An Integrated Management System_best-practices-2020_adoption_ITIL

A simple solution to ailing adoption of Best Practices
An adaptive model that connects to what’s real for your leadership
December 12th, 2017
President, KC ITSM LIG
Greg Rowe
11
Better than we are
Being better, faster, stronger.
Best practices, good practices.
Career Advice: 3-for
- The meanings of management, IT Management and itSMF
- Careers in general, moving upward and/or onward
- A good life in any organization
How to be

A simple solution to ailing adoption of Best Practices
December 12th, 2017
President, KC ITSM LIG
https://www.linkedin.com/in/gregrowe1http://www.itsmfusa.org/events/EventDetails.aspx?id=1030578&group=87654
https://www.linkedin.com/in/gregrowe1
2
Greg Rowe – A few waves
• Cold War
• Quality Movement
• Service Management
• Technology Revolutions
West Point - Army Ranger - U.S. Cavalry
Six Sigma Black Belt
ITIL Expert Software Projects
₋ ERP Systems
₋ Data Centers/Cloud, Networks
₋ ITSM: BMC, NOW
COO, Acting CIO
Careers
Biggest point?
Specialize, generalize, rise.
Medium-alize? (me). Gartner
Either:
Tech (Sys/Network/both)
BA
PM

Outline
1. The typical wresting match – Pick + Follow or Not. Unified Mgmt.
• IT Management
• Business Management
2. An unusual turn – A current trend and career paths.
3. How to pull it together
3

Slow to adopt beyond basics? Why? Not real to them?
• “ITIL is only for IT Operations.”
– Operations says they only need to manage incidents and changes.
– So we never achieve a best-practice integrated management system.
• We ask, they answer.
– “Partners?” (But we don’t ‘talk good.’ Sometimes we geek-out.)
– “What? Just worry about deploying up-to-date devices.”
• Relegated to smaller and smaller boxes.
– “Infrastructure only”
– Geeks to be seen not heard.
– Hemmed-In? Shut-down right now?
3

How does your organizational leadership define corporate IT?
– Infrastructure-only as corporate IT
– Business units independently pick apps and platforms
• But then they call you for support
• They get a run-around: Root cause is app or infrastructure?
• “My IT (unit) is better than your IT (corporate).”
3
Career: Your wave within the waves

Example
– Infrastructure-only as corporate IT
– Business units independently pick apps and platforms
• But then they call you for support
• They get a run-around: Root cause is app or infrastructure?
• “My IT (unit) is better than your IT (corporate).”
Finance and Legal
– “Isn’t it just document management?” - CFO
• Meaning only a new file-share, since the old one lost documents
• Frustrated that scope included the closing process and metadata
– Concerned if IT is consulted you’ll try to take over
The result: In-fighting, technology sprawl of shadow IT, duplicated effort
3

Your examples? Latest crisis? Moment of truth. Come on.
• Only infrastructure?
Rejoice and be glad. “Never let a good crisis go to waste.”
• “Why is it down?”
• “You tell me. As you see, the infrastructure has 100% uptime.”
• After a crisis at their end they either partner or leave you alone.
The crisis proves we’re all the same.
• We-They, “Your people – my people.
• Truth proves itself true.
3

Your Management is All Management
• Best practice is an integrated management system
– Their management system is our management system
– Working in isolation means the management system is broken
– “But why would IT be concerned with business management anyway?”
• Management is management of everything
– It’s all one system
– We’re all one system – Command, Control, Culture, Service
– It’s not breaking news.
– It’s the nature of the universe: High entropy, low energy.
Otherwise the organization suffers, as we’ll discuss and help solve.
3
Career: Office polities, mentors

Outline - Revisited
1. The typical wresting match
• IT Management
• Business Management
2. An unusual turn
3. How to pull it together
3

“So how’s that working for you?”
Who suffers as a result of
organizational disintegration?
New trends.
Most people are dissatisfied with their jobs -- 80%
according to Deloitte’s Shift Index survey.*
*http://www.businessinsider.com/what-do-you-do-when-you-hate-your-job-2010-10
Root Cause?
Leadership Vision translated into a Management System
4

Attributes: Worker Passion and Discretionary Effort
• Deloitte – Two Insight Studies on employee engagement
– Attributes of engaged employees – passion, discretionary effort
• Want to be making a lasting impact
• Able to be rapidly improving
• Connecting (Mutual trust and significant interactions)
– Expectations: Millennials and Beyond
• Full-time profession - Stability
• Working Arrangements - Flexibility
• Result
– That’s why they go the extra mile - above and beyond
– Higher productivity and customer satisfaction
https://dupress.deloitte.com/dup-us-en/topics/talent/unlocking-the-passion-of-the-explorer.html?id=us:el:dc:dup402:awa:tmt
https://www.inc.com/marcel-schwantes/what-do-millennials-want-from-their-employers-exactly-this-study-sums-it-up-in-1.html 5

How this topic helps with that
• Attributes
– Have Impact: Integrated Management - ITSM Technologies: ‘Action System’
– Make Improvement: Quality Movement - ITIL: 7-step Improvement Process
– Be Connected: Collaboration and interaction in a mature system
• Expectations
– Stability: Well-defined, efficient processes, “Everything’s a drill”
– Flexibility: Clear, measurable responsibilities enable the workplace to be anywhere
6
The next generation expects a more human workplace.
It’s all about people.

