ITSM Process Design Workshop Pittsburg June 2013

ITSM PROCESS DESIGN WORKSHOP

June 2013 Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal 1

Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal 2

Welcome to the Workshop! •  CEO & Co-‐founder of Navvia

•  30 plus years of Service Management Experience

•  TwiMer: @mainville

•  [email protected] David Mainville

June 2013

Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal 3

We are a Software and Service company dedicated to helping organizations Navigate IT and Business Process

Complexity Via our tools and services

Over 14 years of ITSM success!

June 2013

Navvia Software

4 Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal

The Navvia Process Management Platform

5

Navvia Services

When you need the help we are here!

•  Virtual Consul=ng -‐ access to ITSM and Process help when you need it

•  Onsite Consul=ng -‐ From strategy through to process assessments, design and implementa=on

•  ITSM Tool Implementa=on

•  Onsite ITSM Educa=on -‐ a robust curriculum of ITSM courses delivered on-‐premise

Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal

Welcome and introduc=ons

•  Your name

•  Your company

• What you hope to get from this session


The workshop format…


I’ve got a lot of slides… But interac=on is much beMer!

Let’s use the slides as a catalyst to foster an open discussion!

The workshop format…


I’ll use slides to present the various aspects of

Process Design

We’ll wrap up each section with an open discussion… We will capture the discussion and share it with the attendees…

I’ll capture key discussion points and share those with the group post workshop


Any Ques=ons or Comments?

Let’s begin!


How do we sell the value of an ITSM Process Design project?

What are your thoughts?

The world’s most successful brands


Achieve Business Outcomes through Consistent Processes

Many programs are stuck in the weeds!


ITSM

Has your management said… Not another word abut

ITIL! I don’t want to hear about Process!

6 months to implement change?

Just slam it in!


Good ideas sell themselves


Selling starts with inspira=on


hMp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_ac=on.html

“Start With Why – How Great Leaders Inspire Everyone to Take Ac=on” – Simon Sinek

Everyone has their own perspec=ve


People need to know why…they need to know “what’s in

it for me”...

Everyone has their own perspec=ve


Shouldn’t IT just work? I’ve got a business to run and services to deliver

How do I demonstrate that IT is aligned to the business?

I&O is consuming 60% of my budget, I can’t afford an ITSM project

I haven’t got =me for process, it just means more work!

The CEO The CIO

The IT Manager The Technical Staff

The Universal Translator


ITSM Means

CEO: BeMer Services, Faster

CIO: Clear Proof of Alignment

Manager: Reduced I&O

Costs

Technician: Fewer 3AM

Calls

Selling the value of ITSM

Wrong Way Right Way

•  Communicate your program in an email and expect people to jump onboard

•  Create a rich communica=on program focusing on why ITSM – build targeted messages for each group of stakeholders

•  Build your processes in isola=on then publish to a SharePoint site

•  Collaborate across the organiza=on & foster buy-‐in by emphasizing why these processes are cri=cal to success

•  Quote ITIL “chapter and verse” and let people know when their wrong

•  ITIL is the what & how – communicate the why in the language of your company – ITIL is guidance not LAW

•  Promise the moon and the stars then under deliver on your first project

•  Explain why the program is essen=al, then lay out a plan that is realis=c and holds the line on scope creep

•  Focus on the tool because the vendor says its “out of the box”

•  Focus on why the business outcomes are cri=cal then translate to requirements that CAN be tailored in the tool


Where should the focus be?


Design -‐ Business Outcomes

Business Outcomes Requirements Processes Tools and

Technology


Start Here

Not Here

Some other techniques to consider

Dr. Robert Cialdini, Scientific American Article, 2001


There are 6 principles you can use in selling ITSM

�  Reciprocity – People want to know the “WIIFM” �  Scarcity - People want what they don’t have �  Authority - People follow expert advice �  Commitment – People do what they promise �  Consensus - People follow the lead of others �  Liking – People do things for those they like & respect

The Science of Persuasion


What challenges have you had with process design and implementa6on?



