7 steps to a successful itsm tool implementation - itsmf atlanta

7 Steps
to a successful ITSM tool implementation

D’Arcy McCallum
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2015,
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Consulting-‐Portal 2
Welcome!
• Navvia Director
of
Education
• Background:
• ITSM
Consultant
&
Advisor
• 6
Sigma
Black
Belt

• Business
Relationship
Manager
• Service
Desk
Manager
• Process
Owner
&
Manager:
• Information
Security
• Service
Continuity
• Change
Management
• dmccallum@navvia.com

We are a Software and Services company that provides our
clients with the tools, templates, training and mentorship to take
control of their ITSM program.
Over 15 years of ITSM success!
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2015,
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ITSM ≠ TOOL
However, we need tools to automate ITSM

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ITSM Benefits
result from practicing Service Management

• Cost
• Quality
• Employee / Customer
Satisfaction
• Communication
• Efficiency& Effectiveness
• Governance
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2015,
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The benefits are many…
”Process is usually the lowest maturity
discipline, but organizations that are more
mature than average can see a 7% cost
advantage over their less-mature
counterparts.”
Improve I&O Maturity to Drive Greater Cost-Efficiency – Gartner -
September 2013

“It’s seldom the tool
that’s the problem”
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2015,
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If not the tool…then what is?
(hint: time for audience participation)

• Insufficient planning
• Poor requirements
• Time pressure
• The fallacy of “out of the
box”
• Scope creep
• No buy-in
• Poor communication /
education
• No governance / CSI
• Lift & shift
• Big Bang
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2015,
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In our experience …

7
Steps
Identify
Gaps
Foster
Adoption
Process
Design
Technical
DesignValidation
Education
CSI
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Identify Gaps
Or you won’t know what needs improvement

Identify Gaps
• Why are you implementinga new tool?
• What are the pain points with the current tool?
• Do you understandthe users’points of view?
• An ITSM assessment can help:
– Uncover people’s perceptions
– Foster organizational change management
• Dr. John Kotter 8-step change process
– Establish a baseline
– Develop a roadmap
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2015,
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Identify Gaps
ROADMAP
Questionnaires
Interviews Workshops
Observations
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Foster Adoption
You can’t do this on your own

Foster Adoption
• Implementationrequires organizationalchange
– And you can’t foster change in a vacuum
• People need to understand “why”
– Simon Sinek - “Start With Why”
• Every stakeholder has their own perspective
– Express the “why” in terms that relate to them
• Get consensus
– But balance it with getting things done!
• Adoption drives success / success drives adoption
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Foster Adoption
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Steering

committee
Stakeholders
Subject

Matter

Experts
Core
Team
Accountability Engagement

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Process Design
Get everyone on the same page

Process Design
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Process Design – keep it simple
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Don’t confuse complexity with good design

Process Design
• Always ask yourself “are we making things better”
• What are you doing today? What works, what doesn’t?
• Frameworks (like ITIL) provide guidance, they are not the law
– Balance frameworks with what's right for your organization
• Processes are intended to improve communicationand efficiency,resist the
urge to make them overly complex
• There is more to a process than a Visio Flow
– Description, goals, objectives, roles & responsibilities, activities & tasks, metrics,
policies, controls, work instructions
• Capture tool and data specifications (technical design)
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Technical Design
Because there’s no such thing as “out of the box”

Technical Design
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For sophisticated companies the
process should drive the tool

Process Design Timeline
Simultaneous Process & Technical Design
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Process Path
Technology
Path

Technical Design
• Out of the box only works for the most simple processes / orgs
– Even then some configuration/tuning is required
• Don’t confuse technical design with customizations
– Most modern tools allow extensive configuration
• Map business outcomes to the tool / not the other way around
• Capture enough detail to tailor the tool:
– Process states, triggers, transitions and state diagrams
– Data and tool specifications
– Integrations
– Notifications
• The more detail you capture in advance the smoother the development
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Validation
Helps keep your implementation on track

Validation
• Iterative (agile) process design
• Use “show and tell” sessions
• Watch out for “scope creep”
• Validate often - and get sign off against requirements
• Constantly communicate back to stakeholders
– You don’t want to get to deployment and hear “I didn’t agree to that”
• Validationis critical for organizational change and process
adoption
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Education
Don’t assume everyone understands