Management – ITIL Provides a Best-Practice Management System
• A fully integrated system of processes
• Covers the entire spectrum of the organization
– Not just incident management and change management
– Spans operational command and control as well as implementation of strategic
objectives.
How? It’s what comes next, including the
process reference model at the right.
Career: Terminology
Strategy = Finance. Value = Money. Leadership
Operations = Day-to-Day. Management
Consulting: All of the above and between.

Overcome Deep-Seated Management Challenges
Hospital Administration Medical Staff
Contracting Officers Program Managers
Elected Officials Career Bureaucrats
Software Developers Business Operations
Acquisitions / Counsel Assets / Ops Management
General Accounting Business Units
Strategy & Finance Operations & Distribution
Corporate HQ Field
There’s creative tension between two sides of any coin - or battery.
The Quality Movement holds it together. 8
Enterprise Architects Systems Engineers
DevOps
PMO
SMO
Lean
Career:
Staff of EA, SE.
Know when
to listen. Not.

It often starts with a dynamic duo
Leadership &
Relationships
• Strategy
• Portfolio
• Money
Management &
Technology
• Operations
• Support
• Incidents
Simple Solution: People
9

Started: Dynamic Duo
• Design
• Transition
• Improvement
What How
Leadership &
Relationships
• Strategy
• Portfolio
• Money
• Request
Fulfillment
• Service Levels
Management &
Technology
• Operations
• Support
• Incidents
10
These People
o Mentioned:
o Problem: Conflict between silos.
o Solution: People.
o Example: “BRM.” But how?
o Secret is in the middle. Coord Layer
Beginning of the end of dynamic

Dynamic Duos
• Design
• Transition
• Improvement
• Request
Fulfillment
• Service Levels
Resolutions
Decisions
What How
Leadership &
Relationships
• Strategy
• Portfolio
• Money
Management &
Technology
• Operations
• Support
• Incidents
Fulfillment
Collaboration
Four Functions
11Secret sauce in the middle: Coord Layer

Dynamic Duos
FulfillmentResolutions
Action Culture
“Technology is power”
with a bias for action
OPERATIONS
Knowledge Culture
“Knowledge is power”
DESIGN
Political Culture
Protocols
“Finance is power”
and who you know
PARTNERING
“Truth is power”
and process flow
Expressive, great
communicator.
Active, organized.
Orchestrators.
Intellectual, big
thinker
Corporate Cultures
PLANNING
12
DecisionsCollaboration
Secret sauce in the middle: Coord Layer

The Four Functional Sets of Processes
A. Fulfillment
B. Resolution
Fulfillment ResolutionsDecisions Collaboration
Architects Operations
Well-balanced roles and responsibilities will replace tension
C. Coordination and Collaboration
D. Governance and Decision-Making

A. Fulfillment of Requests and Agreements
• Request Fulfillment (O)
• Access Management (O)
• Service Level Management (D)
• Supplier Management (D)
Fulfillment

B. Detection and Resolution of Issues
• Event Management (O)
• Incident Management (O)
• Problem Management (O)
• Knowledge Management (T) - CONTRIBUTE CONTENT
Resolutions

C. Coordination of Collaboration in Design and Transition
• Service Portfolio Management (S)
• Service Catalog Management (D) -
CONTEXT for SERVICE OWNERS
• Design Coordination(D)
• Transition Planning and Support (T) -
PROJECTS
• Knowledge Management (T) -
CONTEXT for TECH TEAMS
• The Seven-Step Improvement Process
(C)
• Demand Management (S) -
ENGINEERING
• Service Continuity Management (D)
• Availability Management (D)
• Capacity Management (D)
Collaboration

Coordination Layer – The flow of collaboration across the life cycle
23
Demand
Management
Access
Management
Capacity Management
Availability Management
Incident
Management
Information Security
Management
IT Service Continuity
Management
Supplier
Management
Event
Management
Request
Fulfillment
Service Validation
and Testing
Release and Deployment
Management
&Monitoring
Working
(Technical)
Context: An applied framework with a strategic
perspective on twenty-six core processes
Release Package
Service Portfolio
Management
Knowledge
Management
Service Catalogue
Management
Continual Service
Improvement (CSI)
Problem
Management
Design
Coordination
Transition Planning
and Support
Charter Service
Design
Package
Strategic
Plan
The 7-Step
Improvement Process
Strategy
& Leadership
Design
& Analysis
Transition
& Projects
Operations
& Infrastructure
Service Asset…
…and Configuration
Management
Service Level
Management
Business Relationship
Management
Financial Management
for IT Services
Change
Evaluation
Change Management
Strategy Management
for IT Services
Managing
&Reporting
Service
Desk
Ops
Control
Application Management
Technical Management
Collaboration & Coordination Cross-Functional, Cross-Organizational
Coordinating&
Collaborating

