6. Background
• £3.4bn Turnover pa
• 160+ Physical Locations across UK
• 211 Franchise Outlets
• 10,800 Staff
• Harry Fairburn – BMW
• J R Weir Group – Mercedes
• GTG Training and Conference Centres – Glasgow, Edinburgh & West
Midlands
• Vehicle Hire and Rental – HGV, Bus, Van and Car
• Fleet Hire – HGV, Bus, Van and Car
• AC Insurance Services
• ACCIST Accident Management
• AutoParts UK
• 23 Contact Centres (UK based)
7. Challenges – IT too difficult to deal with......
• Telephony Stats: 241,000 incoming calls (avg) pa
• Tickets Raised Logged - 135,147 pa
• Difference = 43.75% pa
• Multiple calls Multiple analysts (33)
• Receptionists (8)
• Team Leaders (4)
• Mix of Requests & Incidents
• No Incident Prioritisation – All dealt with as P1’s
• Uncontrolled Change – Test & Live (PC & Server Admin Passwords)
• Support Hours = 8 - 6pm Mon Fri
• Business Hours = 7 – 8pm
• IT Requests – Average PC request to install = 4 - 5 months
• Unknown number of ICT Assets
• IT Requests – Average Software install = 3 months
• Multiple installs of same product, different version
• CDK Rollout – 18 months (128kb Config File)
• No adequate ticket system – Call logging only. No SLA’s, No reporting
• Field Engineers – Back to base for next job
Just a reminder that I will commence running the
reports for October when the support desk closes at
5:30pm tonight.
If there are any jobs you are needing to update & close
can you aim to have this done for 5:30 as it takes me a
number of hours to run all the reports when everyone
is off QSM.
Thanks
No remote control software
No Active Directory
No Asset Discovery
Avg Network Link – 512kb
Analogue Telephony
8. Challenges – IT too difficult to deal with......
1 Question – 8 Answers!
9. Challenges – IT too busy firefighting to fix things......
• Old, Complex, Brittle systems make change risky yet we average 100+ Changes a month
• Support resource & levels have stayed static Silo’d
• Process improvement takes a back seat to firefighting – processes lack maturity and do not join up
• A lack of dedicated and focused project resource means that we simply do not fix things until its an
emergency or already too late
• Teams are not product and service aligned which means clear accountability and service improvement
focus is lacking
10. Approach
• Customer first
• Service focus
• Professional functions
• Design right, run right, planning not firefighting
• Quality products
• New operating model
11. Approach – “..chicken or egg..”
What type
off issues
are there?
Look at the
call stats!
What call
stats?
Need call
stats!
How do we
capture
them?
Use our
Processes
to assess
calls and
impacts!
What
processes?
Lets use
ITIL as a
starting
point!
Whats
ITIL?
…….help!
P.P.T. – In Reverse: Tools (Capture), Process (Basic approach), People (Assess)
Get a tool
to help!
Tender for
a call
logging
system
No
infrastruct
ure to
build it on!
No Active
Directory
to get the
clients
talking to
new tool
Buy new
Infrastrucu
tre and
build AD
Install Tool
– Use basic
OOB rules
Install
client to all
assets
Train Team
on new
Processes
Introduce
new
services
gradually
Now assess
services
14. CTO
Infrastructure
Mgt
Service
Delivery
PMO Digital Dev Security
Design
Authority
Delivers
-Organisation
aligned with key
tech pillars
-Stable service
operations
-Clear
separation of
run v’s project
activity
-Focus on
automation and
streamlining of
operational
support
Delivers
- Security
embedded in
service design
and operation
- Management
of security BAU
and reduction of
service risk
- Transformation
security model
and supporting
services
Delivers
- Dedicated
technical project
team
- Dedicated Site
Refurbishment
- Legacy
remediation
- Platform
stabilisation
Delivers
- Improved
business
engagement
- Service
reporting
- Service Level
Management
- Focus on
service strategy
and transition
-CSIP
-Improved event
management
Approach – Org Design
Delivers
-Service and
product aligned
teams
- Agile adoption
- Improved
product quality
-Flexible
sourcing
strategy
- efficient and
safe delivery of
programme
-Defect
management
Delivers
-Flexible
resource model
- Environment
management
- Improved
product quality
- DC Standards
- IT Bus
Continuity /
ITDR
- New platforms,
Virtualisation,
IaaS, DaaS
- Infrastructure
standards
- Development
Standards
15. Approach – IT Service Management
• Service Desk
• SPOC
• Incident Management
• Problem Management
• Root cause analysis (RCA)
• Trend analysis
• 3rd Party alignment
• Cross functional view
• Configuration Management
• Software Licensing (Control Measure Compliance Negotiate)
• Asset Management (Control Tracking Topology)
• Contract Management (Review Control Forecast)
• Change Management
• Change Control (Std, Emergency ECaB)
• Change Calendar
• Development release control
• Maintenance Forward Schedule (3rd party Internal)
26. Supported by:
Slide 26
30+ years of Help Desks
• Cool New Idea
–ITIL® selling point in early 90s
• Became de rigueur
–Seen as expensive necessity
• Deskilling, outsourcing,
and offshoring
–All intended to reduce the
costs
27. Supported by:
Slide 27
Automation and self-service
• Technology taking over from people
• Expect work to reflect home
• New generations expect phone app,
not phone call
28. Supported by:
Slide 28
Change in Standard+Case balance
Rob England’s excellent
perspective on routine and
exception situations
30. Supported by:
Slide 30
Effect on Service desk roles
• Understand and adapt – when
justified
• Obedience to script ->
innovative
• Room for judgment and
innovation again
32. Supported by:
Slide 32
Brief word about the opposite
• Stupid obedience
• Can we find people as smart as
labradors?
• Ever been seen in ITSM?
33. Supported by:
Slide 33
Service Management disobedience
• Not about anarchy
• Innovation with constraints
–Parameters
–rules about breaking rules
–Parameters and rules are dynamic
34. Supported by:
Slide 34
Context is everything
• What is right sometimes is wrong
other times
• Need to explore the context
• Judge relevance
36. Supported by:
Slide 36
Making it work
• Empowerment
• Like standard changes?
• Documentation
–Turning discovery into
knowledge
37. Supported by:
Slide 37
Front line staff need
• Awareness
• Boundaries
• Data and information
• Recognition and reward
• Support
38. Supported by:
Slide 38
Management’s role
• Biggest single factor for success
• “First do no harm”
• Give support
• Facilitate This picture
deliberately
left blank
39. Supported by:
Slide 39
Making and letting good guys work
• “Make it so” culture
• Judge by intention
• As well as by results
• Judge over time
40. Supported by:
Slide 40
Facilitate - Learning and practice
• Experiential learning and thought experiments
• ITSM has experience of how:
–Workshops for change
configuration etc
–Service rehearsals
–Incident & problem reviews
• Capture, document, maintain
and make (re)-usable.
41. Supported by:
Slide 41
Be Intelligent Disobedience aware
• Don’t try and plan for
everything
–Be aware of the break even
points
–Accidental cultural
imposition
–Knowledge management
• But also don’t be a virgin
every time
42. Supported by:
Slide 42
Innovation should feed Knowledge Mgt
• Customer service innovation can
redefine normal
• Learn, capture, document and
make available
• Basis for procedures & training
43. Supported by:
Slide 43
Management support (Leadership)
• Back up the decisions made
• No blame culture
–To keep 90% success
–Praise the 10% good try
• Encourage conversation
and cross fertilisation
• Value near misses
44. Supported by:
Slide 44
The challenge?
