ITSM Best Practices

8/8/2019 ITSM Best Practices

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Leadership Greats

Reportedly,IBMs Tom Watson was asked if hewas going to fire an employee whomade a mistake that cost IBM$600,000.

He said, No, I just spent $600,000.training him. Why would I wantsomebody to hire his experience?

- Tom Watson, IBM

Reportedly,IBMs Tom Watson was asked if hewas going to fire an employee whomade a mistake that cost IBM$600,000.

He said, No, I just spent $600,000.training him. Why would I wantsomebody to hire his experience?

- Tom Watson, IBM

Failureis the opportunity

to begin again,more intelligently.

- Henry Ford

The momentyou stop learning,you stop leading.

- Rick Warren


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You should see a man's face and also a word...

Hint: Try tilting your head to the right, the wordbegins with 'L'

dont forget the Perception Factor


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this is notanimated. Your

eyes are making itmove.

Stare at one spotfor a couple

seconds andeverything will stopmoving. Or look atthe black center ofeach circle and it

will stop moving.

Its all in the Perception


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Whats New in Service Management ?

Agenda Topics for Consideration

ITIL V3 brief drive by of the concepts and new processes

Whats new in FrontRange Professional Services

Its 4:30pm Do You Know Where Your Assets Are?

Can you say SAM

ITSM Implementation Considerations

Service Management Lifecycle


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ITIL - Origins & Evolution a brief Drive By

Late 1980s

UK government (CCTA / OGC) project started

Organizations outside of government became interested

First books published

Early 1990s

The library completed

Late 1990s

ITIL Version 2 Published

Pink Elephant introduced ITIL to North America (1997)

Where is it going?

Early industry adopters (Financial \ Government \ Utilities \Medical)

Global adoption now defined as ISO 20000

Major Vendor Support Tool Compatibility to ITIL

ITIL V3 Published on 05/30/07 & launched 06/05/07!


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The Service Support Process ModelPink Elephant

ManagementTools

DifficultiesQueries, Enquiries

CommunicationUpdates

Work-arounds

Service DeskService Desk

Incidents

Incidents

CMDB

Change ScheduleCAB MinutesChange Statistics

Change ReviewsAudit Reports

Releases

CIsRelationshipsProblems

Known ErrorsChanges

CMDB Reports

CMDB Statistics

Policy/StandardsAudit Reports

Release ScheduleRelease Statistics

Release ReviewsSecure LibraryTesting standards

Audit Reports

Problem Statistics

Trend Analysis

Problem ReportsProblem Reviews

Diagnostic AidsAudit Reports

ProblemProblemService ReportsIncident statistics

Audit Reports

Releases

ReleaseRelease

The Business, Customers & Users

ChangesIncidentIncident

ChangeChange

Incidents

ConfigurationConfiguration


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AvailabilityManagement

AvailabilityManagement

CapacityManagement

CapacityManagement

IT FinancialManagement

IT FinancialManagement

IT ServiceContinuity

IT ServiceContinuity

SLAs, OLAs, SLRsService requestsService catalogue

SIPException reports

Audit reports

Availability PlanAMDBDesign Criteria

Targets/ThresholdsReports

Audit Reports

Capacity PlanCDB

Targets/ThresholdsCapacity Reports

ScheduleAudit Reports

Financial Plans

Types & ModelsCosts & Charges

ReportsBudgets & Forecasts

Audit Reports

IT Continuity Plans

BIA & Risk AnalysisDefine Requirements

Control CentersDR Contacts

ReportsAudit Reports

The Business, Customers &Users

RequirementsTargets

Achievements

QueriesEnquiries

Communication

UpdatesReports

Service LevelManagement

Service LevelManagement

The Service Delivery Process Model Pink Elephant

ManagementTools

Alerts,

Exceptions,

Changes


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The V3 Lifecycle

CORE


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10

ITIL V3 Library

ServiceStrategy

Service Design ServiceTransition

Service Operation ContinualService

Improvement

The OfficialIntroduction To The

ITILService Lifecycle+ Complementary Guidance

The 5 CORE V3 BOOKS


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11

Lifecycle ProcessesSERVICE STRATEGY Service Strategy Service Portfolio

Management Financial Management Demand Management

SERVICE OPERATION Event Management

Incident Management Request Fulfillment Problem Management Access Management

SERVICE DESIGN Service Catalog Management Service Level Management Supplier Management Capacity Management Availability Management IT Service Continuity