Relationships, Governance, Decision-Making, and Controls
• Change Management (T)
• Change Evaluation (T)
• Service Asset & Configuration
Management (T)
• Release and Deployment
Management (T)
• Service Validation and Testing (T)
• Strategy Management for IT Services (S)
• Financial Management for IT Services (S)
• Business Relationship Management (S)
• Information Security Management (D)
Decisions

Finally – Tie the System Together with Collaboration Groups
The “White Space” of Integrated Process Capabilities

Parting Thought from Occupational Therapy – The Zone
• An integrated management system advances productivity by protecting
workers from needless interruption so they can be in the zone.
• “In positive psychology, flow, also known as the zone, is the mental state of
operation in which a person performing an activity is fully immersed in a
feeling of energized focus, full involvement, and enjoyment in the process of
the activity.
• In essence, flow is characterized by complete absorption in what one does,
and a resulting loss in one's sense of space and time.
• Named by Mihály Csíkszentmihályi, the concept has been widely referenced
across a variety of fields (and has special recognition in occupational therapy…”
(https://lnkd.in/egfyNXm)

Theme Reprise – Engagement and Worker Passion
• Everyone has a place
– Leveraging Strengths in Sub-Responsibilities if not positions
– Clear Roles
– Culture of Service
• A respected seat at the table
• Clear roles and responsibilities
– There’s a way to get anything done
– You have more control of your day
Fulfillment ResolutionsDecisions Collaboration
Architects Operations

Presenter
Greg Rowe
– Certified IT Service Management ITIL® Expert
Version 2, Version 3 / 2007, / 2011, Tutor 1 at HP, itPreneurs, etc.
– USMA West Point Graduate (Class of ‘84) and military operations
(Command, S1, S4, S3, G3)
– ASQ-Certified Six Sigma Black Belt
– ServiceNow Sys Admin, BMC AR Sys Admin / Remedy
– Enterprise Applications, App Dev, Data Center Management
– 20+ years in the IT Industry
• 14 years with the Fortune 500, small and medium-sized companies
• 14 years in the Federal space
Clients from Cupertino to Dubai
Accenture, Booz Allen, PWC, Perot Systems, UNISYS, Symantec, General Dynamics, Lockheed Martin, Raytheon, FedEx, DHL,
Wal-Mart, Bank of America, Boeing, Freddie Mac, Accredo Health, Kraft, Temple-Inland, Electric Reliability Council of Texas,
Jacksonville Electric, NATO, DOD, Dept. of Commerce, USDA…
Background: Command/War Planner, Manufacturing/Manufacturing Sys, Healthcare Sys, Data Centers/Infrastructure
Most of you have had ITIL Awareness? I hit the first wave 15 years ago...
Kip: “Yesss” https://www.youtube.com/watch?v=jS0RA9eCsQk
gregrowe@msn.com

Know
what's True
Respond to
Situations
Agree to
Make
Near-Term
Changes
Plan &
Coordinate
Long-Term
Reconcile
Rules
Quiet
Contemplation
Architect &
Engineer
© Gregory P. Rowe
Executive
Team
Make Changes
Happen
Physical
Energy
Take
Action
Know Your
Capabilities
Outside
Resources
Gracious
Romantics
Broad-Minded Philosophics Service-Oriented Pragmatists
Ambivalent Orchestrators
Chairmanship of Councils of Authority from all of the above
Coordinating action for all, as we carry the best intentions through implementation into completion.
Inspired
Visionaries
Focused
Idealists
30
Skillsets and Personality Factors
Each individual holds a key to a phase of each process lifecycle, including milestone gates.
It results in great work getting done automatically. Leaders simply position and listen.
©GregoryP.Rowe,greg@roweservices.com
Greg@RoweServices.com © Gregory P. Rowe
Liberating
Conquerors
Synchronize
Reality Check, Practical
Insights, Voice of Reason
Formal Decision
with Initial Plan
Vision &
Concept
CoordinateCollaborate
24

Organizational Leadership Across Lifecycles
Empowering teams to take charge of business processes.
Each individual owns workflow automation for their portions of a process,
hosted on the best platforms and enabling infrastructure technologies the organization can provide.
Architecture
and
Integration
Operations
and
Monitoring
Executive Leadership
Mass Communications
Coordination
of Continual
Transformation
31
Greg@RoweServices.com © Gregory P. Rowe
Done – Below this presentation is one on leadership teams and group chemistry.
25

