This document summarizes the key findings of an international survey on ITIL adoption conducted in 2009. Some of the main findings included: - ITIL v2 was still widely adopted, with 30% adopting in the last 2 years since v3 was released. 52% intended to mature v2 processes before considering v3. - For ITIL v3 adopters, the lifecycle approach was a top driver but it was not being fully implemented. Cherry-picking of processes was still evident. - Maturity levels for both v2 and v3 were still quite low, with only 32% at reasonably high to very high levels and 68% at medium to low levels. - Getting better business

1. ITIL - State of the Nation
International survey on ITIL adoption
Patrick Bolger
Patrick Bolger
Chief Marketing Officer
Chief Marketing Officer

2. Agenda
• My background
• ITIL – State of the Nation Research
• Planning your ITSM Journey
• Changing the perception of IT
• How technology can help
• Moving beyond ‘small circle’ ITIL
• Q&A

3. My background
• Technical background
• Managed a service desk at British Telecom
• Appointed Technical Services Director at IDS
• Joined Hornbill as VP Sales & Marketing in 1998
– Chief Marketing Officer in 2007
• On the Board of a number of industry groups
• Co-authored “How to do Release Management” for itSMF UK
• Seen hundreds of Service Desk implementations
• Mentoring customers to get the most from their ITSM initiatives

4. ITIL v2 & v3
ITIL: State of the nation 2009
International survey on ITIL adoption
Whitepaper authors:
Patrick Bolger, Hornbill
Ken Turbitt, SMCG Ltd

5. Survey demographics
• 784 Surveyed – 514 Fully completed
• 50% UK, 38% USA, 12% ROW
• 96% Management functions, including
13% at CIO level

6. Survey demographics – Organization size
• Wide range of organizations
• Majority were enterprise 10,000+ employees
• ITIL has appeal with small to medium sized
businesses - 25% <1,000 employees

7. Top drivers for adopting ITIL

8. Greatest challenges when adopting ITIL

9. ITIL – v2 or v3

10. ITIL v2 adopters

11. ITIL v2 adopters

12. ITIL v3 adopters

13. ITIL v3 adopters

14. ITIL v3 adopters

15. Benefits realized (v2 and v3)

16. Benefits Sought vs. Realized

17. IT relationship with business executives

18. Maturity Levels – ITIL v2 and v3

19. ITIL: State of the Nation - Survey Highlights
ITIL v2 Adopters
• Large number (30%) adopted v2 in the last 2 years (since v3 release)
• Majority (52%) sticking with v2 for now
• Intend to mature v2 processes before considering v3
ITIL v3 Adopters
• Although the Lifecycle approach is the top driver, it is not being implemented
• Cherry-picking of processes still evident
• Mainly popular v2 processes being upgraded
Business planning and engagement
• Getting better, but substantial room for improvement
• We need to get out more…
• Adjust the mindset from Servers to Services
Overall ITIL (v2 & v3) Maturity levels still quite low
• Only 32% reasonably high to very high levels of maturity
• 68% medium to low levels of maturity

20. Planning any journey
Stage 1 Stage 2 Stage 3 Stage 4
Destination
Start

21. Identifying your starting point
High
Influence on the Business
Value Network Focus
Business Focus
Customer Focus
Service Focus
Low
Technology Focus
Role of IT in the Organization
ITIL v2 Books – Planning to implement Service Management

22. The Focus of IT
Value Focus
IT customers are the customer of the organization
Business Focus IT is perceived as an internal business partner
Customer Focus IT has a single strategy and is focused on the
customer, but is perceived as an external supplier
Service Focus IT focused on integration and delivery of end-to-end
IT services (business solutions)
Technology Focus IT focused on technology. Infrastructure and
applications treated as separate and largely
unrelated domains
Source: Pink Elephant, Cultural readiness for ITSM

23. Characteristics
• Business revenue is directly generated by the sale of IT Services to external
Value Focus customers
• IT based services and their digital transactions are perceived to be integral and
synonymous with the business processes they support
IT IS The Line • Market share and stock price are influenced by the market’s perception of the
quality and stability of IT capability.
• IT Executives are part of the strategic business planning processes
Business Focus • The CIO has oversight and responsibility for other departments outside of traditional
IT function (e.g.. facilities, processing, fleet mgmt.)
• IT measures it success in terms of business transactional volume / availability
IT Supports The Line
• IT Services are understood to support the business process
Customer Focus • The IT organization is understood to be an enterprise function made up of both
internal and external suppliers
• Enterprise governance is mature enough to enforce standards across all IT groups
IT Service Provider • IT is taking and fulfilling orders from its business customer
• Shared Services Organizations are establishing common services and processes
Service Focus • Service level agreements are based on services rather than technology
• IT Services are typically defined as infrastructure and user based services
Application vs. Infrastructure
• IT Domains / Depts. (Database, Servers, Desktop, etc..)
Technology Focus • IT Operations
• Infrastructure Organizations
• Network
Technology Silos
Source: Pink Elephant, Cultural readiness for ITSM