• Getting intelligent staff isn’t difficult
• Getting appropriate management
might be
• Seeing cost benefit of innovation …
… but requires understanding
• Space to perform
• Chances to
–Learn and teach
–Practice and experiment
• Knowledge management
45. Supported by:
Slide 45
Resources and Contact information
• White paper http://freshservice.com/resources/
• Rob England’s Standard+Case Website
http://www.basicsm.com/standard-case
• Website: www.macfpartners.com - blogs there and …
• Also some here …
Ivor Macfarlane
Email: ivor@macfpartners.com
Twitter: @ivormacf
+44 7725 706617
110. RESILIA™
Cyber Resilience Best Practice
Stuart Rance
Consultant, trainer and author
IT service management and information security management
@StuartRance #ITinthePark
111. @StuartRance #ITinthePark
Agenda
Why you should care about cyber resilience
The need for balance
How ITSM and Infosec can collaborate
RESILIA™ overview
Q & A
111
113. @StuartRance #ITinthePark
Why you should care about cyber resilience
• Security breaches are reported in the press daily
– Large and small organizations are affected
– Organizations in every industry are affected
– Breaches impact many millions of end customers
– Losses typically run into millions of $£€¥
– CEOs and CIOs have been forced to resign
• If you think you’ve never been breached then you
probably aren’t monitoring well enough to know!
113
115. @StuartRance #ITinthePark
The need for balance
Prevent, detect and correct
• Prevent
– Do everything practical to prevent security breaches
• Detect
– Make sure you detect breaches that you failed to prevent
• Correct
– Recover quickly and effectively from detected breaches
115
116. @StuartRance #ITinthePark
The need for balance
People, process and technology
• People
– Almost every breach has people as part of the cause
– Policies, Awareness training, Due care, HR standards etc.
• Process
– Many processes can help prevent, detect and correct
– Backups, change management, patch management etc
• Technology
– Definitely needed as a large part of your solution
– Many organizations rely too much on security technology
116
117. @StuartRance #ITinthePark
The need for balance
Risks and opportunities
• Infosec people often focus on risks
– Their customers often see infosec as a constraint
• Customers circumvent security controls that stop
them working effectively
– Making the security controls ineffective
• You need to get the balance right
– To enable business opportunity
– And protect against threats
117
118. @StuartRance #ITinthePark
The need for balance
Getting it right and continual improvement
• Don’t aim for perfection
– Cyber resilience is an ongoing effort, it’s never complete
• Continual improvement is a state of mind
– Everyone always looking for ways to work better
• Audit is your friend, it’s not something to avoid
– External audits
– Internal audits
– Vulnerability scans
– Assurance testing
118
120. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
IT service management is about managing
INFORMATION technology services
Infosec is about managing INFORMATION security
They are both dealing with
• The same information
• The same IT services
• The same need to manage
120
121. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
Many organizations implement
• An information security management system
• AND an IT service management system
BUT they are trying to manage the same information
• This will never work
• What is needed is collaboration
• Work together on designing, building and running
information systems and information technology
121
122. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
ITSM people tend to think in terms of
• Processes
– Incident management, change management etc.
• Lifecycle stages
– Strategy, design, transition, operation, improvement
Infosec people tend to think in terms of controls
• Using people, processes and technology
• To prevent, detect and correct breaches
122
123. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
Every ITSM process
• Can contribute to infosec
• Needs a contribution from infosec
For example
• Asset and configuration management
– Infosec provides required security controls for the CMS
– Infosec provides tools to detect unauthorized changes
– ITSM provides data about numbers and revisions of assets
– ITSM detects unauthorized changes
123
124. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
Security incident management
• This is an enormous area of overlap
• If you haven’t been involved in testing scenarios
– Find the infosec people in your organization
– Discuss how they plan security incident responses
– Understand how this impacts nearly every ITSM process
– Work together to design interfaces and improve processes
– Get involved in testing recovery scenarios
124
125. @StuartRance #ITinthePark
How ITSM and Infosec can collaborate
ITSM professionals have an enormous opportunity
Seek out the infosec people in your organization
• Ensure they understand how ITSM processes could
contribute to information security
• Learn how security controls could contribute to
ITSM
• Start building the relationships needed to
– Work together to jointly create value
– Collaboratively improve every aspect of infosec and ITSM
125
127. @StuartRance #ITinthePark
RESILIA: best practice overview
• RESILIA is documented in a single publication
– Covering the entire lifecycle of cyber resilience
• RESILIA describes a similar lifecycle to ITIL
– Strategy, design, transition, operation,
continual improvement
– The RESILIA lifecycle is about cyber resilience, not ITSM
– RESILIA integrates well with ITSM and other management
system approaches
127
128. @StuartRance #ITinthePark
Publication structure
1. Introduction
2. Risk management
3. Managing cyber resilience
4. Cyber resilience strategy
5. Cyber resilience design
6. Cyber resilience transition
7. Cyber resilience operation
8. Cyber resilience continual improvement
9. Roles and responsibilities
128
Three case studies
about fictional
organizations are
threaded through
all the chapters
129. @StuartRance #ITinthePark
Risk management
Cyber resilience is largely about managing risks
A risk is created by a threat exploiting a vulnerability to
impact an asset
129
Threat AssetVulnerability
130. @StuartRance #ITinthePark
Risk management
Risk monitoring and review
Risk treatment
Risk analysis and evaluation
Risk identification
Establish criteria for risk assessment and acceptance
Establish context
130
137. @StuartRance #ITinthePark
Summary
ITSM and Cyber Resilience are both about managing
information
• Cyber resilience can contribute to ITSM
• ITSM can contribute to cyber resilience
Find your infosec people and discuss how you can best
collaborate
• To deliver best business value with acceptable risk
137
143. Leveraging Cloud Flexibility
Vito Flavio Lorusso: Cloud and Media Technical Evangelist, Microsoft
Azure - @vflorusso
Luis Soares: Head of Account Management,
TOPdesk
144. Azure
• Supports the broadest selection of operating systems,
programming languages, frameworks, tools, databases and devices
• Don’t have to choose between your data centre and the cloud
• 1st cloud provider recognised by the EU’s data protection authorities
for commitment to EU privacy laws
146. 146
Generation 1 Generation 2
2011+20081989 - 2005 2007
Generation 3 Generation 4
Server
Capacity
20yearTechnology
~2 PUE
Capital Investment:
$25M/megawatt
Colocation Containment
1.2 – 1.5PUE
$13M/megawatt
Containers,PODs
Scalability&Sustainability
Air&WaterEconomization
DifferentiatedSLAs
Modular
1.12 –1.20PUE(2xefficiency)
$3-5M/megawatt (5xCIreduction)
ITPACs:Pre-assembledcomponents
ReducedCarbon,Rightsized
FasterTimetoMarket
OutsideAirCooled
Density
Rack
DensityandDeployment
MinimizedResource Impact
1.4 – 1.6PUE
$17M/megawatt
(PUE = Power Usage Effectiveness) In a datacenter, the ratio of electrical power used by
the servers in contrast to the total power delivered to the facility.
Adiabatic cooling is the process of reducing heat through a change in air
pressure caused by volume expansion. Used when hot outside.