An Integrated Management System including Decision Support
32
greg@rowe.services
Based on a ITIL process
reference model

Be the Change.
Stop the madness! It doesn’t need to be that way.
27

Organizational Development
CTS/IOD Maturing toward Collaboration
1. Network
Informal or
Semi-formal.
"All at once.“
Especially Stages
1 through 3
2. Directive
Base not seen as
strategic asset.
3. Delegation
Includes informal
coordination.
4. Coordination
5. Collaboration (Matrix)
The Five Stages of Organizational Development
ITIL® Service Strategy, para. 6.6.1
Chartered Collaboration:
(1) Operational Leadership
(2) Technical Experts
More structure, i.e.
hierarchical and measurable.
e.g., PM
But, “When busy,
skip project
meetings.”
or WG
7
ITSM Program next phase and GSD Advisory Group
(2)
e.g.,
SMO*
Dir/Chief &
Org/Tech/Ops
Hierarchy
(1)
Div/Branch
Leadership
Cross-Agency
CTS
(or Div.)
Missing
link
Stage 5. At (2):
- Not temp working group
- Clear, negotiated charter
- Decision authority
- Strategic asset
- Not natural. “Here to help.”
*Service Management Office
Customer
Relationships
Technical
Management
*ITIL Service Strategy© Crown Copyright 2011. Reproduced under License from OGC.

Sales/Business
Relationship
Management
Finance &
Accounting
Design for Value
Innovation,
Integration &
Transition
gregory.rowe@gdit.com
Procurement
& Supplier
Management
Configuration
Management
Chief of
Staff
Business
Units
(w/ Sales-Svc)
Shared &
Regional
Functions
Asset
Management
HR, Legal, IT,
etc.
Operations,
IT &
Infrastructure
Strategy &
Business
Management
Operations
Management
& Tech Mgmt
Head
Transition
Management
(BA & Projects)
Engineering,
Research &
Development
Product
Management
QA &
Performance
Improvement
Security
Management
& Ethics
Customer
Service
and Support
Example Organizational Components
Change &
Knowledge
Management
by region, line of
business, market,
customers, etc.
Realistic Example

Continual
Service
Improvement
Incident
Management
Problem
Management
Access
Mgmt
Event
Mgmt
Infrastructure
Management
Request
Fulfillment
Deskside Support,
Service Desk
Catalogue
Management
Account Reps
Service Level
Agreements
Service
Ownership
Warranty
Availability
Continuity
Capacity
Security
Assurance
Portfolio
Management
Demand
Management
Knowledge
Management
Configuration
Management
Deployment
Systems
Typical Phases of a Program to Mature Processes & Functions
Change
Management
Asset
Management
Supplier
Management
Application
Management
Business
Relationship
Management
Financial
Management
Release
Management
Transition
Planning &
Support
BaselineSet
1
Set
2
Set
3
Portfolio
Group
SLM
Group 1
SACM
Group 1
Change Mgmt
Group 1
Incident
Mgmt
Group 1
Operational
Agreements
Design
Coordination

Overview
• Process Interfaces – One set of activities
• Four Sub-Sets – Left box below
• Process Reference Model – Right box below
38

Why this topic?
• ITIL® describes twenty-six processes.
• There are seventeen process diagrams.
– Some have more than one.
– Twelve have none.
– So only fourteen processes have diagrams.
• Are processes without diagrams real processes?
Kip: “Yesss” https://www.youtube.com/watch?v=jS0RA9eCsQk
39

Some processes have multiple diagrams.
• For example:
– The Incident Matching to Problems diagram details an activity in the Incident
Management Process
– There are several use cases of Request Fulfillment including Standard Delployment.
• Are processes without diagrams “real processes”?
• With multiple – super processes?
The plot thickens
41

The Four Sets
Logical Groups of Processes
42

The Four Sets
• Collaboration – Coordinating across Projects, Products and other Lifecycles
• Decisions – Decision-Making, Notifications and Governance
• Fulfillment – Processing Requests
• Resolutions – Responding to Issues Operationally
43

The Twenty-Six with Seventeen of Thirteen
Bold have diagrams
Collaboration
Decisions
Fulfillment
Resolution
SERVICE STRATEGY
Strategy Management for IT Services
Service Portfolio Management
Demand Management
Financial Management for IT Services
SERVICE OPERATION
Request Fulfillment +3 sub-diagrams
Access Management
Event Management
Incident Management
Problem Management
CONTINUAL SERVICE IMPROVEMENT
7-Step Improvement Process
Business Relationship Management
SERVICE DESIGN
Service Level Management
Supplier Management
Service Catalogue Management
Information Security Management
Service Continuity Management
Capacity Management
Design Coordination
SERVICE TRANSITION
Change Management
Knowledge Management
Service Asset & Configuration Management
Transition Planning and Support
Release and Deployment Management
Service Validation and Testing
Change Evaluation
44
5 with diagrams
Cultures
Move quickly
Move deliberately
Together
Creative Tension
and Balance
©Gregory Paul Rowe greg@rowe.services

