ITSM for CxOs
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The document discusses IT service management for non-IT managers. It introduces the presenter and their qualifications. The presentation goals are explained as how ITSM can help work together and align business and IT goals through measurable targets. Step 1 discusses aligning the business and IT portfolio by understanding how IT influences business processes. Step 2 is agreeing on a service portfolio through a service catalogue. Step 3 is creating service level agreements between IT and business units. Step 4 is continuously improving through a continual service improvement program.
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ITSM for CxOs
- 1. IT SERVICE MANAGEMENT FOR NON-IT MANAGERS (CXO) Danil Dintsis Ph. D., PMP®, EXIN® accredited trainer www.i-mokymas.com info@i-mokymas.com
- 2. BRIEF ABOUT THE PRESENTER Ph. D. in System Analysis (Doctorate degree, ISCED verified) Ph.D. in Technical management (Candidate degree, ISCED verified) Portfolio manager and IT consultant, teacher and coach for 15+ years with the following certifications: PMP® EXIN accredited trainer for ITIL®, MOF®, Cloud computing, Operation services and Analysis (OSA®)
- 3. WHAT IS THE GOAL OF THE PRESENTATION How ITSM may help us? How should we Work together What shall I do with my IT people What are our common goals
- 4. WHAT IS ITSM Measurable targets for IT IT supports Main business IT as a Service Business-IT alignment
- 5. STEP1. ALIGN BUSINESS AND IT PORTFOLIO
- 6. WHAT IS IT INFLUENCE ON MAIN BUSINESS PROCESSES Does your company have IT services with direct impact on sales, productivity, etc? Are there any business services critically dependent on IT?
- 7. WHAT INFLUENCE MAY IT HAVE ON MAIN BUSINESS PROCESSES What are the risks and opportunities of using IT services? What is the value added by IT? How can we measure IT service value?
- 8. Q&A FOR BIT ALIGNMENT Do you have an IT strategy in place? Is it aligned to organizational objectives? Is the strategy communicated? Does everyone have a clear understanding of the strategy? Is the strategy measured, and are opportunities for improvement identified? Are there service level agreements (SLAs) in place for the key business services? Is there a process for identifying and approving new project concepts? Is there a published portfolio of projects? Is it clearly communicated and understood by IT and the business representatives? Is there a clear connection between the strategy and IT’s portfolio of projects and services? Is IT service demand measured and analyzed? Are new business requests accepted, organized, managed, and acted upon? http://www.i-mokymas.com
- 9. BUSINESS-IT ALIGNMENT Outcomes Measures The business considers IT as a strategic asset. The business continues to invest in enhancements or new services. The business consults with IT as part of strategic decisions, acquisitions, or new directions. IT has a strategic plan. The business and IT publish and measure an annual IT service strategy. The strategy articulates the linkages between IT goals and the business goals and outlines measurements, budget, risks, and a plan for execution. IT has an understanding of its capabilities and resources. IT has a predictable model for estimating resource consumption and the adoption of new technologies. IT measures business demand of services offered and uses this information for planning purposes. IT has a set of defined services and projects that support the strategic plan. IT has a published service portfolio that identifies all projects. IT has a published service catalog that identifies and describes all services offered to the organization. http://www.i-mokymas.com
- 10. ALIGNMENT OF BUSINESS – MATURITY MODEL 5th (optimized) maturity level: IT implements business KPIs Example: 0,1% growth of Internet bank service availability provides additional 5% of Internet banking cash flow 3rd (defined) maturity level: IT service based KPIs Example: 95% of user requests and incidents are resolved according to SLA 4th (managed) maturity level: integrated IT and business KPIs Example: 5% decrease of company’s website availability increases client phone calls twice
- 11. STEP 2. SERVICE CATALOGUE - AGREE ON SERVICE PORTFOLIO Service catalogue contains full and transparent set of services, KPIs, and components
- 12. SERVICE CATALOGUE: STEP TO TRANSPARENCY SC includes at Business level: Service attributes Support days and hours Service manager Service KPIs (for example, Availability level, Restoration time in case of a failure, etc.) Thresholds Reporting tools and periods Escalation contacts Service cost
- 13. SERVICE MAP PRESENTS SERVICES INTERACTION http://i-mokymas.com
- 14. SERVICE CATALOGUE: COMPONENT LEVEL SC includes at a Component level: List of components (resources, including human) which are necessary for service delivery according to quality metrics mentioned in a Business level Component support parameters Component capacity, including risk mitigation subcomponents (i.e. second server) References to third-party contracts, support warranties and obligations Component support expenditures