Can’t get people to agree on the process…

…there is nothing wrong with what we have

Processes are too bureaucra=c…

…Nobody ever follows the process anyway

…Resistance to change

…there is no need for process, we’ll just implement “out of the box”

The last project that focused on process failed…

…It’s SaaS, just turn it on

Four Steps to ITSM Success


Market – sell the value of ITSM

Assess – as a catalyst for change

Design – to drive business value

Governance – with an eye on CSI

So how do we do it right?


To share, and discuss, prac=cal techniques that can help improve the success of any process design & implementa=on project

This is the goal of today’s workshop


So what is a process anyway?


The anatomy of a process •  Adds value by transforming

inputs to outputs

•  A collec=on of related ac=vi=es and tasks (scope of the process)

•  Focused on the What & Who as opposed to the How


Anatomy of a Process


Inputs The objects or data

required to complete the ac=vi=es

Ac=vi=es The specific steps

required to convert inputs to outputs

Outputs The desired work

products or data. May be input to another process.

Controls The policies and guiding principles defining how the process will operate

Measurements The ac=vi=es and metrics to ensure the process meets requirements

Process ≠ Procedure A process focuses on the what and the who:

•  Technology independent •  Cross-‐func=onal •  Business focus

A procedure focuses on the how:

•  Technology specific •  Role specific •  Provides work instruc=ons

Process says to “create Incident” and the procedure shows how to do it


Anatomy of a Process •  Overview

–  Descrip=on, goal, objec=ves, roles, related documents and glossary of terms

•  Workflow –  Ac=vi=es and tasks –  Task details

•  Inputs, outputs, roles & du=es, tool & data specs and procedures

•  Controls –  Control objec=ves, metrics,

policies and governance tasks •  Specifica=ons

–  States & triggers, tool & data specifica=ons and no=fica=ons


Process Design Ar=facts



What are the key ac=vi=es of a Process Design project?


Process Design & Implementa=on


• Business requirements • Roles & responsibili=es • Ac=vi=es & tasks • Controls & metrics • And more…

• Tool and data Requirements

•  Integra=on • User interface • Use cases • And more

• Training plan • Role based training • Tool training • Ongoing cer=fica=on • Work instruc=ons & procedures

Design Deploy Develop


Process Design Project

1.0 IniLaLon

2.0 Discovery

3.0 Process Design

4.0 Technical Design

5.0 Build

6.0 Test

7.0 Rollout

Work Breakdown

Approach & Deliverables AcLvity Approach Deliverables

IniLaLon

Various mee=ngs and planning sessions. Kickoff mee=ng with senior management in aMendance held live, broadcast via WebEx

and recorded

•  Approved Statement of Work / Project Charter •  Resources iden=fied and scheduled •  Project kickoff presenta=on created & delivered to

all stakeholders •  Project repor=ng and signoff criteria documented •  Status mee=ngs and post project review scheduled

Discovery

Combina=on of online ques=onnaires, interviews, workshops, along with a thorough review of background materials including current systems, documenta=on and other

exis=ng process

•  A stakeholder analysis •  An inventory of current prac=ces, documenta=on

and suppor=ng tools •  An evalua=on of current process with specific

recommenda=ons for improvement (people, process and technology)

•  Quick wins

Process Design

A combina=on of process design workshops (up to 10) and valida=on workshops (2) to design a process that meets the needs of

your organiza=on.

Process documenta=on that includes: •  Descrip=on, goals and objec=ves •  Inputs, outputs, controls, policies and metrics •  Ac=vi=es and tasks •  Detailed process flows, RACI diagrams and other

ar=facts to effec=vely communicate the process



Technical Design

A combina=on of technical design workshops (up to 16) and valida=on workshops (4) to

design and develop a set of technical specifica=ons in support of tool

implementa=on and process automa=on.