Bold have diagrams
Collaboration
Decision
Fulfillment
Resolution
SERVICE STRATEGY
Demand Management
SERVICE OPERATION
Access Management
Event Management
Incident Management
Problem Management
SERVICE DESIGN
Supplier Management
Capacity Management
Design Coordination
SERVICE TRANSITION
Change Management
Change Evaluation
45
5 4 w/o
4 6
2 2
3 0
Cultures
Move quickly
Move deliberately
Together
Creative Tension
and Balance

Bold have diagrams
Collaboration
Decision
Fulfillment
Resolution
SERVICE STRATEGY
Demand Management
SERVICE OPERATION
Access Management
Event Management
Incident Management
Problem Management
SERVICE DESIGN
Supplier Management
Capacity Management
Design Coordination
SERVICE TRANSITION
Change Management
Change Evaluation
46
5 4
4 6
2 2
3 0
Cultures
Move quickly
Move deliberately
Together
Creative Tension
and Balance

Build/Test
J1J1J1F
Incidents,
Problems
Program & Project
Management
5a
3
4
7
8
6
3
4
5
6
7
8
5a
6a
7a
V1
Config-
urations
4a
2
4
1
3
5
2
3a
4
3b 3c
5
1
A2
System
Event
Projects
&
Support
3
2
1
Transition
Planning &
Support
Design
SDP
Design
Coord.
TransitionPlanning
4
Dev
ProjectProjectProjects
ProjectProjectMajorReleases,WorkEfforts,Deployments
C2
Numbered steps are short-hand to fit on the page. See each process for full activity names.
Portfolio
Management
Process
2
3
4
1
1
2
3
4
5
IV
III
II
Identify or receive
an incident, problem
or request
Create a request
for change
Project funding is
involved in design
auth., often after
project planning
Normal
Changes
StandardOperationalChanges
StandardDeployments
M2
Requests &
Standard
Changes
X1
R2
SLA
OLA
Cata.
SLR
Catalog
Mgmt,
SLM
Deploy
1
Change
Proposal
2b
2c
2d
2e
2f
2g
3a
4
3b
1
Incidents
2
3
4
5
6
7
Problems
2
2
W2
AccessRequests
1
3
4
W5
4
5
6
7
3
Requests
8
9
2Auth.
Design
Auth.
Build
Auth.
Deploy
2a
4a
K
Testing
Auth.
Dev.
<<
Back
Strategy Management
PM or BA,
Auth.
Project
Charter
I
Plan
Identify
Control
Report
Audit and
update
Base-
line
M1
Major
Incident
Procedure
Events,
Incidents
& Problems
Events
5
4
3
2
1
Strategic Coordination of
the Portfolio, Designs and
Transitions
&Changes, Eval.
Deployments
21 Evaluation Plan
Sched.
Consolidated
Change
Schedule
Evaluations
Release &
Deployment
Planning
47
Evaluation
Changes
“Changes should be delivered in releases, except for standard changes and some
emergency changes.” ITIL® ST 3.1.1.2
©GregoryPaulRowegreg@rowe.services
H J K N O P Q R S T U V WC D E F G I XBA Y ZL M
4b: ChM authorizes a Transition and to plan a release
4b
Releases*
Initiation of
Support
Initiation of
New Business
Leadership &
Management
Change
Proposals
Four Frameworks in Three Groups of Two Sets
Fulfillment of
Requests
Processing
requests and
managing order
fulfillment
Resolution of
Issues
Responding
quickly and
appropriately
to disruptions
Governance of
Changes
Chronicling
decisions,
project gates
and governance
Coordination of
Lifecycles
Managing
collaboration,
coordination and
transitions
Strategy & Design
Customer Relations
Operations
Daily Interactions
Transition
Projects and Releases
1 2
A B C D

