ITIL V3
David RatcliffePresident
Pink Elephant
George SpaldingVP - Global Events
Pink Elephant
ITIL® V3An Implementation Road Map
96ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Columbus & The New World (V2 vs. V3)
What Changed?
The world or the map?
What about theVikings?
97ITIL V3 © Pink Elephant 2007. All Rights Reserved.
ITIL V3 An Expanded ITSM Atlas
Source: Sharon TaylorITIL V3 Chief Architect
98ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Process Changes Everything
People
Enhanced skills Multi-functional teams Values / beliefs Cultural biases Training Career development
Process Single point of accountability Logical group of activities Cross-departmental Defined procedures Repeatable, consistent Global standards
Management
Mgmt. commitment Mgmt. participation Compensation / rewards Values / beliefs Coaching / enabler Career opportunities
Technology
Teamwork enabled Service Management Tools Integrated Data Sharing Knowledge Management Management Information
99ITIL V3 © Pink Elephant 2007. All Rights Reserved.
IT Governance & Business Value Linkage
Core Business Measures• Revenue
• Market Share
• Profit
• ROE
IT Core Strategic Measures
Balanced Scorecard
IT Governance & Measures
IT Operational ProcessesITSM, SDLC, Project Mgmt.,Security and Information Mgt.
IT Value Chain (Service Organization)
IT Governance / COBIT
100ITIL V3 © Pink Elephant 2007. All Rights Reserved.
…is to embark upon anorganizational change program…
…..many change programs failto realize desired results….
ITIL is no different…..
Implementing ITIL
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23
4
5
8
7
6
1
Forming a guiding coalitionCreate a visionCommunicate the visionEmpower others to act on the visionPlanning for and creating short-term winsConsolidate improvementsInstitutionalize new approaches
Critical Success Factors For Change
Prof.JohnKotter
Establish a sense of urgency
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Establishing Urgency
Critical Success Factors:
Why should we do this now? What if we do nothing? Burning Platform? ‘See – Think – Do’ vs. ‘See – Feel – Do’ 50% of transformations fail in this phase Without motivation, people won’t help and the effort
goes nowhere
Urgency
1
103ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Urgency
Is the request related to regulatoryrequirements?
Do peers share the same sense ofurgency and business need?
Does the organization understandwhat an IT service is and the benefitof ITSM?
Does the organization need to work onselling up and generating a sharedsense of urgency?
Is the organization willing to take onchange?
Where does the project fit in theoverall project portfolio? Is thisconsidered a strategic project ordiscretionary spending?
What is the sense of urgency - what isthe pain or opportunity behind theproject?
We want ITIL because everyone isdoing it
Just tell us what we need to do topass our audit
The application group is doingCMMI and the infrastructure groupis looking at ITIL and believe theyare separate and unrelated
There are several major projectsunderway at the moment and ITSMis viewed as a minor initiative thatwill just have to be done in andaround everything else
Questions To Ask: Answers That Raise Flags:
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Building A Guiding Coalition
Coalition
2
Definition:
Commitment and participation of management Involvement of process owners in design Formal power through hierarchical position Authority and leadership qualities Relevant experience, expertise and respect
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Guiding Coalition
Are there representatives from each ofthe major stakeholder groupsparticipating?
Is the Guiding Coalition at a highenough level to be effective? Are themembers of the Guiding Coalitionrespected leaders within theorganization?
Do the members of the Coalition sharea common sense of urgency and beliefin the problem?
Do the members of the Coalition sharea common level of knowledge aboutITIL?
Does senior leadership (sponsor ormembers of Guiding Coalition) changejobs frequently or remain in placetypically long enough to support theimprovement initiative?
No visible participation fromdevelopment, security, audit,customer perspective
There are several major silos and theCoalition is represented by only one
The Coalition has been designated bya senior sponsor who told them theyhave to participate and like it
The majority of the group is too busyto take any kind of course or attend aworkshop that is longer than onehour
We have a very political organizationand unless the group is perceived tohave the participation of certainindividuals there is little hope of theproject to succeed
Questions To Ask: Answers That Raise Flags:
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Critical Success Factors:
Without a sensible vision, transformation efforts caneasily dissolve into a list of confusing, incompatibleprojects that can take the organization in the wrongdirection, or nowhere at all.
3
A Clear Vision
Where are we going with this and why?
107ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Clear Vision
Has the sponsor and Guiding Coalitionclearly articulated the vision for theproject? Is the vision compelling?Have they developed a strategy toachieve the vision based on the realitiesof an assessment?
Does the organization understand thatITSM represents significant cultural andorganizational change?
Does the organization have resourcesor is it prepared to acquire resources tosupport organizational change andcommunication activities?
Is there an understanding about theneed for automation and integratedtools?
Is there a belief that continuousimprovement and measurement is acritical success factor?