60%lessoperatingexpense
Microsoft’s Datacenter Evolution
147. ISO/IEC 27001 SOC 1 SOC 2 PCI DSS L1 version 3 Cloud Security Alliance
Cloud Security Matrix
HIPAA
(Healthcare)
FedRAMP FIPS 140-2 Life Sciences GxP Family Educational Rights
& Privacy Act
European Union
Model Clause
China
Multi Layer Protection
Scheme
United Kingdom
G-Cloud
Singapore
Multi-Tier Cloud
Security
China
CCCPPF
Australian Signals
Directorate I-RAP
Assessment
Criminal Justice
Information System
Defense Information
Systems Agency L2
Sarbanes Oxley ITAR Defense Information
Systems Agency L3-5
ISO / IEC 27018
Azure compliance audits and certifications
Global
United
States
Regional
Coming
soon
148. TOPdesk• Awarded Best in Class: Incident & Problem Management by ITSM
review
• Top 5 service management tools in Europe
• 4500+ customers, 500+ employees, and continually expanding
148
155. Benefits to the client
• Best practice package
• Better accessibility around the globe
• Secure connection
• Hybrid solution available
• Less investment in infrastructure
155
156. >30Trillion
Storage objects
in Azure
1,200,000
SQL databases
in Azure
>60%
Azure customers
using higher-level
services
>10,000
New Azure customers
a week
350Million
Azure Active Directory users
>18Billion
Azure Active Directory
authentications/week
>2Million
Developers registered with
Visual Studio Online
162. The new Azure Marketplace
Azure Marketplace
Web
Applications
Virtual
Machines
App
Services
AAD
Applications
Data
Services
The Azure Marketplace brings the
quality, choice, and strength of the
Azure partner ecosystem to customers
around the world
A unified location for Azure-based
offerings from Microsoft and partners
Over 3,000 offers
Integrated platform experience
Streamlined configuration, deployment,
and management
Fortune 500 and SMB customers across
86 global markets Over 80% of Fortune 500
companies use Azure
163. Accessed by users daily to
manage their offerings running
on Azure
Enterprise customers can
discover, purchase, and deploy
new Azure offerings
Azure Marketplace Webpage
http://azure.microsoft.com
Accessed through
Microsoft.com, specifically by
those who are evaluating Azure
Visitors can search for and learn
about offerings that run on
Azure
Azure Management Portal
http://portal.azure.com
Two ways to access the Azure Marketplace
Azure has over 300,000
customers, adding more
than 1,000 every day
200k unique customers on
Microsoft Azure websites
Azure has over 4000 trials
initiated per week
164. What’s in the Azure Marketplace
*Offerings can be transacted through the Azure Marketplace
Web Applications
Free open source applications pre-configured to run in
Azure Websites
Azure Active Directory
Free pre-integrated and ready-to-use SaaS applications
configured with single sign-on
Data Services
Data services such as demographics and financial
information that can be used in custom applications
Application Services*
Partner services that can be combined with Azure services
to build powerful cloud applications
Virtual Machines*
Microsoft and partner applications that are configured to run
in Azure Virtual Machines
Azure Marketplace
Web
Applications
Virtual
Machines
App
Services
AAD
Applications
Data
Services
171. LANDESK SOFTWARE CONFIDENTIAL
The IT Asset Management Reality
of businesses don’t know if they have the right licenses78%
average true-up cost for companies over $50m revenue
$263,000
Percentage of companies audited in the last 24 months 37%
Number of Microsoft customers audited in 2013 30,000
176. LANDESK SOFTWARE CONFIDENTIAL
Vendor Visibility and Integration
Connectivity powers
IT Asset Management
Bring together asset data
across your environment.
Integrate, report and take
action across your Systems,
Mobile and ITSM tools.
179. LANDESK SOFTWARE CONFIDENTIAL
Customer Success
“Within the first three months
of using the solution to
automatically identify and
remove unused software, we
had cost avoidance savings of
$958,000 in licensing fees.”
George Leonard
IT Asset Manager, Sealed Air
180. LANDESK SOFTWARE CONFIDENTIAL
More customer success
First Year ITAM ROI and Benefits
$1.5M in savings, in first 8 months
• $1M in systems reclamation savings (Recall,
Software, Planning)
• Recovered $500k in annual Blackberry maintenance
spend
Identified Software no longer in use or required
• 22% of annual budget is on software
• 30-40% savings from effective asset management
Real time reporting of software utilization rates
183. LANDESK SOFTWARE CONFIDENTIAL
The impact of Off-Boarding
Most Rogue Ex-Employees Have Access
actually logged into accounts after leaving the company49%
retained access to confidential or highly confidential data45%
of Ex-employees are walking away with their passwords89%
still had access to accounts payable they
used when working for a previous company24%
184. LANDESK SOFTWARE CONFIDENTIAL
What to look for in an ITAM solution
Asset Manager
Workspace
Software License
Monitoring
Software
Reclamation
Discover Hardware
& Software PurchasesUser Lifecycle
Automation
Third-party
Connectors
Asset
Management
Integrate, take action and
automate
Extend the value of your
systems management tool by
monitoring your assets through
their entire lifecycle and taking
action.
190. 50 Shades of Software Efficiency
How to Measure your Success
Phil Hames
The Business Software Centre
191. Are you efficient?
“There are only two qualities
in the world: efficiency and
inefficiency, and only two
sorts of people: the efficient
and the inefficient”
George Bernard Shaw
192. IT Investment & Firm Profitability (*)
(*) Information Technology and Firm Profitability : Mechanisms and empirical evidence- Mithas, Sunil
195. Waste slide
UK: £1.7 bn =
£337/PC wasted/
year
70% of contract renewals made without usage details
How much do you waste?
196. Why bother with software efficiency?
• Who is this man?
• What is his famous quote?
197. What is software efficiency
• 3 things to measure
– 1. Licenses
– 2. Deployments
– 3. Usage
• You can be 100% effective and 20%
efficient
• Efficiency is when Licenses = Usage
0
200
400
600
800
1000
1200
Software X
100% Compliant
20% Usage
Licenses Deployments Usage
198. Do you challenge SAM Assumptions?
“When you're
surrounded by
people who share
the same set of
assumptions as you,
you start to think
that's reality”
Emily Levine
199. Assumption 1 – Increased spending on IT
improves organization effectiveness
220. Ian MacDonald FBCS, CITP, FSM
Independent
November 10th, 2015
‘Making CSI part of the day job’
……….Unlocking the CSI potential of your
people
Edenfield IT Consulting Limited
221. Session Outline
What you should get out of this session:-
• A greater understanding of ‘Motivation’ and how people
best respond in the IT workplace
• How to develop a CSI strategy based on delivering Low
cost/No cost improvements as part of the ‘day job’
• How this can unlock your CSI potential by exploiting the
insight, knowledge and skills of your people
• Provide a proven framework you can deploy to make
your CSI strategy a success
222. Speaker Profile
Computer Operations
Technical Support
IT Trainer
Systems Programming
Availability Manager
Service Management
Infrastructure Management
Service Operations
Continual Service
Improvement
Share Europe
Guide UK
Guide Share Europe
UK Availability Think Tank
ITSMF
Institute of
Service Management
Corporate IT Forum
BCS
ITIL V2 Author
(Availability Management)
ITIL V2 QA
ITIL V3 QA (CSI)
ITSMF Service Talk
Conference papers
Best Practice
whitepapers
IT ROLES INDUSTRY BODIES PUBLICATIONS
223. Good…..who says so?
Cost vs Value a Commercial Perspective (1)
In the competitive marketplace and commercial world
in which we operate, the IT organisation can no
longer get away with simply believing that it is ‘good
at what it does’.
Thinking you are ‘good’ is now no longer ‘good
enough’!