Management Information Security

Management

SERVICE TRANSITION Transition Planning and

Support Change Management Service Asset & Configuration

Management Release & Deployment

Management Service Validation Evaluation Knowledge Management

CONTINUAL SERVICEIMPROVEMENT

Seven Step Improvement


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Key ITIL V2 To V3 Concept Differences

Source of Table: ITIL Refresh Newsletter 1st Edition Autumn 2006.

ITIL V2 worked to align service management with business strategy

ITIL V3 integrates IT and the business into a single ecosystem

Service Management LifecycleCollection of Integrated Processes

Dynamic Service PortfoliosLinear Service Catalogs

Value Service Network IntegrationValue Chain Management

Business and IT IntegrationBusiness and IT Alignment

ITIL V3ITIL V2


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Help Desk

HEAT

ServiceManagement

ITSM

InfrastructureManagement

Real-TimeInfrastructure

VoIP IT Client Lifecycle

Centennial IPCM enteo

CustomerService

Enterprise Edition

CRM

Corporate EditionPremium Edition

Enterprise Edition

VoIP CRM

The FrontRange Product Portfolio

IT Software CRM

Solutions


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Whats new in PSO?

-Service Management Services Strategy- Service Management Services - Delivery


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ITSM Practice - Update Built the ITSM Practice team to meet increased client Services demand

October 2007 ITSM Resources = 8 FTE July 2008 ITSM Resources = 17 resources

5 ITIL MASTERSonboard

Brenda Iniguez, Bill Irvine, Patti Magers, Eduard Jooste & Alan Taylor

Established FrontRange as industry Thought Leader

Completed 36 industry speaking engagements Jan-August Continue to support FrontRange recognition in Service Mgmt industry

Speaking at itSMF & ITSM Conferences & Regional Events

Speaking at HDI Conferences & Regional Events

Serving on itSMF, HDI & HDP Officer & Conference Boards Appointed to OGC/TSO ITIL V3 Content Review Group

Deliver Strategic Roadmap & Service Mgmt Process engagements

as well as Tool Implementation engagements


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ITSM Practice - Update

Built the ITSM Tactical Tool Box

Established ITSM Resource Dashboard, reflecting:

Services engagement by client

Services engagement by week, so Consultants have their roadmap

Established the Services Portfolio (Service Catalog)

Consistent Global Services Offerings

Suite of Service Offerings across GSO

Published and launched at Seascape 2009, in support of VP Vision

Established Sharepoint as the ITSM Repository for Consulting IP

Resource Dashboard

Client Documents: SOWs, SADs, F&Cs

Consulting IP & How-to documents

Actively fostered positive teamwork between PSO/TSO/DEV

Heavy Collaboration on the new ITSM Releases v6.1 & v6.1.1


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Strategic Services Strategic Road Map (SRM)

Service Management - Executive Briefing (SME)

Design Services Service Catalog Design (SCD)

Process Design & Implementation Support (PDI)

Transition Services

QuickStart - Service Desk IM, PM & SS (QSD) QuickStart - Change & Release Mgmt (QCR)

QuickStart - Inventory & Configuration Mgmt (QIC)

Operational Services

ITSM Upgrade Support (IUS)

Continual Service Improvement

ITSM Technical Optimization (ITO)

Service Management Process Optimization (SPO)