Build/Test
J1J1J1F
Incidents,
Problems
Program & Project
Management
5a
3
4
7
8
6
3
4
5
6
7
8
5a
6a
7a
Transition Operation
V1
Config-
urations
4a
2
4
1
3
5
2
3a
4
3b 3c
5
1
A2
System
Event
Projects
&
Support
3
2
1
Transition
Planning &
Support
Design
SDP
Design
Coord.
TransitionPlanning
4
Dev
ProjectProjectProjects
ProjectProjectMajorReleases,WorkEfforts,Deployments
C2
Initiation
of Support
Numbered steps are short-hand to fit on the page. See each process for full activity names.
Portfolio
Management
Process
2
3
4
1
Strategy & Design
1
2
3
4
5
IV
III
II
Identify or receive
an incident, problem
or request
Create a request
for change
Project funding is
involved in design
auth., often after
project planning
Normal
Changes
StandardDeployments
M2
Requests &
Standard
Changes
X1
R2
SLA
OLA
Cata.
SLR
Catalog
Mgmt,
SLM
Deploy
1
Change
Proposal
2b
2c
2d
2e
2f
2g
3a
4
3b
1
Incidents
2
3
4
5
6
7
Problems
2
2
W2
AccessRequests
1
3
4
W5
4
5
6
7
3
Requests
8
9
2Auth.
Design
Auth.
Build
Auth.
Deploy
2a
4a
K
Testing
Auth.
Dev.
<<
Back
Strategy Management
PM or BA,
Auth.
Project
Charter
I
Plan
Identify
Control
Report
Audit and
update
Base-
line
M1
Major
Incident
Procedure
Events,
Incidents
& Problems
Events
5
<< Back
4
3
2
1
Transitions
&Changes, Eval.
Deployments
21 Evaluation Plan
Sched.
Consolidated
Change
Schedule
Evaluations
Release &
Deployment
Planning
<< Main End >>
48
Evaluation
Changes
“Changes should be delivered in releases, except for standard changes and some
emergency changes.” ITIL® ST 3.1.1.2
Initiation of Strategic
or Design Changes
including New Business, a New Service,
Reorganization, etc.
H J K N O P Q R S T U V WC D E F G I XBA Y ZL M
4b: ChM authorizes a Transition and to plan a release
4b
Releases*
Configurations
Projects
TransitionPlanning&Support
DesignCoord.
NormalChanges
StandardDeployments
Incidents
Problems
AccessRequests
Service
Requests
Testing
Events
Evaluations
Releases*
PortfolioManagementProcess
Requests &
Standard
Changes
Events,
Incidents
& Problems
Transitions
&Changes, Eval.
Deployments
Fulfillment
Processing
requests
and
managing order
fulfillment
Resolutions
Responding
quickly
and
appropriately
to issues
Decisions
Managing
decisions,
governance
and
project gates
Collaboration
Ensuring the right
collaboration and
coordination across
interdependent
lifecycles
“Changes” “Incidents”
Often, organizational development and business architecture
first focuses on maturing processes such as
Incident Management
and
Change Management.
In an expanded model, those two grow
by meiosis into complex sets, as seen next.
Traditionally:

©Gregory Paul Rowe (greg@rowe.services)
Fulfillment ResolutionsDecisionsCollaboration
Architecture Operations
49
As shown here, growing in maturity gets complicated
behind the scenes. Many people give up
when the going gets rough. Not you.
You keep it simple with assemble-to-order
logical sets of processes that manage the complexity easily.

THE REFERENCE MODEL
Drill-down to each process from the books.
50

51
Vertical LayersThe Middle Vertical
Coordination Layer
Hit a key when ready.
B4
Products & Services
Governance Systems
Strategy Management
Engineering &
Knowledge
Relationships & Requirements
Master Scheduling &
Resource Management
InfrastructureApplications
Ops Control
FulfillmentPrograms
Projects
IncidentsDevelopment
Catalogs
&
Problems
&
Portfolios
&
Design
&
Maintenance
Plan & Sched.
Action Agents
attack issues
Collaboration
juggles priorities
Service Reps
Cover all
Constituencies
(Channels)
First Line
Responds and has
Points of Contact
The inner loop is horizontal.
Strategy & products above.
The
Coordination
Vertical

Governance of
Changes
Managing Decisions,
Governance and
Deployments
Coordination of Transitions and Gates
Facilitating Collaboration for Projects,
Processes and Lifecycles
Resolution of Issues
Processing Requests and Managing Order
Fulfillment
Fulfillment of
Requests
Responding Quickly
and Appropriately
to Issues
Planned and
organized
while
Anticipated but
unplanned so
dynamic
responses
defending the
integrity of
static data.
while
faithfully
following
workflow.
Plans for
Structured
Delivery of
Projects
Less
Predictable
Support
Operations
Two Sides of the Coin in the Four Sets
52

Oversight
Board or
Head Office
Projects,
Transition
Architecture,
Development
Business
Relationship
Management
Fundamental
Elements/Ops
Infrastructure
Design
Service Areas
(Technical Mgmt)
Operations &
Administration
Management
Product
Management
Service Owners
(e.g., program material
selection or creation)
Governance Council/
Audit, Finance, Quality,
Change Management
A simple example
from G.P. Rowe…
Strategy
Design
Operation
The stages of the Lifecycle
span the entire organization.
Processes within the Lifecycle
hold the lifeblood that keeps
the organization together.
For example, before formal Service Ownership, Transition Planning or Business Relationship Management, the
corresponding roles often default to a senior leader or exist on an ad hoc (“hey you”) basis. Otherwise it’s a pain
point or “sore thumb” because staff gets out of touch with changing requirements in the field or in sub-groups.
Continual Service
Improvement
© Gregory P. Rowe, greg@roweservices.com
Release &
Deployment
Management
Transition
How many organizations organically grow a collaborative structure…
Project Manager
hand-off to
Service Owner
Service Level
Management
Account/Service Reps
(e.g., leaders of
small groups)
Technical Services
But then it gets bloated.
Hard times hit hard. Crunch.
What will you do now, executive leadership?
As the organization develops, differentiation and specialization tend to evolve organically,
often with redundancies even less structured than above.
53
End User Business
Services