Your Business Customers need to believe that they
are getting ‘Value for Money’ from their spend on IT
If your Business Customers don’t feel they are
getting ‘Value for Money’ then you are a COST
224. Total
Customer
Value
Total
Customer
Cost
Value
For
Money
Our Products
Our Services
Our People
Our Image
The Software
The Hardware
The Premises
The Staff
Continual Service
Improvement
Cost vs Value – A Commercial Perspective (2)
This model provides useful insight and thinking. The business will recognise Cost which is
tangible. Value is a feeling or perception which needs to be positively influenced. This is where
Continual Service Improvement can play a significant role in positively influencing the
business perception of Value.
Source:- Model based on works of Kotter (Harvard Business School)
225. The Barriers and Blockers to Continual Service
Improvement as ‘BAU’
ITIL
The
Organisation
● ITIL Readiness?
● Big Implementation
● Pre-requisites (Roles,
Processes, Capabilities)
● Governance
● Needs Permission (aka Governance)
● Needs Business case
● Needs Project Funding
● Needs Prioritisation
BARRIERS
BLOCKERS
226. Observation – Is there a distinction to be made?
Planned Service Improvement Enhanced Service Improvement
IT Investment is required to ensure services are
delivered to meet current/changing business
requirements
Many organisations label ‘Technology Refresh’ as
Continual Service Improvement
Planned Service Improvement :-
Needs Governance
Needs Business case
Needs Project Funding
Needs Prioritisation
The origins of ‘CSI’ are from manufacturing.
Looking how quality and efficiency could be improved by
making small incremental improvements to the ‘production line’.
CSI applied to the IT ‘production line’ (our ways of working)
gives the required focus on improving ‘BAU’ and making it part
of the ‘Day Job’.
Continual Service Improvement:-
Provides ownership within the team - ‘Our production line’
Exploits skills, insight and knowledge of the team
Provides a purpose for CSI
Delivers ongoing incremental improvements
227. Scene Setting
● Understanding the importance of ‘Motivation’
and which technique best supports your CSI
strategy
● How Autonomy, Mastery and Purpose can
drive motivation
● Establishing the environment that creates the
CSI culture
● Exploiting your peoples Insight, Knowledge
and Skills to deliver value through CSI
Question:- How do you get people to make CSI part of the day job?
Answer:- Understanding what makes people ‘Tick’ is the ‘Trick’
228. Motivation Theory (Old School)
Extrinsic motivation: refers to motivation that comes from outside an individual. The motivating factors are
external rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may
not provide
Carrots & Sticks – The 7 Deadly
Flaws
1. They can extinguish motivation
2. They can diminish performance
3. They can crush creativity
4. They can crowd out good behaviour
5. They can encourage cheating,
shortcuts and unethical behaviour
6. They can become addictive
7. They can foster short term thinking
Source:- ‘Drive’ publication by Daniel H Pink
Simple premise:
“Rewarding an activity will get
you more of it. Punishing an
activity will get you less of it”
Baseline rewards (Salary,
benefits and perks) are
important to everyone.
We certainly feel de-motivated
if our baseline rewards are
inadequate or not equitable
But if they meet our ‘threshold’
then ‘carrots & Sticks’ can
achieve the opposite of
intended aims!
229. Motivation Theory (New School)
Autonomy
Intrinsic motivation: refers to motivation that comes from inside an individual rather than from any external or
outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or
from the sense of satisfaction in completing or even working on a task.
Mastery
Exploit the skills and
experience of your
people:-
Match experience to the
challenges
Supplement day-to-day
working by encouraging
CSI
Use CSI to help people
improve their mastery
Provide your people with
Autonomy over:-
Task (what they do)
Time (when they do it)
Team (who they do it
with)
Technique (how they
do it)
How to drive CSI by applying the key components of
‘Intrinsic Motivation’
Purpose
Provide your people with a
compelling sense of
purpose for your Team:
Clear Vision
Meaningful Mission
Clear goals described
as outcomes
Provide line of sight –
how people can
contribute
230. The ‘CSI Motivation Framework’
(To make CSI ‘part of the day job’)
CSI
Motivation
Circles of Influence
Marginal Gains
Self Prioritisation
Promoting Success
Results & Recognition
Objectives
Sense of Purpose
Performance Management
Autonomy Purpose Mastery
Start
231. Creating a ‘Sense of Purpose’
Vision Statement Mission
Statement
The ‘Motto’ Brand
‘Strapline’
Goals/Core
Capabilities
Why is having this important to us?The Key Components
It defines us as an organisation and our purpose
is clear to our people, customers and suppliers
It should reflect the ‘Needs & Wants’ of our
colleagues & customers
It provides everyone with a view of the ‘Big
Picture’ for their area and how they can contribute
It defines what is important and describes “what
good will look like”
It provides the direction on where we should focus
CSI to continually improve
IT …… they do exactly what it says on the tin!IT
Purpose
232. Sample Sense of Purpose
“Supporting the customer
experience 24 hours a day”
Our Vision
Our Guiding Principles
Our Mission and Core Capabilities (What we need to do to be
successful)
Customer
Outcome: - We understand how our Operational IT Services support the business and
contribute to a positive customer experience. We consistently do ‘the right things
well’ and embrace continuous improvement to make the changes that provide
tangible benefits to our customers.
Capability
Outcome:- We invest in our people to develop our skills and expertise to keep our
knowledge forward looking and stimulate innovative thinking. We benchmark our
performance and capabilities to understand how we compare with industry best
practice and exploit this learning so we can deliver greater value to our customers.
Cost
Outcome: - We understand the difference between cost and value. We recognise the
need to be able to differentiate our services from those of our competitors in the
marketplace. We promote our successes and achievements in order to
demonstrate to our colleagues and customers the ‘Value for Money’ we provide.
Change
Outcome: - We continually look to enhance our structure, processes and working
practices to optimise the Operational IT Services we provide and generate value
through the creation of new capabilities and economies of skills and scale that
benefit our customers.
Controls
Outcome:- We comply with IT security policy and standards. We proactively identity
and address control weaknesses and embrace audits as an opportunity to improve.
We ensure the effective control of operational risks and deliver the plans to
mitigate and eliminate legacy risks.
“OCC and its people are recognised
as being the heart of Group IT service
delivery valued for our insight
knowledge and expertise”
Operational Control
Centre
● Our greatest successes will be
where we work as ‘one team’
● Service Availability is at the core of
customer satisfaction.
● Every IT failure is a ‘moment of truth’
that provides an opportunity to
enhance customer satisfaction
● We exploit our insight to deliver the
improvements that positively
enhance the customer experience.
● Cost is tangible - Value is a feeling
or perception which needs to be
positively influenced
Purpose
233. 236
Circles of Influence
Corporate Influences
● Expend energy on the things
you can directly influence
● Be ‘Proactive’ on changing
the things you control
● Focus CSI on the problems,
challenges and opportunities
that exist in ‘Our World’
Against the backdrop of economic pressures, market place instability, constant corporate
change - For the best chance of your CSI strategy being a success understand your ‘circles
of influence’
Autonomy
Source:- ‘Circles of influence’ from the publication ‘The 7 Habits of highly effective people’ by Stephen Covey
Us and
our World
External Influences
Corporate Influences
The ‘IT Production Line’
‘Circles of Influence’
234. The Relevance of ‘Marginal Gains’ for CSI
KEY MESSAGE
“Improving by just 1% may not be notable or even noticeable – but can be just as meaningful in the long run”
Source: James Clear Entrepreneur and Behaviour Science Expert
Typically CSI is viewed as an improvement that is only
meaningful if it delivers a step change benefitBLOCKER
ENABLER
Simple principle – Break things down into smaller parts
- improve each by 1%, you will get a significant increase
when you put them all together.