Technical design document that includes: •  Tool and data specifica=ons down to field types •  States, state transi=ons, triggers and state diagram •  No=fica=ons, message content and no=fica=on rules •  Screen design and layout recommenda=ons •  Integra=ons iden=fied

Build

Design review sessions (4). We will also conduct separate workshops (4) to develop the use cases needed for tes=ng. We also capture ‘screen shots” of the customized applica=on in order to develop role-‐based

user training.

•  Schedule / facilitate the design review sessions •  Documented feedback to the developers •  Oversight that the tool implementa=on is on-‐track

and is in adherence to the documented design •  Documented use cases and tes=ng scripts

Test

Assemble tes=ng team and assign test cases. Review test results and provide feedback to design team. Con=nue with the development

of training materials

•  Oversight and guidance throughout the tes=ng •  Role-‐based user training including PowerPoint slides

& student guide •  Documented training plan and schedule

Rollout

Conduct train-‐the-‐trainer sessions, schedule and conduct training. Collect user feedback and modify training accordingly. Record

training for offline delivery.

•  Schedule training sessions •  Training delivery •  Recorded training content •  Training feedback and CSI



Technical Design

A combina=on of technical design workshops (up to 16) and valida=on workshops (4) to

design and develop a set of technical specifica=ons in support of tool

implementa=on and process automa=on.

Technical design document that includes: •  Tool and data specifica=ons down to field types •  States, state transi=ons, triggers and state diagram •  No=fica=ons, message content and no=fica=on rules •  Screen design and layout recommenda=ons •  Integra=ons iden=fied

Build

Design review sessions (4). We will also conduct separate workshops (4) to develop the use cases needed for tes=ng. We also capture ‘screen shots” of the customized applica=on in order to develop role-‐based

user training.

•  Schedule / facilitate the design review sessions •  Documented feedback to the developers •  Oversight that the tool implementa=on is on-‐track

and is in adherence to the documented design •  Documented use cases and tes=ng scripts

Test

Assemble tes=ng team and assign test cases. Review test results and provide feedback to design team. Con=nue with the development

of training materials

•  Oversight and guidance throughout the tes=ng •  Role-‐based user training including PowerPoint slides

& student guide •  Documented training plan and schedule

Rollout

Conduct train-‐the-‐trainer sessions, schedule and conduct training. Collect user feedback and modify training accordingly. Record

training for offline delivery.

•  Schedule training sessions •  Training delivery •  Recorded training content •  Training feedback and CSI


Project Plan


Approximately 18 weeks from ini=a=on to an implemented process


Who needs to be involved in a Process Design project?


Don’t try this on your own •  Processes built in a vacuum, in

isola=on, will not get adop=on

•  People need to understand “why”

•  Do you understand your stakeholders requirements?

•  Are you actually making things beMer for people?

•  Balance consensus with gewng things done


Who Needs to be Involved?


Core Team

S.M.E.’s

Stakeholders

Steering CommiMee

Key Roles •  Process Owner

•  Process Manager

•  Process Prac==oners

•  Subject MaMer Experts

•  Process Champion (project manager)

•  Process Design Team Lead

•  Organiza=on Change Lead

•  Other management stakeholders

44 June 2013 Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal


What techniques should be employed in process design?


Design -‐ Don’t start from scratch

•  What are you doing today from a process perspec=ve?

•  Are there templates or standards you can leverage?

•  What is being employed in other areas of your organiza=on?

•  Can you leverage other programs (ISO, Six Sigma…)


Where do I start?


IT Service Capability Maturity Model

(ITSCMM)

Ra=onal Unified Process (RUP)

Capability Maturity Model (CMM) Capability Maturity Model Integra=on (CMMI)

Personal Soxware Process (PSP) Team Soxware Process (TSP)

6 Sigma

IT Infrastructure Library

(ITIL)

Copyright 2013, Navvia -‐ A Division of Consul=ng-‐Portal

Where do I start?

ITIL 6 Sigma6 Sigma

Best Prac=ces Con=nuous Improvement Measure and Audit

Elements of each can be used to build your ITSM program

June 2013 48

Best prac=ces, by their very nature, are absent of your company's organiza=on, business, cultural and technology requirements

To realize the full benefits, organiza=ons must re-‐introduce their own reality


Remember This?



