  Tell  people  what  you  are  doing  –  Market  your  launch   •  Many  ways  to  do  this   ▫  Blog  about  it   ▫  Lunch  and  learns   ▫  NewsleUers   ▫  Social  Media     Keep  people  informed   Communicate  
    12. 12. •  Develop  some  metrics   •  Keep  them  simple   •  Improve  on  what  you  measure   Measure  
    13. 13. •  CSI  –  Review  your  status…  conBnuously   •  There  are  NO  failures   CSI  
    14. 14. •  Scope   •  Can  vs  Should   •  We  need  to  keep  it  simple   •  As  processes  mature  this  will   open  “what  abouts”   •  Stay  away  from  the  “Lite”   ImplementaBon  Challenge  
    15. 15. Individual  Process  Review  
    16. 16. 5  -­‐  OpBmizing   Where  to  Start  –  Maturity  Model   4  -­‐  Predictable   3  -­‐  Standardized   2  -­‐  Managed   1  -­‐  IniBal  
    17. 17. Review  Your  Processes   Incident   Problem   Change   Request   SACM   Knowledge          3.5            3            4            4    2.5                  3   Release                  2  
    18. 18. Review  Your  Processes   Incident   Problem   Change   Request   SACM   Knowledge          2.5            2            3            3        2                  1   Release                  1  
    19. 19. •  Challenge  –  Ensuring  quick  resoluBons     •  Remedy  –  Review  your  performance   with  the  customer   •  You  are  only  as  good  as  your  business   thinks  you  are   Incident  Management  
    20. 20. •  Challenge  –  Commitment  to  RCA   •  Remedy  –  Alignment  with  operaBons   •  Permanently  improving  customer   experience   Problem  Management  
    21. 21. •  Challenge  –  Adversely  impacBng   customers  through  outages   •  Remedy  –  Understand  your   business   •  The  balance  of  changes   Change  Management  
    22. 22. •  Challenge  –  Many  organizaBons  are   operaBonalized   •  Remedy  –  Leverage  what  you  have   and  understand  what's  needed   •  Ensuring  customer  experience  is   consistent   Release  Management  
    23. 23. •  Challenge  –  WORN   •  Remedy  –  Think  about  what  makes   sense   •  If  you  build  it  they  will  come….   Knowledge  Management  
    24. 24. •  There  are  over  100  billion  global   searches  being  conducted  each  month.   •  75%  of  users  never  scroll  past  the  first   page  of  search  results.   •  18%  of  organic  clicks  go  to  the  #1   posiBon   Knowledge  Management  
    25. 25. •  Challenge  –  Scope   •  Remedy  –  Decide  what  you  need   •  Determine  what  will  improve  the   customer  experience   SACM  
    26. 26. •  Challenge  –  How  to  best  fulfill  the  request   •  Remedy  –  Determine  business  needs   •  Work  with  the  business  and  be  scalable   Request  Fulfillment  
    27. 27. Stop  thinking  about  this  like  IT     Start  thinking  about  it  from  the  Business   PerspecBve  
    28. 28. Through  “Process  X”  I  can   reduce  the  priority  2  incidents   from  350  to  100  over  3   months   Ask  yourself….   Through  a  service   management  strategy  I  can:   –  Increase  your  producBvity   –  Lower  costs   –  Allow  you  to  deliver  in  a  way   your  compeBBon  can’t   If  you  could  tell  your  business  the  following:   Which  would  you  prefer  
    29. 29.   TwiUer:@ryanrogilvie   Blog:  hUp://servicemanagementjourney.blogspot.ca/   Linkedin:  ca.linkedin.com/pub/ryan-­‐ogilvie/2b/183/873/     Thank  You  

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