Online Performance
Batch Performance
Restart Times
Recovery Times
Process Maturity
Cost Reductions
Autonomy
Purpose
Mastery
CSI
Candidates
for
Marginal
Gains
Autonomy
235. The ‘Aggregation of ‘Marginal Gains’
Aggregation of Marginal Gains
A concept used by Dave Brailsford
(Performance Director for ‘Team Sky’ – GB
Cycling team)
Simple premise – If you improve every area
related to cycling by just 1%, then those
small gains would add up to significant
improvement
Strategy to drive a 1% improvement in
everything you do.
Appointed in 2010 :-
2012 – Bradley Wiggins Team Sky
becomes the 1st British rider to win the ‘Tour
De France’
2012 – Coach GB team to win 70% of the
Olympic Gold medals available for Cycling
2013 & 15 – Chris Froome GB Cyclist wins
the Tour De France
Autonomy
236. CSI Prioritisation
A simple CSI Prioritisation model
Brings out the importance of
‘value’ and ‘Visibility’ to your
customers
Supports the ‘Marginal Gains’
approach
Underpins Autonomy, Mastery and
Purpose for your people to decide
Useful aid to help set
Individual/Team CSI objectives
Autonomy
Time/Effort
V
A
L
U
E
/
V
I
S
I
B
I
L
I
T
Y
Priority CSI
Activities
Should we do
this?
LOW
HIGH
HIGH
Can we
resource
this?
Is it worth
doing at
this time?
237. Performance Management
Energising People
Developing skills
Improving productivity
Creating a committed workforce
dedicated to CSI
An EXTRINSIC motivation tool
Rewards do not always match expectation
Inconsistency of assessment and evaluation
Distribution curves
Performance ManagementPURPOSE
PM is often viewed negatively
PM can be a powerful tool when used
to drive INTRINSIC motivation
238. Performance Management Framework for
Objective SettingPurpose
Underpins our
Services
Improves our
Services
Demonstrate
Service
Improvement
BAU
Basics
CSI
Focus
Performance
measurement
QuarterEndReview
C-SMART90DayObjectives
Performance Management Framework
Purpose (Vision, Mission, Goals & Outcomes)
Continual Service Improvement
Performance Management Framework
Provides ‘Purpose’ for Objective
Setting
Puts the focus on ‘Our World’
Encourages ‘Short Cycle’
performance objectives supporting
marginal gains approach
Exploits individuals knowledge &
insight
An enabler for Autonomy and
Mastery to improve performance
and personal satisfaction.
239. Objective Setting
“Supporting the customer
experience 24 hours a day”
Our Vision
Our Guiding Principles
Our Mission and Core Capabilities (What we need to do to be
successful)
Customer
Outcome: - We understand how our Operational IT Services support the business and
contribute to a positive customer experience. We consistently do ‘the right things
well’ and embrace continuous improvement to make the changes that provide
tangible benefits to our customers.
Capability
Outcome:- We invest in our people to develop our skills and expertise to keep our
knowledge forward looking and stimulate innovative thinking. We benchmark our
performance and capabilities to understand how we compare with industry best
practice and exploit this learning so we can deliver greater value to our customers.
Cost
Outcome: - We understand the difference between cost and value. We recognise the
need to be able to differentiate our services from those of our competitors in the
marketplace. We promote our successes and achievements in order to
demonstrate to our colleagues and customers the ‘Value for Money’ we provide.
Change
Outcome: - We continually look to enhance our structure, processes and working
practices to optimise the Operational IT Services we provide and generate value
through the creation of new capabilities and economies of skills and scale that
benefit our customers.
Controls
Outcome:- We comply with IT security policy and standards. We proactively identity
and address control weaknesses and embrace audits as an opportunity to improve.
We ensure the effective control of operational risks and deliver the plans to
mitigate and eliminate legacy risks.
“OCC and its people are recognised
as being the heart of Group IT service
delivery valued for our insight
knowledge and expertise”
Operational Control
Centre
● Our greatest successes will be
where we work as ‘one team’
● Service Availability is at the core of
customer satisfaction.
● Every IT failure is a ‘moment of truth’
that provides an opportunity to
enhance customer satisfaction
● We exploit our insight to deliver the
improvements that positively
enhance the customer experience.
● Cost is tangible - Value is a feeling
or perception which needs to be
positively influenced
Mastery
Customer
Capability
Cost
Change
Controls
Focus
For
CSI
240. Results
Mastery
● Record and Track CSIs
● Simple categorisation – Link to your
Goals/Outcomes
● Quantify benefits on closure ‘Before vs After’
● Publicise trends internally
● Aggregate benefits where you can and publicise
● Set individual/Team targets on numbers
● Create and publicise staff ‘league tables’
● Rank and publicise to the teams CSI’s ‘by
benefits’
Remember ‘Carrots & Sticks’
241. Recognition
”Recognition is the greatest
motivator.“
- Gerard C Eakedale
“Celebrate what you want to
see more of."
– Tom Peters
Mastery
Celebrating success
“It is important that you recognize
your progress and take pride in your
accomplishments. Share your
achievements with others. Brag a
little.
- Rosemarie Rossetti
● Recognition not Reward
● Celebrate CSI as a team
● Share Customer testimonials
● Avoid the ‘Usual Heroes’
● ‘Biggest not Best’
● Quarterly Performance Updates
● Celebrate Milestones - ‘100 CSIs
completed’
242. Promoting Success
Don’t let your successes and achievements become a missed opportunity to promote the
professional standing of IT and its people
Mastery
Provide re-affirmation that the CSI strategy is
delivering value:-
Provide key stakeholders with specific and targeted
reports.
Attend customer service reviews and evidence CSI
improvements
Exploit internal journals and other communication
channels
Posters on the wall denoting key improvement
trends
Promote results from Assessment and
Benchmarking that evidence maturity improvements
with key stakeholders.
Enter awards where you can demonstrate CSI
benefits
243. Keeping the Momentum Going
Re-Affirmation
Recognition
Celebrating success
Customer Feedback
Focus Areas for CSI
Define Measures, KPI’s and report
‘Top 10’ candidates (Failures, Longest
running, etc)
Self Assessments
Benchmarking
Expanded Incident Lifecycle
Service Failure Analysis
Observation - Visit the business and
compile a niggles list!
244. Getting Started (Kotter 8 Step Model)
Creating a sense of
urgency
Sense
of
Purpose
Circles
of
Influence
Marginal
Gains
Self
Prioritisation
Performance
Management
Objectives
Results &
Recognition
Promoting
Success
Kotler
‘Steps’
CSI Motivation
Framework
Elements
Forming a
guiding coalition
Creating a Vision
Communicating
the Vision
Empowering
others to act
Planning for
and creating
quick wins
Consolidating
improvements
& producing more
change
Institutionalising
the Change
Eight Steps To
Transforming Your
Organisation
245. Case Study Highlights
CSI approach used across a Service Operations Function (approx 80 people)
Example Business Benefits
● 140 completed CSI initiatives completed in 2014 – Now at 250 (Mid 2015)
● Cost benefits of £470,000 driven thru CSI in 2014
● Service Level performance – consistently met and improving trend
● Batch Quality improved from 99.68% to 99.88% (exceeding KPI target )
● Core Processes independently assessed as Level 3 and 4
● 7 Web channels performance optimised
Example People Satisfaction benefits (From company wide staff survey)
● My job makes good use of my skills and abilities = 91%
● I know what is expected of me in my job = 96%
● My team makes sure our processes are as effective as possible = 91%
● My Manager regularly gives me feedback which helps improve performance = 98%
75% Best scores
across IT
49% Best scores
across Company
246. Summary
CSI
Motivation
Circles of Influence
Marginal Gains
Self Prioritisation
Promoting Success
Results & Recognition
Objectives
Sense of Purpose
Performance Management
Autonomy Purpose Mastery
For CSI to thrive as ‘BAU’ requires an
environment that provides:-
Autonomy
Mastery
Purpose
The ‘Motivation Framework’ provides the
methods and approaches to achieve this.