- 15. STEP 3. SERVICE LEVEL AGREEMENT Agreement between IT Department/outsourcing provider and business department Regulates certain service conditions, KPIs, and interaction procedures for a single IT service or a group of IT services provided for this business unit http://www.i-mokymas.com
- 16. COMMON TYPES OF SLA-S Business unit based (includes all services for the certain BU) Service based (describes IT service for all Bus) Multi-level SLA http://www.i-mokymas.com
- 17. SLA PROCEDURES EXAMPLES Call process procedure RFC process Regular activities procedure KPIs Control procedure Escalation procedure Third-party dependencies (e.g. Internet provider and/or external Datacenter) http://i-mokymas.com
- 18. CONTROLLING SLA – CLEAR VISION OF IT ACHIAVEMENTS http://i-mokymas.com
- 19. STEP 4. CSI – IMPROVE CONTINUOUSLY http://i-mokymas.com
Editor's Notes
- When was the last time you cried? Properly cried, all snot and spit, like Juliet Stevenson in the film “Truly, Madly, Deeply”? When was the last time you laughed so hard that people could see your fillings and you made that funny snorting sound? You can probably remember those moments in some detail. You know who you were with and you know what you were doing. But can you remember the last time you felt a bit “meh”? Sort of OK, but nothing special? Me neither. Emotion helps memory move from short-term to long-term storage, and there’s research that suggests emotional memories are even prioritised in the consolidation process. Emotion makes the memorable unforgettable. So why do our presentations use information before emotion? It’s partly because when we’re dealing with business people, we want to appear as business people. The language we use says to everyone around us: “Look, I’m a business person too, so you can take me seriously.” We talk about KPIs and B2Bs and ROIs, and the only reason we do so is to present ourselves in a certain way rather than communicate effectively. But one thing to remember is that business people are still people. We have the same need for emotional stimulus, the same need for empathy and the same need to just be people. Talking with emotion treats people like people, and it fixes your presentation in your audience’s long-term memory. They will remember you for the right reasons. These are my top tips for presenting with emotion. 1. What do they care about? This question is very different from “what do they need to know?” Knowing is about information; caring is about emotional connection. So ask yourself what your audience cares about; you should make them care before rolling out the information. 2. Peaks and troughs. You’re not an infomercial selling the latest gadget that cleans both sides of your windows at the same time. (Yes, it exists. And yes, I bought one.) You don’t need to be excited all the time when you speak — it gets very tiring. So try structuring your presentation like a film. The starting point is usually a problem. The second reel is all about building up to the third reel: disaster. Which makes the fourth reel’s triumph even sweeter. Don’t hide your difficulties. Rather, refer to them. Most businesses will have suffered similar setbacks and the audience can build empathy with you. 3. Where are the people? Authentic voices bring more than just a personal perspective — they bring a sense of inclusiveness, of collaboration and community. If you’re talking about a warehouse redesign, have people from the warehouse itself tell the audience how good it is. Don’t worry if they’re not professional speakers. You can show a video of them or, at the least, a picture and quote. People respond to stories about people, and especially so when those people are named. It’s what the tabloid press have known for decades. 4. Choose your language. I’m sick of passion. Passion has become a meaningless word. “We’re passionate about accounting” isn’t something an audience will connect with. Everyone in business is passionate these days. “Passionate about” brings up around 208 million results in google. Please stop being passionate. You can love the way accounting helps business succeed, and you can make sure that your accounting is market leading, but don’t try and tell us you’re passionate about it. Your goal is not to show off how emotional you are but rather to engender an emotional response in the listener. Tell them how good your services are, show them how committed you are and let them get a rosy glow about how professional and trustworthy you are. Avoid the emotional clichés. 5. Pace. One study suggests that people who speak quickly are more persuasive than those who speak slowly, especially when arguing against the listeners’ beliefs. So, if you think that emotion has no place in business, if I spoke quicker, you’re more likely to believe me. But pace is beyond a simple fast= good + slow = bad binary relationship. To create emotion in the audience, we need a mixed pace. The dramatic pause is splendid, and when followed by a rapid upswing resolution, it can’t help but get the audience involved. If you’re still unsure about the power of emotion, get your phone out and ask yourself why you bought it. Was it because of the screen resolution? The connectivity to your other devices? The large range of apps? No, you bought it because you liked it. So if it can work for a phone…
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