The document presents a business case for implementing an ITIL service desk tool, focusing on the need for operational efficiency and enhanced service delivery within an organization. Key objectives include creating a centralized point for service requests, optimizing workflows, and improving IT accountability. Lessons learned emphasize the importance of executive sponsorship, solid communication strategies, and flexible implementation to align IT with business needs.

1. Business Case
For
ITIL Service Desk Tool
Presented by
David Lutes

2.  ITIL Foundations Certified
 History
 15 years US Navy – Information/Data Analyst, UNIX
Systems Engineer
 15 Years IT Leadership – Intuit, Neopost, Esurance,
Triad Financial (and a few “DOT COMs”)
 Technical background rooted in hardware
technologies and network architecture
 IT Director @ Triad Financial
 Desktop & Help Desk Support for 1200 end users
 IT Operational support for ~50 business
applications
 Change Management Process
 Hardware & Network Engineering Support
 Data Center Operations

3.  Company size (# employees)
 Revenue metrics
 Business focus – (Products, services, etc…)
 Company history/background
 Level of management support/appetite for change
 All about people, process and technology
 Products you reviewed and ultimately selected

4. Project Objectives
 A fully integrated IT Service Management
Solution
 Alignment with people, processes and technology to
improve operational efficiency
 Create a Single Point of contact for all service requests
across the company (IT, HR, Facilities, Contact Center
Operations, etc…) – electronic approval capabilities
 Optimize IT Service Delivery through managed workflow
 Improve accountability and visibility of IT service and
support
◦ Modules (2 phases):
 Incident/Service Request Management w/ user Self-
Service (Ticket/workflow management)
 Problem Management
 Knowledge Management
(Reduce impact of employee turnover & Tribal
knowledge)
 Change Management
 Asset & Configuration Management
 Service Level Management (SLAs)

5. Today’s Objectives
 Show how IT can Add Value:
◦ In order to deliver business value IT must:
 Continually improve the quality of service delivery
 Enhance productivity of the business overall
 Contribute to the bottom line
 Share experiences in improving IT maturity
 Provide a different perspective to
IT management systems
 Display how to maximize your investment in
any technology

6. Framework for Success…
Goal Operational Efficiency
High Performance - Scalable Organization
Increased Availability
Extreme
Infrastructure Expectations Service
Core -------------------
Request
Processes Technology Better -------------------
Review Cross-team Change Mgmt
Communication
Technology People Process
Service Delivery Mindset – EXPECT QUALITY
Core (Cultural Change)
Enablers
IT Standards (Technology & Processes)

7. Framework for Success…
paradigm shift
Goal Operational Efficiency
High Performance - Scalable Organization
Increased Availability
Align Business & IT priorities
Extreme
Core •Cultural
Infrastructure
Technology
Invest inExpectationstechnology
“business”
-------------------
No “geek speak”
Better
Service
Request
Processes -------------------
•Adjustment
Review No “sacred cows”
Cross-team
Communication
No “turf”
Change Mgmt
Technology People Process
Service Delivery Mindset – EXPECT QUALITY
Core (Cultural Change)
Enablers
IT Standards (Technology & Processes)

8. Centralized Service
Core Processes
Understand
1 Service
Each Offering Great
Support Build End-To-End
2 Customer
Group Relationships Customer
Deliver
Experience
3 Quality
Service

9. Examples of IT Business Problems We Solved ( your results
may vary)
 Integrated, centralized issue tracking
 Accountability & efficiency in Service Delivery
 New hire/termination processing
 Centralized IT documentation repository
 Technology/application escalation handling
 Work order process management
 IT services catalog – What does IT do?
 In business terms
 Can be “ordered”
 Understanding real costs

10. Key Deliverables
 Define mission for each IT group
◦ Map workflow process
◦ Review escalation process
 Identify business impact of service outage
 Identify business owners
◦ Inventory & understand systems and
applications
 Make Metrics a priority (reuse cliché
acronyms)
◦ Key Performance Indicators (KPI)
◦ Key Success Factors (KSF)
◦ Better defined Service Level expectations (SLAs)
 Focus on business relevant
communications
◦ Quality reporting
 Consistency
 Credibility
 Usability/Relevance to the audience

11. Why is this working?
 ITIL Implementation without evangelizing ITIL
 ITIL focus and nomenclature put our team on the same playing field -
allowed us to implement in sections with a common protocol for
discussions/issue resolution
 Flexible interface that you can customize and
add onto (new modules, tabs, screens)
 Back end design interface allows form, action
and data handling customization
 Business rules/BPML workflow engines – the
sky is the limit on automation
 Common backend DB (we chose Microsoft SQL)
allows plugging in other applications/systems
easily
 Will tie this into our Enterprise Data Warehouse service offerings

12. …What We Didn’t Expect
 Frontrange ITSM proved to be a *very* flexible
framework we could expand upon to solve
complex IT business alignment issues
 End result was not 100% intentional…we
learned as we went
 Implementation workshops
 Training
 Discovered there was a lot we could do and the
more time we pour into it, the more return on
our investment we get

13. Lessons Learned
 Executive Sponsorship is key
 Take the utilitarian approach - understand what you
are solving
 Development of an appropriate communication plan
for the Stakeholders
 In person review meetings during implementation
with Project Manager, Stakeholders and
implementation team
 Encourage team participation in ideas on
improvement
 Organizationally structured implementation team
with specific defined roles and responsibilities and
proper escalation procedures
 Project Management Office – Implementation
Management tracking and ensuring accountability
 Don’t skimp on professional assistance & training

14. Questions?