SERVICE PORTFOLIO: Service Catalog ITSM


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FRS Accelerated Methodology

Scope/SolutionWorkshop

Design, Configure, Develop

Walk throughProcess Models

Refine Integration &Data Conversion

TechnicalArchitecture

Document Process &Software Fit/Gap

Walk throughOn-line Process

Build TestEnvironment

System Test allBusiness Processes

System Test allSolution Set Components

Perform SMETraining

Migrate TESTTo PROD

Train allUsers

OperationsTest

Walk throughBusiness

ProcessModelsOn-line

Design & Configure:Process, Workflow, Software, UI

Technical ArchitectureIntegration Points

ConversionAnalytics

System TestTrain SMEs

User Testing

PerformCutover

Discover Go Live

TailorSolution

Set

TeamOrganization

BuildRoadmap

OperationsTest

TrainingGo Live

Support

Plan ConfigurePhase

ProductionSupport

Design & Configure Solution SetProcess, Workflow, Software, Components

Design and ConfigureGap Solutions and/or Customizations

ConfigureTechnical Architecture

Unit Test allBusiness Components

Plan TestPhase

Design and ConfigureBusiness Integration Points and Data Conversion

Test

Plan Go LivePhaseEstimate

ConfirmTech Arch

CompleteSurvey

ReviewProcess

OperationalSignoff

Perform UserAcceptance Test


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Education Services

Flexible Delivery Options- When, Where, and How you want it

Instructor Led Training (ILT) Public

Instructor Led Training (ILT) Onsite

Custom Training

eLearning

Virtual Instructor-led Training (VILT)

Online Web-based training (WBT)

CD delivered computer based training (CBT)

Feature/Functionality-specific training

Application Administration

End User

Business Process Management

Reporting and Analytics

ITIL Certification


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Its 4:30pm Do you know where your assets are?

How does your organization stack up in SAM?

How much time do you spend managing your software licenses? Wouldone solution that allows you to input your proof of entitlements andreconcile against the deployed software in your environment be helpful?

How do you track software usage? Would your company like to know if itsbuying or renewing software packages that arent being used?

How do you know if users are downloading or bringing in unauthorized

software? How do you find it?

If you were to be audited today, would you pass? How would you prove it?

How do you currently keep track of your software licenses?

SAM

Software AssetManagement

QuestionBusiness Driver


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Software Asset Management

SAM is NOT

Just about licenses or compliance

Just a tool or piece of software

Just a simple process or policy A silver bullet

A quick fix

Software Asset Management (SAM) is all of the infrastructure

and processes necessary for the effective management, control

and protection of the software assets within an organisation,

throughout all stages of their lifecycle.

ITIL Best Practice guide Software Asset Management

Every organization can realize

between 5% and 35% cost savings

through the implementation of

focused software asset practices


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The Realities of License Compliance

Ensuring compliance is difficult!

Distributed nature of the network (multi-site, multi-region) and de-

centralized software procurement

Lack of understanding of software usage across the organization

Siloed approach to IT operations (desktop, server, software etc.)

Lack of internal licensing expertise

And desire to keep licensing information confidential

Requirement to maintain currency of data at all times

Ability to prove compliance if auditedPreviously available tools dont adequately address these issuesPreviously available tools dont adequately address these issues


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Software Asset Management Drivers

Market Interest in SAM is growing rapidly

Vendor led: Compliance

Microsoft, Adobe, Oracle, Symantec pouring resources into educating the market

87% of s/w vendors claim loss of revenue due to non-compliance*Vendors estimate 35% of software is illegally installed,

resulting in loss of $35 billion worldwide

Industry groups (BSA, FAST, SIIA) increasing publicity/rewards around piracy

Audits expected to affect 35% of all customers yearly

Customer led: Improved controls/reduced costs

Real, tangible benefits for implementing SAM practices

Reduction in costs, risk mitigation, more efficient IToperations & planning

93% of our customers believe license compliance is a priority

44% overall believe it is a High priority (49% of UK customers)

* KPMG Software License Compliance Study


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Centennial SAM Solutions

SAM.SAM.SuiteSuite

SAM EssentialsSAM Essentials

Complete end-to-end solution quickly delivers SAM benefitsComplete end-to-end solution quickly delivers SAM benefits


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Centennials Discovery Differentiators

LanProbe technology finds every IP addressable device on

network

Out of the box functionality

Very small client footprint of 1.4MB

Delta audits generate minimal impact on network, 1k-2k

Multi-platform support of Windows, Linux, Unix, Mac OSX, AIX

Physical location tracking and alerting when assets move

Deeper and more accurate software recognition that does not relyon software db

Powerful reporting dashboard with compliance reports and costing

wizards


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Microsoft SAM Optimization Model

Near real-timealignment with

changingbusiness needs.

