Managing improvement v4

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The Tipu approach to ITSM improvement, what ITIL calls CSI.
Tipu says we are doing CSI wrong.
An ITIL process is not a unit of work.
And we need to relax our CSI approach and accept a little risk. CSI can't be done as a formal project(s).
Find out more at http://www.basicsm.com/tipu

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  • © Two Hills Ltd 2012
    Created and published by Two Hills
    [email_address]
    www.twohills.co.nz
    PO Box 57-150, Mana
    Porirua 5247
    New Zealand
    This work by Two Hills Ltd is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Content must be attributed to "Two Hills Ltd www.twohills.co.nz".
    The Two Hills logo, “Tipu” and the Tipu logo are trademarks of Two Hills Ltd.
  • ITIL is “on the nose”.
    Lots of negative press.
    Lots of backlash: we tried it, it doesn’t work.
    Lots of multi-million dollar projects with nothing to show.
  • And we can further r4educe scope by focusing on smaller units of work…
    If we improve a process at a time we hammer ourselves.
    If we improve maturity we improve HOW we do the process but we do all the process.
    This is unnecessary: we can break practices up into smaller units.
  • Programme of work
    Portfolio
    Scope
    Definition
    Design
    Build
    Test
    Implement
  • Have a plan: policy, goals, scope, units of work, schedule
    Empower staff to design and execute improvements
    Create teams: synergy, cooperation, >sum of the parts
    Executive approval of the effort: 5%
    Coordinate the work: have a grand design = architect
  • Accept the risk of those we can’t get to (yet) – a known risk is better than unknown
  • Need to be nimble, agile
    …or we’ll never get across everything that needs improvement
    Small units of work
    Sprints, time-bound
    Iterative, don’t try to do everything first time (that’s a project)
    Relaxed
    Loose management
    Pragmatic, do what we can, low hanging fruit
    It doesn’t have to be perfect (that’s a project)
    Incomplete, dangling wires
    Allow for noble failure, play the averages
  • Align to goals
    Communicate risks
    Programme management Tracking and reporting progress
    A Board approves and reviews work
    A Service Excellence team encourage, motivate, and educate
    An architect injects theory and manages the overall design of services, systems and processes
  • Spin off projects: clusters of work, complex work
    Draw in projects: manage the programme across its scope
    Contribute to projects: pass units of work
  • Survey management on current state and priorities
    CSI Programme implementation
    Including training on how it works
    CSI Plan
    Start planning by sharing survey with staff in a “Town Hall” for feedback and refinement
    Create priority work list and schedule
    Test schedule with in another Town Hall with staff
  • After 3 sprints (10 months),
    40 people
    2 hours per week
    36 weeks
    = 360 days????
  • Managing improvement v4