248. Further Information
Contacts
• Email:- IKMACDONALD@BTINTERNET.COM
• Mobile:- 07809511458
• Linkedin:- www.linkedin.com/in/iankeithmacdonald
• Whitepaper available on request
Edenfield IT Consulting Limited
250. 253
Leveraging The Power of
Service Management Beyond
IT & into the Enterprise
A practical approach to extending the use of
your ITSM platform
Brian Hendry
Managing Consultant
Axios Systems
251. 254
The assyst journey
The assyst solution is our sole focus. Product development is based on
intensive customer input and results in a regular schedule of releases.
That’s why our customer retention is higher than any other ITSM vendor in
the industry.
253. 256
CIOs drivers to engage with the business
CIOs report their #1 challenge is to support and
enable other business areas.
All business users are consumers of multiple
services not just IT.
Users expect consistency of experience and ease
of use.
Executives require efficient processes, reporting
and want to apply resources to focus on
innovation.
Common business drivers across an
organization’s functions.
ITIL methodologies provide direct benefit to other
business functions.
254. 257
Just what is ESM?
Google 70+ definitions of ESM
• “Electronic warfare undertaken under direct control of an operational
commander to locate sources of radiated electromagnetic energy”
• “Experience-Sampling Methodology”
• “Equine Sports Massage”
Just Technical:
Enterprise Systems Management, Ethernet Service Module, Ethernet Switching
Module, Energy Savings Measure, Enhanced Service Management, Enhanced
Session Management, Enterprise Security Management, Enterprise Security
Monitor, Enterprise Spend Management, End System Multicast, Electronics Supply
& Manufacture, External Storage Module, Electronics Support Module, Embedded
Server Manager (Dell), Electronic System Management, End Switch Module
(Telabs), EasyShopMaker (e-commer software), Enhanced Services Manager
(Lucent), Exchange Store Manager (Quest software), Endpoint Security
Management (software), Event Service Manager, Error Service Message,
Environmental Service Module….
and dozens more in HR and Facilities related.
255. 258
ESM - Taking the “IT” out of IT Service Management
While Service Management processes provide value to
many organizations, they still are used primarily by IT.
However, Service Management offers opportunities for
creating an organizational culture that is embedded and
used by all of the internal service providers within the
organization.
This approach will ultimately lead to innovation within
those internal organizations.
256. 259
ESM - Taking the “IT” out of IT Service Management
Incident Management: Restore normal Service operation as quickly
as possible
Request Fulfilment: Dealing with Service Requests from users
Service Catalogue: Provide single, consistent source of
information on agreed Services
SACM: Account for and manage business assets
Change Management: Standardized methods and procedures to
minimize risk and impact
Problem Management: Eliminate and minimize impact of issues
257. 260
ITSM Market Continues to Evolve
Help Desk
IT Service Management
IT Lifecycle Management
Enterprise Service Management
IT Ops and Service Desk
Self Service Portal, Change Management,
Social IT Operations Management
Call Center
Incident, Problem, Inventory
and Knowledge Management
Enterprise-wide Usage
Finance, HR, and Other
Service-oriented Roles
Expansion Beyond IT Ops
ITAM, Config. & Release Automation,
Governance, End-to-end Visibility
258. 261
Everyone has a “customer”
All “customers” consume Services
Marketing
Human
Resources
Sales
Legal
Customer
Support
Facilities
Services
Finance
Partners
ESM- Aligning People, Processes, and Product to the
business, not just IT….
259. 262
ESM- Aligning People, Processes, and Product to the
business, not just IT….
Manufacturing
Facilities
HR
Finance
IT
Manufacturing Manufacturing
Support
Functions
Company A
260. 263
What is the definition of ESM?
The What:
• A service-oriented business model to the way your
organization works
• An operational architecture where each functional area of the
business is defined as a service domain that offers services
• These services deliver outcomes for other business functions
and help to support them in their ability to deliver results
The Why:
• The productivity and profitability of the company will be
improved by improving the efficiency of internal operations
• It also is an enabler for the IT department to focus on
business and not technical outcomes
261. 264
What is the definition of ESM?
Is it New?
• No
So Why Now?
• Evolution of Technology
• Escalating Business/Consumer Expectations
• Maturing Audience
262. 265
ESM Business Drivers
• Reduce costs through improved efficiency by using the
positives from ITIL across other business functions
• Reduce service outages and their impact across all parts of
the business
• True corporate governance: fully evaluate risks and have
control over information and security issues
• Improve relationships with customers, suppliers and
colleagues
• Improve service quality
263. 266
• Pressure to deliver ‘more for less’ and reduce operating
costs
• Need for real-time information and communication
• Easy-to-use Self-Service options
• Flexible workforce; Need to manage an increasingly mobile
and connected user community
• Better quality data with automated procedures
• Regulatory changes and development of alternative
business structures
• Increased efficiency with automated key day-to-day
processes
• Easy access to up-to-date information for decision-makers
• Integration of processes and systems
ESM – Common Function Requirements
267. 270
Initiation Workshop
Purpose
• To formally introduce the
concepts of ESM and
establish the scope and
objectives
Who
• Project Sponsor
• Project Manager
• Business Management
• IT Management
Inputs
• High level business objectives
• Business Case
Activities
• Agree the scope and objectives
• Identify here are we now,
where do we want to be and
how will we get there?
• Identify the barriers to
successful implementation?