24. ITIL v3 Processes mapped to focus
• Service Strategy
Value Focus • Service Portfolio Management
• Financial Management (costing and charging)
• IT Service Continuity Management
Business Focus • Demand Management
• Transition Planning and Support
• Service Portfolio Management (CSI Focused)
• Financial Management (service based costing)
• SLM (Business Relationship Management)
Customer Focus • Service Catalog Management (business customer focused)
• Capacity & Availability Management
• Enterprise IT Supplier Management
• Knowledge Management
• Service Portfolio Management (Project Focused)
• Service Level Management (SLA & OLA)
• Release & Deployment Management (SVT & Evaluation)
Service Focus • Service Asset & Configuration Management
• Problem Management (Proactive)
• Information Security Management
• Request Fulfillment / Event Management
• Service Catalog Management (IT & user focused)
• Service Desk
• Incident Management
• Problem Management (Root Cause Analysis – Reactive)
Technology Focus • Change Management
• Access Management
• Logical and Physical Device Security
• Capacity, Availability, Event (component / domain)
Source: Pink Elephant, Cultural readiness for ITSM

25. The reality of ITIL Adoption
High
Influence on the Business
Value Network Focus
ITIL
v3
Business Focus
Customer Focus
Service Focus
ITIL
v2
Low
Technology Focus
Role of IT in the Organization

26. A Bite-Size approach to ITIL makes sense
Market experience shows it works
• Increase service quality
• Improve customer satisfaction
• Increase IT efficiency
• Financial return
Successful adopters keep it simple
• Focus on the Service Desk – IT’s ‘shop window’
• Introduce a service culture
• Use the most commonly adopted ITIL processes
• Deliver quick wins
• Prove ITIL is beneficial to your organization
• Plan the next steps in your Journey

27. Remember the top drivers for adoption

28. The IT Crowd – Truest Moment Ever

29. Perception is Reality
• How we see ourselves is not
always how our customers see
us
• How we are perceived by our
customers?
• How to they perceive the
services we provide?
• Can we identify priority
services for each customer?
• How well do we keep
customers informed?
• Are we communicating in their
language?

30. The wayThe way itbe…
it should is…
Priority
Effort

31. ITSM needs the Human Touch
Although Process and Technology are important,
remember that People…
• report incidents to the Service Desk
• participate in Service Review Meetings
• respond to the Service Delivery Manager
• review trends on service performance
• take ownership of issues impacting service
• take action to avoid service degradations
• identify the metrics that are meaningful
• establish the baselines for service quality
• coach staff on performance to goals

32. ITSM needs the Human Touch
Service Desk tools
can promote the Human Touch

33. How tools can promote the Human Touch

34. Breaking through the glass ceiling
Beyond Bite Size
Bite Size ITIL

35. We look to ITIL to reduce IT pain
• Never enough resource
• Constantly fire-fighting
• Difficulty prioritizing calls
• No policy for incident reduction
• Same issues resolved again and again
• No time to look at common trends
• New services ‘chucked over the fence’
• Inadequate testing before deployment
• Knowledge in people’s heads
• Poor communication with customers
• Customers have no visibility of issues
• Loose Service Level Agreements
• Metrics of little business value
• Hard to measure improvements
• Service Desk staff don’t know enough
about the business or the customer

36. Why are we failing to go further?
ITIL is an effective pain killer
• There is a real need for anything that helps
• Good for what ails you
• Works and is seen to work
• We see huge improvements when it is first
administered
However…
• It doesn’t remove the true cause of pain
• Masks the symptoms of pain and impedes
diagnosis
• Used unwisely and unselectively
• Addictive and un-monitored

37. A tonic with familiar ingredients
Service Desk SLAs
Service Level
Management Invest
Incident Catalog
Improve
Problem
Change Core processes make up a solid, logical
small circle that is…
Release
– Easily understood
– Can be supported by tools
Configuration CMDB
– Little need to engage the business
Availability

38. Small Circle ITIL
Simply
improves
the
Painkiller

39. What are we treating?
The Pain Not the Cause
• Never enough resource • Lack of Business/IT planning
• Constantly fire-fighting • IT Metrics of little business value
• Difficulty prioritizing calls • No financial transparency
• No policy for incident reduction • No capacity planning
• Same issues resolved again and again • Inadequate testing
• No time to look at common trends • No acceptance criteria
• New services ‘chucked over the fence’ • Insufficient communication and
• Inadequate testing before deployment management of customer expectations
• Knowledge in people’s heads • Little training (users, support…)
• Poor communication with customers • Loose Service Level Agreements
• Customers have no visibility of issues
• Loose Service Level Agreements All addressed by Service Design
• Metrics of little business value
• Hard to measure improvements
• Service Desk staff don’t know enough
about the business or the customer

40. Service Design enables us to consider…
• Infrastructure
• Application
• Processes
• Training
• Testing
• Deployment
• Acceptance
• Suppliers
• Projects

41. Service Design helps to avoid…

42. The cost if you do nothing
• Lost opportunities to improve
service and reduce end to end
service costs
• Continuation of ‘surprises’ to
service organization and users
• Continuation of unavoidable
costs
• Prevention is better (and far cheaper) than cure
• Small circle ITIL
– Is a sensible starting point
– Will provide initial relief from the symptoms of pain
– But it’s not a long-term treatment strategy

43. Avoid the most common mistake
Beyond Bite Size
Bite Size ITIL

44. Sources
• ITIL State of the nation (download)
http://www.hornbill.com/itilstate
• ITIL V3 – The opium of ITSM
Kevin Holland & Brenda Peery
• Cultural Readiness for ITSM
Pink Elephant
• Service Management with the Human Touch (download)
http://www.hornbill.com/newswire/temp/HTmailerregform/

45. The Question Process
Answer Provide
Questions?
Known Answer
Y Y
N N
Thank State that time
Audience has run out
Move to
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46. Thank You
Thank You for attending this session
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Contact Hornbill
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Email: info@hornbill.com
http://www.hornbill.com
Patrick Bolger
Chief Marketing Officer
patrick.bolger@hornbill.com