    1. 1. Managing improvement We are doing it wrong v4
    2. 2. Gartner Hype Curve enthusiasm ITIL time
    3. 3. What do these mean? • We are doing incident first then change • 73.27% of organisations do incident management first • 17% are doing configuration • You have to do service catalogue before you can do request The wrong unit of work
    4. 4. One practice at a time maturity outputs everything incident request practices
    5. 5. Human pace of change change lag time
    6. 6. Why? need/problem/risk organisation improvement programme value objectives outcomes outputs
    7. 7. Granularity maturity outputs incident request practices
    8. 8. Granularity maturity outputs incident request practices
    9. 9. We’re doing it wrong • • • • • A “process” is the wrong unit of work ITSM mega-projects have a bad rep People change at a human rate Must align with the organisation CSI comes at the start not the end
    10. 10. What do these mean? • We must implement properly • We can’t move forward until the data model is complete • The CMDB is inaccurate and incomplete – we can’t use it. • We can’t assess impact, we don’t have all the information Excessive Technical Fastidiousness
    11. 11. We’re doing it wrong • Best practice is a reference framework not a blueprint • Good enough is near enough • Resources are constrained
    12. 12. Improvement • • • • • All professionals want to improve It is expected Everyone wants next year to be better ITIL CSI COBIT5 MEA1, EDM2, EDM3, EDM4
    13. 13. Much improvement is done by projects
    14. 14. But what about the rest?
    15. 15. Business as usual (BAU) • We do it as part of BAU, in our “spare time”
    16. 16. Pros and cons • We own the task • Work on our own domain, reap the benefits • Small is beautiful • Frustrating when the urgent trumps the important • So much to do, so little time • Working in isolation
    17. 17. How do we coordinate that effort? • • • • • Have a plan Empower staff Create teams Coordinate the work Executive support
    18. 18. Professionalism • Make a difference • Better next year • Transfer knowledge
    19. 19. Scope
    20. 20. Scope
    21. 21. How do we make the list of work achievable? • • • • Link to business and IT goals Sort on value and risk Estimate resources Start
    22. 22. Risk Unknown Known Managed Mitigated Eliminated
    23. 23. Sprints Sprint 1 Ends: Sprint 2 April 30, 2011 16 work packages Sprint 3 July 31st 2011 296 Management 18 work packages 4.4 Risk management 41.3 Service Improvement Programme 41.2 CSI Plan 400 16 32 32 16 16 32 13.3 Outlier control 40.3 Service Excellence Collaboration 40.4 Service Excellence Education 16 16 48 3.3 Service Management Framework 40.1 Service Excellence Communication 40.2 Service Excellence team and mission 24.11 Document management 16 work packa 8 40.5 Service Excelle 24.2 Knowledge pol 24.9 Connect to ext 48.6 Generic OLA 48.3 Work tracking 32 Operations IT Continuity policy and plan 7.1 Service Catalogue Development 9.2 IT Continuity preparation and mitigation 48 5.4 Capacity plann 9.5 IT Continuity m 16 24.3 Configuration management 24.5 Impact assessment 32 16 42.1 Generic Service Level Targets 16 42.2 Generic SLA 16 42.4 Generic UC 43.1 Measure customer satisfaction 8 32 16 16 Measure user experience Support knowledgebase Root Cause Analysis Request Fulfillment process develop Incident escalation Incident impact assessment 27.1 Major Incident Management 8.4 Emergency change 32 32 16 32 8 43.3 Measure SLTs 32.1 Problem Tracking 37.1 Request tracking 23.1 Incident tracking 43.2 24.6 32.2 37.2 23.2 16 16 27.2 8.5 8.7 15.1 26.1 Environment management 32 8.1 Change tracking 8.2 Change approval process 8.6 Change Advisory Board 8 16 8 7.3 Service Catalo 32.3 Problem Reso 37.3 Request Fulfillm 23.3 Incident resolu Major Incident Forward sched Change risk an Release appro
    24. 24. Manage risk • • • • • • Align to goals Communicate risks Programme management CSI Board Service Excellence team Service Architect
    25. 25. We still have projects • Spin off projects • Draw in projects • Contribute to projects
    26. 26. Approach • • • • • • Survey current state and priorities CSI Programme implementation CSI Plan Iterative cycles (“Agile sprints”) or work flow (“Kanban”) Review and replan
    27. 27. Capability 3 4 Enterprise Architecture Service Assurance 5 Availability Management (and Capacity Management) 6 7 8 9 10 11 12 System Build Service Catalogue Operational Change Management Service Continuity Management Customer Relations Management Group r Group a Group 1 g 2 g g 3 g g 3 g a 3 a r r a 3 1 a a 2 g g 2 g g 3 g Access Management Acquisition Outcomes a 1 2 Risk a 1 a a 2 a r r r Data Management 13 Service Requirements Definition Service Delivery 14 15 Demand Management Release and Deployment 3 3 3
    28. 28. Service improvement programme and plan created Cultural change programme and team Work programme initiated Best Places to Work survey Service principles and updated business principles complete A Service Plan to guide service management Management practices framework Operational readiness roles, process and meetings Operational readiness checklist Operational readiness templates
    29. 29. Tipu • • • • • • • • Business as usual Integrates with projects Professional Agile, nimble, iterative Managed risk Coordinated empowerment Grass roots Public domain www.basicsm.com/tipu
    30. 30. Managed improvement www.basicsm.com

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