Sales/Business
Relationship
Management
Finance &
Accounting
Design for Value
Innovation,
Integration &
Transition
greg.rowe@usda.gov
Procurement
& Supplier
Management
Configuration
Management
Chief of
Staff
Business
Units
(w/ Sales-Svc)
Shared
Regional
Functions
Asset
Management
HR, Legal, IT,
etc.
Operations,
IT &
Infrastructure
Strategy &
Business
Management
Operations
Management
& Tech Mgmt
Head
Transition
Management
(BA & Projects)
Engineering,
Research &
Development
Product
Management
QA &
Performance
Improvement
Security
Management
& Ethics
Customer
Service
and Support
Example Organizational Components
Change &
Knowledge
Management
by region, line of
business, market,
customers, etc.
54

Example of Best Practices
Operations
Infrastructure
Management
Operation
Centers
Application
Management
Server
Network
Storage
Database
Desktop
Connectivity
DevelopmentStrategy Projects
Business
Relations
Problem
Change
Config.
Release
Performance
Financial
Management
Continuity
QA
Risk
Service
Desk
I II III
Incident Management Functional Escalation
Detect
Diagnose
Repair
Recover (Resolved)
Close Incident (Restored)
Hierarchical Escalation
Find cause/workaround
Request a change
Follow to resolution
Close Problem with Change
Categorize (Consequence)
Assess
Authorize, Schedule
Monitor
Review, Close Chg
Catalog Services
Negotiate
Agree (SLA)
Provision
of Service
Strategy
Portfolio
Design
Platform
CABTm
Ownership
of
incidents &
closure
Processes
People
Unknown
cause (or
violating
an SLA)
Primary Point of Contact
Request Fulfillment &
Level I Incident Mgt.
Right attributes
& tools.
Processes Involved
Incident Management
Problem Management
Change Management
Release Management
Configuration Management
ABCDEFG
1
1
KEDB
Problem MgtRACI
(Resolutio
n
–II or II
Closure -
I)
Change Mgt
Not bureaucratic

Continual Service Improvement
An Example of the Service Life
Cycle in an Organizational Context
Service
Transition
Service
Operation
Access
Mgt
Event
Mgt
Incident
Management
Problem Management
Request
Fulfillment
Application
Management
Technical
(Infrastructure)
Management
IT Operations
Management
Service
Desk
Financial
Management
Business
Strategy
Business
Analysts
Service
Strategy
IT Service
Management
Supplier
Management
Catalogue
Management
Service
Managers
Warranty
Availability
Continuity
Capacity
Security
Account Reps
Service Level
Management
Service Design
Service Owners
Assurance
Portfolio
Management
Demand
Management
Business
Relationship
Management
Product
Management
Project
Management
Software
Application
Developers
Knowledge
Management
Change &
Configuration
Management
Release
Management
Deployment
Systems
Lifecycle Structure
56

Conclusion
• Every organization is different - but process activities aren’t.
• ISO 20000 has 13 process areas instead of 26 (ITIL V2 had 12),
yet even that can seem like too much, especially in smaller
organizations.
– Groups of processes apply.
– Personality and skillsets of leaders also apply.
• Organizations have unique constellations of responsibility.
• The minimum is two central constellations (see next slide).
– Change Management
– Incident Management
57

Set 1: Change and Collaboration Structure
• PMO – SMO
• Project Management Office – Service Management Office
• Or something like that.
• SMO coordinates all processes & strategic-level process owners.
58
Strategy
management
for IT services
Service
portfolio
management
Financial
management
for IT services
Demand
management
IT steering group Project management
office
Business relationship
management
(role or function)
Service management
office
Business
relationship
management
Capacity mgt
Availability mgt
IT service continuity
mgt
Supplier mgt
Event mgt
Release and
deployment mgt
Service asset and
configuration mgt
Incident
mgt
Problem
mgt
Change
mgt
Access
mgt
Service
Catalogue
mgt
Request
fulfilment
© Crown Copyright 2011. Reproduced under License from OGC.