SAM is astrategic asset tooverall business

objectives

StandardizedSAM

Tracking Assets

Vision, policies,procedures, andtools are used to

manage IT

software assetlifecycle.Reliable

informationused to manage

the assets to

businesstargets.

RationalizedSAM

Active Management

DynamicSAM

Optimized

SAM processesexist as well as

tool/datarepository.

Information maynot be complete

and accurateand typically not

used fordecision

making.

BasicSAMAd Hoc

Little controlover what IT

assets are beingused and where.

Lacks policies,procedures,

resources, andtools.


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Centennial SAM Essentials and Optimization


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ITSM Implementation Considerations


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Change Management Lifecycle

Incident

Change

InfrastructureProblem

Operation

Implementation

Identification

Requests

For Change

INFORMATIONTECHNOLOGY

SERVICES

Requests

For Change

From Clients


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The Pareto Principle 80/20Vilfredo Pareto Italian economist 1848-1923

In any series of elements to becontrolled, a selected smallfraction, in terms of numbers ofelements, always accounts for alarge fraction in terms of effect.

i.e. 80/20 concept

In almost every society, about 20%of the people control about 80% ofthe wealth

The Pareto Principle states:

A minority of factors areresponsible for the majorityof the problems

~ the 80/20 concept ~


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1. Build your Change Team

2. Develop a Categorization Matrix (Risk Model)

3. Create a common Prioritization Scheme

4. Establish Change Types

5. Build your Change Advisory Board

6. Post Implementation Review with scoring

7. Build Management Framework & Support

Seven Tips for Effective Change Mgmt


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You determine what fits into each category based on your environment

Standard - Pre-Approved, Proven, Limited Risk, Timed

Minor - Low Risk, Low # of Resources required

Significant - Medium Risk, Medium resources required

Major - Major Risk, Major Resources required

Urgent Breaks the process / release timeframes

Emergency Do it now or the world ends

Workshop review of all previous changes

Build table of what fits into which categories get buy-in

Define category contents to optimize risk vs workload

Change Categorization Scheme


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Common Prioritization Scheme that should be aligned with Incident &

Problem Management

No high priority Change without justification via related high priority

Incident or Problem

1 - Immediate. Causing loss of service or severe usability problems to a

larger number of Users, a mission-critical system or serious problem.

Immediate action required. 2 - High. Severely affecting some Users, or impacting upon a large

number of Users. Highest priority for resources.

3 - Medium. No severe impact, but rectification cannot be deferred until

the next scheduled Release or upgrade. Medium priority for resources.

4 - Low. A Change is justified and necessary, but can wait until the next

scheduled Release or upgrade.

Common Prioritization Scheme


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Configuration Management

Asset Tagging Location information

Asset Tagging Location information

Service & ComponentAttributes

Service & Component

Relationships

Service & ComponentAttributes

Service & Component

Relationships

Financial Attributes Life Cycle tracking

Financial Attributes Life Cycle tracking


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Configuration Management

Configuration Item (CI)

A CI is a part of the IT infrastructure that may be:

Physical assets (e.g. hardware, software, facilities)

Logical concepts (e.g. Service, System, Baseline)

People or Groups (e.g. users, support groups)

Documentation (e.g. contracts, Technical or Process documents)

Configuration Item (CI) Attribute

A property or characteristic of a CI

Software (e.g. Version #, Manufacturer) Server (e.g. Number of CPUs, RAM, Serial Number)

Others (Finance, Availability, Disaster Recover, Support, etc.)


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ITIL and Configuration Management


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Be aware of what you cant SEE

Read between the lines in PEOPLE & PROCESSES

Metrics are your FriendYou gotta make the data talk and tell the story.