Education
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No
need
to
train

anyone,
it’s
as
easy

as
doing
your
taxes

Education
• Training helps foster adoptionand locks in the organizational change
• Use trainingto re-emphasize the benefits and “why” it’s important to the
organization
• Build a curriculum that addresses all your stakeholders
– Overview education
– Role based education
– Use cases
– Process education
• Consider various trainingformats from CBT to instructor-led
• Consider using “high profile” people to conduct the training
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2015,
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Continual Service Improvement
Lock in and enhance the processes

Continual Service Improvement
• Get people involved and vested in ITSM
• Get consensus and hold people accountable for what they agreed
to
• Produce evidence that the ITSM program is working and meeting
the needs of the stakeholders
• Communicate success in terms that are meaningful to your
stakeholders
• Ongoing governance is essential to lockingin the improvements
• Consider an ITSM program office
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The ITSM program office
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2015,
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7
Steps
Identify
Gaps
Foster
Adoption
Process
Design
Technical
DesignValidation
Education
CSI
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2015,
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Service
Improvement
Team
• Blane
Hodge,
Service
Improvement
Director

– 27
years
IT
experience
(Software
Development,
Project
Management,
ITSM)
– Role:
ITSM
Champion,
ITSM
Architect,
ITSM
Mentor
&
Coach

• Carl
Dombrosky,
Project
Manager
&
Business
Analyst
– 40
years
experience
(software
development,
Project
Management,
Operations,
ITSM)
– Role:

Project
Manager,
Business
Analyst,
Process
Developer,
Trainer
• Bates
Nunamaker,
Project
Coordinator
&
Process
Developer
– 3
years
IT
experience
(Project
Management,
ITSM)
– Role:
Project
Manager,
NAVVIA
System
Administration,
Process
Developer,
Trainer
• Tim
Moon,
ITSM
Consultant
– 15
years
IT
experience
(Operations,
ITSM)
– Role:

ITSM
Mentor
&
Coach,
Implementation
of
IT
Business
Processes

ITSM Roadmap
2012
•2008-‐ Initial
ITSM

Project
FAILED
•Established
Service

Improvement
Team

•Developed
Logical

Model
of
Incident

Management

•Rolled
out
Logical

Model
in
Medicaid

Department
2013

•Purchased
NAVVIA

•Completed
ITSM

Medicaid
Baseline

Assessment

•Re-‐Engineered

Incident

Management
Process

&
Tool
Specifications
•Developed
Incident

Management

Technical

Tool

Specifications
2014
•Developed
Change

Management
Logical

Model
&
Tool

Specifications
•Began
Re-‐configuration

of
Incident
Management

Workspace
•Incident
Management

Tool
Project
halted
by

departmental
reorg
2015
•Developed
RFP
To
Acquire

New
ITSM
Tool
•Developed
RFP
to
Acquire

Professional
Services
Partner

for
ITSM
Tool
Development
•Resumed
Configuration
of

the
Incident
Management

Workspace

ITSM
Roadmap
2015
&
Beyond

2015
Q4
•Complete
ITSM

Procurement
of
new
tool
&

professional
services
•Complete
Development
of

Event
Management
Process
•Complete
Development
of

Knowledge
Management

Process
•Complete
Development
of

Service
Level
Management

Process
•Assemble
an
ITSM
Steering

Committee
2016
•Develop
first
four
phases
of

ITSM
product
Roadmap
•Develop
processes
as
needed

in
support
of
product

roadmap
•Release
Management
•Demand
Management
•Configuration
Management
•Service
Catalog
2017
•Develop
processes
in

support
of
ITSM
Product

Roadmap
•Asset
Management
•Project
Management
•Resource
&
Time

Management
•Complete
phases
5,
6,
and
7

of
the
ITSM
Product

Roadmap

Lessons
Learned
So
Far

• Pitfalls
to
overcome
– Lack
of
Executive
Buy-‐in
– Resistance
to
change
– State
procurement
process
• Benefits
– Assessment
helped
support
buy-‐in
– Templates
reduced
overall
work
load
– Collaboration
turned
resistors
into
supporters
– Avoided
“Snobbery”

7 steps to a successful itsm tool implementation - itsmf atlanta

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