• Establish Timescales,
Milestones, Organisation and
Risks
Outputs
• Agreed Scope and Objectives
• Implementation Team
268. 271
Initiation Workshop
Running an Initiation Workshop has many benefits:
• Can be used to educate staff
• Including people makes them more inclined to embrace
the challenge
• Can clearly establish the benefits to the organisation
• Shows that this initiative is supported by Senior staff
• Will allow open discussion on what’s to be included
• Allows the overall vision and objectives to be agreed
269. 272
Define ESM Policy
Purpose
• To develop a set of rules and
guidelines that the
organisation will adhere to
when implementing ESM
Who
• Business Management
• IT Management
Inputs
• Objectives from Initiation
Meeting
• Other Process policies where
available
Activities
• Seek requirements of other
groups
• Define and document rules
and guidelines
• Communicate to Teams and
set up review process
Outputs
• ESM Policy document in draft
• Date, agenda and invitation
list for review meeting to sign
off policy document
270. 273
Define Roles and Responsibilities
Purpose
• To establish the roles and
responsibilities for the people
involved in ESM
Who
• Business Management
• IT Management
Inputs
• ESM Policy
• Resource and organisation
documentation
Activities
• Establish roles required to
undertake ESM
• Establish resources currently
available
• Establish responsibilities of the
roles
• Document roles & responsibilities
Outputs
• Documented roles and job
descriptions
• Recruitment or re-deployment plan
• Communication plan
271. 274
Define Services
Purpose
• To establish information about
the Services provided
Who
• ESM Manager
• IT representatives
• Business representatives
Inputs
• ESM Policy
• List of all Services provided to
the business
• Service process(es)
Activities
• Agree scope of Services
• Identify sources of information
• Agree resource required to
develop and maintain Services
• Define and document Services
• Document supporting
process(es)
Outputs
• Services specification
• Communication plan regarding
publication and use of Services
272. 275
• Services are designed to meet User Requirements
• Users have a clear view of roles and responsibilities -
thus avoiding potential misunderstandings or omissions
• Targets to aim for and against which service quality can
be measured, monitored and reported
• Effort is focused on those areas that the business
thinks are key
• Service monitoring allows weak areas to be identified
improving future service quality
• Improved relationships within the business
Benefits of defining Services
273. 276
Plan and Communicate Implementation
Purpose
• To prepare for the
implementation of ESM within
the business area
Who
• ESM Manager
• IT Management
• Business representatives
Inputs
• ESM Policy
• Services
Activities
• Establish plan for delivering the
ESM policy within the business
• Agree resources involved
• Agree timetable
• Agree finances if required
• Agree any metrics and
measures of success
Outputs
• Agreed implementation
• Set of review dates
• Agreed set of milestones
274. 277
Educate Staff
Purpose
• To ensure all staff are aware
of ESM policy and the roles
they play in supporting them
Who
• ESM Manager
• Training resource
Inputs
• ESM Policy
• ESM Roles and
Responsibilities
Activities
• Prepare training plan
• Identify training role
• Prepare training material
• Deliver education as required
• Validate education
Outputs
• Training plan
• Set of material with which to
deliver training
• Agreed ownership of the
education process
275. 278
Adoption
Purpose
• To ensure Services are
introduced in prioritized and
consistent fashion
Who
• ESM Manager
• Business representatives
Inputs
• Services
• Agreed measures of success
for Services
• ESM Policy
Activities
• Prepare adoption plan
• Agree which services to start
with
• Agree timetable for adoption
process
• Agree success criteria
• Mobilise teams and business
stakeholders
Outputs
• Completed adoption plan
• Measured success Criteria
276. 279
Continual Service Improvement
Purpose
• To review Service provision
and ensure issues are
resolved and improvements
identified and implemented
where appropriate
Who
• ESM Manager
Inputs
• Service performance
• Agreed measures of success
for Services
Activities
• Review Service performance
• Identify improvements
• Evaluate improvement effort
and benefit
• Schedule improvements
Outputs
• Adopted improvements
• Stakeholder communication
279. 282
New Zealand’s economy, health and prosperity are
underpinned by the conservation of the country’s natural
ecosystems.
For over 25 years, the Department of Conservation
(DOC) has played a pivotal role in managing
conservation, recreation and historic heritage on public
conservation land in New Zealand.
DOC also provides policy and advice to the Minister of
Conservation, contributes to government policy and
provides organisational service and support functions.
The Department employs approximately 1800 staff
across New Zealand.
With only 12 weeks for full implementation, the assyst Service
Catalogue was implemented throughout the Department’s
100+ offices. The Catalogue was implemented with over 200
different services available from fourteen service providers,
integrating this with their internal LDAP directory to provide
access and authentication.
The Payroll department has seen 7,000+ requests logged to
date, and this has allowed the workforce to streamline and
prioritise their daily tasks.
Shared Services with Service Catalogue
“The Axios software solution assyst enabled the Department of
Conservation to move to electronic management of over 200
different services from 14 internal service providers as diverse
as legal, Geospatial Information Services, procurement and
scientific advice.”
Peter Noble – Business Shared Services Manager
280. 283
Service Catalogue
Often a portal that carries out fulfilment of requests and
orders.
This can be almost the traditional ‘front-end’ shopping
basket approach (similar to Amazon.com) that allows
users to log requests for services and then interactively
monitor the progress of their requests.
Automated request workflow can also automate the
process of delivering the request resulting in faster
delivery for the user.
282. 285
The Scottish Agricultural College (SAC) supports the development
of land-based industries and communities through 3 main areas:
specialist research and development resources; education and
training provision; and expert advisory and consultancy services.
SAC implemented assyst across multiple business areas:
Information Systems (IS), Property and Estates (PEG), Human
Resources (HR), Finance, Health and Safety (HS), Vehicle
Administration, Marketing and a contracts office.
SAC chose the ITSM tool, assyst, to help them achieve their
desired processes and level of efficiency.
SAC rolled out the solution in phases across their business: IS,
followed 4 months later by Facilities and Property Management,
with Finance following quickly afterwards as they embraced the
service catalog.
Human Resources was the next phase of the
assyst rollout at SAC and was the biggest
challenge for the IS group as a lot of the
information used by HR is private
were identified as acceptable to put through the
system, including the new start process.
SAC has now implemented assyst across their
entire organization, and all groups are reaping the
benefits.
Value beyond traditional ITSM
“Since implementing assyst ESM we have noticed a remarkable improvement
in our reporting. assyst ESM has given us the ability to be more efficient as an
organisation ”
Project Manager
International Research Institute
• Steady decrease in number of recorded calls
• Adherence to SLAs increased from 60% to 80%
• Able to identify areas for improvement more
efficiently
• Improvement in reporting capabilities
Efficiency
80%
283. 286
ESM - Summary
• To thrive within the global marketplace, each internal
department must align strategies to become cost-effective,
efficiency-generating service providers.
• Enterprises that adopt ESM will prosper from the opportunity
to reallocate resources from time-consuming, manual tasks,
directed instead towards value-adding innovation.
• Once scaled across a wider cross-section of the
organization, they will also achieve greater Return on
Investment (ROI) from their original service management
investment.
284. 287
Leveraging The Power of
Service Management Beyond
IT & into the Enterprise
A practical approach to extending the use of
your ITSM platform
Brian Hendry
Managing Consultant
Axios Systems
308. Getting the big picture
with OBASHI™
Claire Agutter – ITSM Zone
309. Agenda
About me
What is OBASHI?
How does visual mapping deliver better outcomes?
Case studies: security, investment, lean IT, risk
Getting started
Questions
310. About Me
15+ years in IT service management
Roles include help desk, change management,
service management implementation, consultancy
and training
Lead tutor and director of ITSM Zone since 2007
Interested in anything that helps IT work better
313. What is OBASHI?
“The understanding of the flow of data is
fundamental to an organisation’s financial well-
being” obashi.co.uk
OBASHI creates a big picture of your organisation
and what’s important
The big picture supports meaningful conversations
between the business and IT
314. What is OBASHI?
Ownership
Business process
Application
System
Hardware
Infrastructure
317. Why Are Pictures
Important?
Visuals effect us cognitively and emotionally
Visuals are processed in long term memory
318. Why Are Pictures
Important?
The brain processes visuals 60,000 times faster
than text
Visuals cause a faster and stronger reaction than
words
319. Case Study: Cyber Security
What was affected?
What is the impact?
What is at risk?
Better protection, better detection, better
correction
PCI DSS compliance, NIST
321. Case Study: Investment
What to spend?
Where?
What supports our critical business
processes?
How do we build a business case?