Set 2: Operations
• Service Desk
• Op Center
• App Management
• Technical Management
59
Service
Operation
Access
Mgt
Event
Mgt
Incident
Management
Problem Management
Request
Fulfillment
Application
Management
Technical
(Infrastructure)
Management
IT Operations
Management
Service
Desk

Direct and
Delegate
Work and
Complete
Inspire and
Launch
Responsibilities
and Enforcement
Find and
Fix
Not happy until
everyone is happy.
Not happy until sees
everyone’s angle.
Not happy until knows and
adjusts for cause and effect.
Not happy until
everything is orderly
and put away.
Not happy until
the day’s tasks
are completed
Consensus
and
Encouragemen
t
Not happy unless knows
we’re following a set plan.
OPERATIONS &
COORDINATING
PLANNING &
PROCESS
PARTNERSHIPS
& PROTOCOL
© Gregory P. Rowe
Idealist
Orchestrator
Pragmatic
Visionary
Romantic
Philosophic
Personal Genius & Thinking Styles
Abstract
Sequential
Abstract
Random
Concrete
Sequential
Concrete
Random
Generalizing,top-downAnalytical,bottom-up
Initiate
Closure
Helps us to not be
so self-conscious.
Oblivious to the
need to follow-up,
finish & maintain.
Helps us to not be
so distracted.
Oblivious to the
need to relax and
gain consensus.
Helps us to not fall
behind. Oblivious to
slowing down to listen
or the need to
negotiate.
Helps us to not
worry and to be
nice. Oblivious to
the need to set
priorities and
confront error.
Helps us not to get emotional over
minutiae. Oblivious to the limits of logic,
to political maneuvers, and the need to
show emotion.
Helps us to not compromise with
evil. Oblivious to a sense of urgency
and crushing the self-esteem of
others.
Phlegmatic
(Steady)
Sanguine
(Influence)
Melancholy
(Analytical,
Compliance)
Choleric
(Dominance)
Action Culture Knowledge Culture Interactive Culture

ProductSupport
Don’t just
“slam in”
changes –
transition
smoothly
Customer
Leadership
Agree what’s
required
Fill
Orders
Change
Management
Is your chaos
manageable?End User
Consumers
Risk
Management
Technical
Management
Project
Management
Resources
Programmatic
Change
Control
Security
Management
Problem
Management
Architect &
Engineer
New Services
Customer
Service /
Operations
ProduceProducts Infrastructure
Issues
Some incidents
have a hidden root
or are systemic.
Account
Managers
(BRM, SLM)
Quality
Controlled
Source
Recurring
Incidents
Managing
Capacity,
Availability
& Continuity
Service
Desk
© Gregory P. Rowe, gp@kgit.net
Hit a key when ready.
Incident
Management
Transition Planning
and Release
Management
Decision-
Making
& Master
Scheduling
Financial
Management
24x7
Operator
Resources
Budgeting
Accounting
Charging
Quality Re-
Alignment
to Value
Count costs
of change
Decide
Redundancy
Operate as
efficiently as if in a
bottom-line business
or mission.
61
Catalog Type
of Orders
(Standard)
New/Changing
Requirements
Request
Fulfillment
Application
Management
Releases
Changes
Errors
Configuration
Management
Recrods
Problems
Items
Incidents
As specialize
also integrate.
(Closed-
Loop)
The 26 Processes Assigned to Two to Four Positions or Domains
Those are the processes. Next: What it looks like in action…
Relationships & Requirements Products & Services
InfrastructureApplications &
Ops ControlFulfillment
Master Scheduling & Knowledge Management
Governance & Quality Management
Strategic Leadership
Demand Management
Service Asset…
…and Configuration Management
Transition
Planning…
…and Support
Access Management
Incident Management
IT Service Continuity Management
Supplier Management
Event Management
Capacity Management
Request Fulfillment
Projects
Architects -
- Engineers
App Dev -
- App Management
Technical Management
CSI's 7-Step Improvement Process Problem Management
Service Validation and TestingChange Evaluation
Change Management
Design Coordination
(Service Asset and Configuration Management and the Transition Planning and Support Process)
Busi.
Analysts
Sys.
Admins
User
Calls
Service
Owners
©GregoryP.Rowe,gp@kgit.netgreg@roweservices.com
1
2 3
4
1 4

62
Process Management
©2005 Gregory P. Rowe
Design
Fund
Promise
Payable
Receivable
Cash
“Think like a business.”
SERVICE
IMPROVEMENT
PRODUCE SUPPORT
SALES
GENERATED
INFRASTRUCTURE
FUNDED
ARCHITECTURE
DEVELOPED
RECEIVEABLES
PROCESSED
CASH
BOOKED
PAYABLES
PROCESSED

An Integrated Management System_best-practices-2020_adoption_ITIL

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to An Integrated Management System_best-practices-2020_adoption_ITIL

Similar to An Integrated Management System_best-practices-2020_adoption_ITIL (20)

More from Gregory Rowe, LSS, ITIL

More from Gregory Rowe, LSS, ITIL (9)

Recently uploaded

Recently uploaded (20)

An Integrated Management System_best-practices-2020_adoption_ITIL

Editor's Notes