Is there an understanding that processgovernance and change control arerequired to move the project into anoperational model?
The vision is to implement ITIL (it’sthe cool thing to do)
My boss said I need to get ITIL andbring it in
Sponsor: They will do the processjust because I told them to orbecause it just makes sense
We believe in a best of breedapproach and will integrate theseparate tools as needed
We are going to create a processcenter of excellence based on bestpractice and leave it up to eachorganization to police themselves onhow, when and what they do
Questions To Ask: Answers That Raise Flags:
Questions so far?
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Process Sequencing Considerations
IT’s role is to support, control and manage defined IT services forthe business customer
Certain processes are customer facing while others occur behindthe scenes
Certain processes are dependent on others to be effective Uncontrolled and unplanned changes have an adverse effect on
service delivery It is difficult, if not impossible, to plan for or become proactive in
service delivery unless IT has defined what services it provides atwhat levels
Service Improvement Projects will occur in parallel if resourcespermit
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Value OfIT Processes
to theBusiness
Maturity Of IT Processes
High $$
High
Low $$
Low
Maturity & Risk Considerations
RISK!!
0 1 2 3 4 5
IMPM
CM
Config
AdditionalConsiderations:
• Added business value• Ability to implement• Quick gains• Costs• Resources• Competing projects• Culture• Etc.
“Largely Overdoing It" In Relation To The Low Value Of IT To
The Business
Area Where The Business Runs
High Risks
RM
SLM
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ITSM Adoption Occurs Right To Left
Start
Rome was not built in a day, nor will be your ITSM program!
Dev. Phase 1 ITIL Roadmap – Development Phase 2
Access Mgmt .
Monitoring & Control
N
S
EW
Service Asset & Configuration Management
3
Computer Operations
Event ManagementBatch Processing
Bridge To
Existing
IT Operations
Disciplines
YIELD
N
S
EW
From Development
Phase 1
Availability Management
Security Management
Capacity Management2
2
4
Service DesignRequirements Engineering
Transition Processes
1
Service Continuity Management
3
Continual Service Improvement
3
Application Management
3
Dev. Phase 2
ITIL Roadmap – Development Phase 3
N
S
EW
Service Asset & Configuration
Management
Data & Information Mgmt .N
S
EW
From Development
Phase 2
Supplier Mgmt . & IT Procurement
Service Portfolio Management &
Demand Management
Transition Processes
1
Continual Service Improvement
3
Financial & ROI Mgmt .
2
Bridge To
Existing
Disciplines
YIELD
TBD...
3
Inputs
Availability , Capacity , Asset ,
Security , Incident , Etc..
Mgmt . Dashboards
Dev. Phase 3
112ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Suggested Implementation Order - One
113ITIL V3 © Pink Elephant 2007. All Rights Reserved.
ITIL Roadmap – Development Phase 2
Access Mgmt .
Monitoring & Control
N
S
EW
Service Asset & Configuration Management
3
Computer Operations
Event ManagementBatch Processing
Bridge To
Existing
IT Operations
Disciplines
YIELD
N
S
EW
From Development
Phase 1
Availability Management
Security Management
Capacity Management2
2
4
Service DesignRequirements Engineering
Transition Processes
1
Service Continuity Management
3
Continual Service Improvement
3
Application Management
3
Suggested Implementation Order - Two
114ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Suggested Implementation Order - Three
ITIL Roadmap – Development Phase 3
N
S
EW
Service Asset & Configuration
Management
Data & Information Mgmt .N
S
EW
From Development
Phase 2
Supplier Mgmt . & IT Procurement
Service Portfolio Management &
Demand Management
Transition Processes
1
Continual Service Improvement
3
Financial & ROI Mgmt .
2
Bridge To
Existing
Disciplines
YIELD
TBD...
3
Inputs
Availability , Capacity , Asset ,
Security , Incident , Etc..
Mgmt . Dashboards
115ITIL V3 © Pink Elephant 2007. All Rights Reserved.
Year 2Year 1
AprMarFebJanDecNovOctSepAugJuly
Example Timeline
Tool Selection
Incident Management, Service Desk Process Design & Test
Change Management (CM) Process Design & Test
Tool Build
Develop IM, CM, SC &
Service Desk Training Materials
Configure IM & CM Processes in Tool Build Service Catalog in Tool
Design Service Catalog
Planning/ Set-upApproval
Problem Management
May June
Test
Phase 1Implement
IntegrationTest
• Process & Project Governance• Stakeholder Review/Feedback Process • Communication & Training • Documentation Strategy • Continual Process Improvement Strategy• Service Management Dashboard
Phase 2:Process Design
Config. Request, SLM etc?
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Define
Improve
Measure
Control / Stabilize
IT Service Management
Continual Service Improvement
What is not defined cannot be controlled What is not controlled cannot be measured What is not measured cannot be improved
Leadership Knowledge
Courage Heart
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