Budget justification, portfolio and
project management
322. Case Study: Risk
Risk management requires IT and business input
It must not be ‘just an IT thing’
The big picture helps us to understand our risks
323. Case Study:
Change Management
Formula 1 team
Complex support environment
Lack of understanding of business impact of change
Introducing asset and dataflows helped business
and technical managers make better decisions
326. Getting Started –
Resources
Pick a pilot
Start small and roll out
Remember it doesn’t have to be perfect
OBASHI.co.uk
ITSM.Zone
OBASHI manual
OBASHI case studies
334. What we heard
ITIL has the highest adoption
rate of the related
frameworks used within IT
operations
Most CIOs and IT leaders
consider ITIL to be the de facto
best-practice guidance for IT
service management
335. Practical Guidance & Leverage
Good/Emerging Practices
What we heard from the community
342. Leveraging experience, globally
BEST, GOOD, AND EMERGING PRACTICES
The PAT is also drawing on important concepts in other
frameworks, methods, bodies of knowledge and philosophies such
as Lean, Agile, DevOps, and others
WORLD-WIDE COLLABORATION
Material developed by the PAT is being reviewed by a wider global
team including both representatives of the examination institutes
and training organisations, and day-to-day practitioners
PRACTICAL VALUE
The team will produce the Guidance plus a Toolkit that can be used
during the training course, for the exam preparation, and for daily
work afterwards
343. Working with Practitioner Architects
Primary development of the new qualification is being done by the
Practitioner Architect Team or PAT, under the leadership of Kaimar
Karu, AXELOS’ Head of ITSM:
Kevin Behr (US)
Karen Ferris (AU)
Lou Hunnebeck (US)
Barclay Rae (UK)
Stuart Rance (UK)
Paul Wilkinson (NL)
PAT started by leveraging the current ITIL publications, with
particular emphasis on material in the five core lifecycle
publications as well as “Planning to Implement Service
Management”, and then building on it.
344. Making a difference
THE CSI APPROACH
Using the CSI Approach as an organizing framework to lead a person
and/or team through practical adoption of ITIL/ITSM guidance.
Includes selected specific methods and techniques to use during
particular steps of the approach
GUIDING PRINCIPLES
A set of broad principles that should be used to guide decisions and
actions when adopting ITIL/ITSM – typically as a person and/or
team moves through the steps of the CSI Approach
CRITICAL COMPETENCIES
Three areas in which it is critical for a practitioner and/or
organization to have competencies in order for them to be
successful in adopting the ITIL/ITSM guidance: Communication,
Measurement & Metrics, and Organizational Change Management
345. Complementary to Foundation
ITIL FOUNDATION
Provides a common language
of IT Service Management
(ITSM)
Demonstrates the role and
value of ITSM in an
organisation
Focuses on the end-to-end
service lifecycle
Answers the “what” and the
“why” of ITSM
Helps with the critical first
step on your ITSM journey
ITIL PRACTITIONER
Provides guidance that is
helpful for all roles in ITSM
Focuses on ITSM
improvements at any level
in an organisation
Addresses the key
challenges of adopting and
adapting ITIL
Answers the „how“ of ITSM
Supports realising the full
potential of ITIL to deliver
value
346. Working with Practitioner Architects
I am very pleased to introduce two PAT members who are with us
today
Barclay Rae (UK)
Stuart Rance (UK)
I will now ask them to speak a bit more on practitioner looking at,
GUIDING PRINCIPLES
CRITICAL COMPETENCIES
347. Guiding Principles
Focus on value
Design for experience
Start where you are
Work holistically
Progress iteratively
Observe directly
Be transparent
Collaborate
Keep it simple
349. Measurement and Metrics
Don’t have KPIs for their own sake
Every KPI should underpin a CSF
And so goals, objectives, mission, vision
Have as few KPIs as possible
But as many as you need
Ensure your KPIs are balanced
Across many different dimensions
Every report should lead to actions
Based on analysis of data
350. Communications Principles
Communication is a 2-way process
We are all communicating all the time
There is no single way of communicating
Timing and frequency matter
The message is in the medium
351. Organisational Change Management
Activity Helps to Deliver
Create a sense of urgency
Clear and relevant objectives;
Willing participants
Stakeholder Management
Strong and Committed
Leadership
Sponsor Management
Strong and Committed
Leadership
Communication
Prepared Participants; Willing
Participants
Empowerment Prepared Participants
Resistance Management Willing Participants
Reinforcement Sustained Improvement
352. Key points
Targeted at people with knowledge of ITIL on Foundation level
Complementary and additive to the existing qualifications
3 credits towards ITIL Expert (same as Intermediate Lifecycle)
Draws on core library & „Planning to Implement Service
Management“
Helps to apply ITIL/ITSM principles more successfully and quicker
Is fractal in nature, can be used at many different
organisational levels, and supports an iterative approach
359. 1300+
wireless
access points
4500-8000
calls logged
per month
25,000+
network
ports
90 staff, plus
Computing
Officers
ICT spend
£10m pa
4 x 10GB
links to
JANET
ICT is not our core business, but it underpins
every aspect of the University’s operations
360. CIO appointed in 2010
Proliferation of systems Increased expectations and
reliance on IT
Shadow IT
Unstable systems & servicesNo confidence in IT Services
Energy cost increases
No innovation
No business continuity
Everything built in house
400 servers distributed across the campus
366. Departmental changes
required to deliver the vision
• Customer focus
• Listen
• Understand the
business
• Cohesive Unit
• Professionalise our
service
• Credibility (IT Service
Desk team)
IT Services
Our customers
367. How did we achieve this?
Pauline Brown, Service Operations Manager
368. 2010-11
• Data Centre was commissioned
• All IT Staff attended ‘World Class Customer
Service’ training
• All IT Staff became ITIL Foundation Certificate
in Service Management qualified
• Introduced new Call Management System –
TOPdesk (shared service, branded as UniDesk)
369. SDI Service Desk Certification
(3 years of annual audits)
The SDI standard is based on the EFQM Excellence Model (formally
known as European Foundation for Quality Management) and
includes 104 criteria:
• An international standard;
• Based on best practice for IT service management;
• Uses an established auditing approach;
• Provide a quality review and relevant feedback;
• Demonstrates on-going commitment to delivering
quality customer service.
373. Summer 2012
• Received report from SDI
• Create Continual Service
Improvement Register
• Business Relationship Manager
appointed in June 2012
• Promote SDI certification
process and our goals
• ICT Strategy
• New image for IT Services
377. Our SDI Certification Journey
May 2012
December
2012
December
2013
December
2014
First
Surveillance
Audit - 2
stars! (2.84)
We took the
plunge…
Assessment
Audit (1.67)
Second
Annual Audit
– 3 stars
(3.28)
Our Final
Audit – we
did it! 4
stars! (3.75)
378. Raising Awareness
Raised awareness of our services using available
communication channels in the University, e.g.
• Posted regular ‘jargon free’ news and
information to staff and student weekly
memos
• Identified a ‘key contact’
circulation
• Presentations to Schools
& Units
• IT Self Service
379. Measuring &
gathering feedback
Surveys
• IT Service Desk – One Minute Survey
• Encryption User Experience
• PC Classroom Refresh Process
• Office 365 Email Migration
• New Memos system
• IT Service Delivery survey
380. 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
satisfied
dissatisfied
One Minute Survey Results: Jan-Oct 2015
Evidence we are doing well
4.4%
95.6%
382. Arrival weekend
student feedback
(September 2015)Amazing, best ever life time experience.
Saved my life!
Greg is a wizard! Sorted my phone out
nice and quick – thank you!
The help I received was swift and
decisive. Even though the input
language on my device was Swedish!
Thank you for your help! You were
extremely friendly, helpful and easy to
work with. Very happy