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Data

Information

Knowledge

Understanding

Informed Decisions

IncidentManagementService Desk

Problem

ManagementProblem

Management

Problem and ChangeManagement

Problem and ChangeManagement

IncidentManagementService Desk

Use D-I-K-Wfor Making CSI Decisions

Wisdom


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Perception is everything !

young girl

or old woman ?


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Are you sure ?


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Optical Illusion or fact?


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WORLD WAR II ages 74 + 1910-1934

SWING ages 63-73 1935-1945

BABY BOOMER ages 44-62 1946-1964

GENERATION X ages 30-43 1965-1978

U.S. population of 285 millionUS Decennial Census 2000

As of 12/02/07 US population = 303,504,371

GENERATION Y ages 14-29 1979-1994

The new total represented an addition of 32.7

million Americans since the 1990 Census largest increase ever between censuses.

The 2000 Census recorded a population gainin every state during the 1990s the onlydecade in the 20th century with such growth.


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WORLD WAR II 15.5% 44 Million Ages 74+ 1910-1934

SWING 11.5% 32 Million Ages 63-73 1935-1945

BABY BOOMER 28% 79 Million Ages 44-62 1946-1964

GENERATION X 14% 39 Million Ages 30-43 1965-1978

GENERATION Y 24% 67 Million Ages 14-29 1979-1994

Babies/Children 7% 20 Million Ages 1-13 1995 -

Babies

Swing

WW II

15.5%

44 million

Gen X

14%

39 million

Gen Y

24%

67 million

Baby Boomer28%

79 million

Swing

11.5%

32 million

Children

7%

20 milion

U.S. Generational Distribution


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CIO survey shows 44 percent of IT staff telecommute at a rate thatis the same or higher than five years ago.

Of firms that allow telecommuting, the top benefits were improvedretention and morale through enhanced work/life balance (34%), andincreased productivity due to reduced commute time (28%).

Drawbacks of telecommuting included quality of work suffering dueto less face-to-face contact with colleagues (44 percent).

Robert Half Technology survey July 2007~ Telecommuting ~

Leadership Retention Strategies


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CIOs were asked,

What steps, if any, is your firm taking to retain key IT talent?

Providing training or professional development 63%

Offering flexible schedules 47%Increasing base compensation 41%

Offering bonuses 31%

Offering equity incentives 9%Other 4%

None / No steps taken 23%

Robert Half Technology CIO survey March 2006~ Retention Strategies ~

Multiple responses were allowed; Over 1400 CIO responses received

L d hi R t ti St t i


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Leverages institutional knowledge

Provides continuity of leadership and contingency planning Motivates staff

What are the other benefits of management training?

Sixty-three percent of CIOs polled by Robert Half Technologyin March, 2006, said theyre providing professionaldevelopment opportunities to retain their best people.

Employers seek strong communication and business skills inentry-level candidates, as well as those applying for mid-level and management positions, who can contribute to theorganizations success from the start.

Why Succession Plan ?

Leadership Retention Strategies


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Are they on the ground or in the sky?


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Is what you see reality?


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Best Practices

Its all about the Service Management Lifecycle

Industry Resources


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Industry Resources & Service Management Conferences

Customer Service & Support Professionals Conference & Expo www.hthts.com

10th Annual Customer Support Conference 09/29-10/01/2008 San Diego

HDI Website www.thinkhdi.com Practices Survey

Salary Survey

Support World Magazine

Focus Books

62 Local HDI Chapters in US/Canada

HDI Service & Support Conference 04/06-09/2009 Las Vegas

PINK Elephant www.pinkelephant.com

ITIL Training

Largest IT Service Management Conference 02/22-25/2009 Las Vegas

ITIL Reference resources

itSMF Website www.itsmfusa.org

Annual itSMF Conference 09/08-10/2008 San Francisco (just held)

42 LIGs Local Interest Groups in US

Industry Resources


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FrontRange Service Management Services:

Trusted Advisors:

sharing intellectual capital and proven experience to enable business solutions for our clients


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Brenda Iniguez

[email protected]

510-262-9925

www.frontrange.com

ITSM User Group NYCSeptember 25, 2008

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