23 Symbols

BPMN 2.0 OLD PLASTIC STENCIL

100+ Symbols

When designing a process flow…



Can you tell the difference?

More importantly, can your business users tell the difference?

Keep the diagrams simple!


Remember your audience…less is more!


What is the rela=onship of process to technology?


“It’s seldom the tool that’s the problem”


Mapping Process to the Tool


Don’t be a technophobe •  “Out of the box” doesn’t work

for everyone

•  Map business outcomes to tool and data requirements

•  Iden=fy the mandatory fields, define pick lists, figure out the triggers

•  Make sure you are capturing the right data to produce metrics


Detailed requirements


Don’t forget to validate •  Itera=ve process design

•  Use of “show & tell” sessions

•  Watch out for scope creep

•  Validate oxen and get sign off against requirements

•  Be wary of “I didn’t agree to that…”



What’s required to roll out your process?


Remember to educate •  Training fosters adop=on of

the processes

•  Build an educa=on curriculum and plan that addresses all your stakeholders

•  Consider various training formats from CBT to instructor led

•  Consider using people involved in the process to do the training


Typical training and courses •  Awareness and introductory

training •  Founda=onal training •  Advanced process training

for SME’s •  Roles based training on the

processes and tools •  Advanced tool training for

administrators and developers



How do you ensure the ongoing health of your process?



We have plenty of metrics – nobody looks at them…

…That is the auditors job, they’ll tell us what's wrong

…Not our culture to hold people accountable

People never respond to requests, keep having to chase them…

…Not sure what the value is

…We don’t have =me for that, overly bureaucra=c

Governance Remains Weak


Only 28% of respondents have implemented / enforce governance, compared to 28.4% in 2011

!Source: 2012 ITSM Industry Survey

Why ITSM Governance?

•  Maximize value from the organiza=ons significant investment in IT

•  Support complex regulatory requirements –  Sarbanes-‐Oxley, Basel-‐II

•  Third party cer=fica=ons –  ISO20000, SAS70…

•  Con=nual Service Improvement


ITSM Governance Frameworks •  ITIL version 3

–  Provides guidance on the processes

•  COBIT version 4.1

–  Widely accepted by the IT audit community

–  Defines controls, processes and audit tests (evidence)

•  ISO20000

–  Defines a standard for a Service Management System


Our experience shows that the best approach is to use a combina6on of frameworks for ITSM governance

ITSM Governance Roles •  Prescrip6ve role assigns

authority and accountability •  Audit role reports on

compliance to process owners, execu=ves and directors

•  Coordina6on role assigns and coordinates the governance tasks

•  Monitor role tracks governance repor=ng for the audit role

•  User/Provider roles execute the governance tasks


An ITSM “Program Office” or “Governance Board” is the ideal place to center your

governance ac6vi6es

An ITSM Governance Approach

EVIDENCE

TASKS

CONTROLS

PROCESS CHANGE MANAGEMENT

AI6.1 STANDARDS & PROCEDURES

AI6.2 ASSESSMENT & AUTHORIZATION

AI6.3 EMERGENCY CHANGES

Task 1 Provide Evidence of Change Mgmt. System

Emergency Change Categories

Emergency Change Reports

Task 2 Provide Evidence of Emergency Change

Handling

Documented Emergency Procedures

Review of Emergency Changes

AI6.4 TRACKING AND REPORTING

AI6.5 CHANGE CLOSURE

& DOC


ITSM Governance & Service Delivery


Actual Service Levels

Desired Service Levels

�  Ungoverned processes “wear down” over =me

�  The result is service variability versus consistency

�  More effort to manage / less customer sa=sfac=on

Governance and CSI


Assess Design & Govern

ITSM Governance & Service Delivery

Ask yourself…are we gewng value from our ITSM ini=a=ve?

•  Resolving incidents quicker?

•  Gewng to the root cause of problems?

•  Puwng reliable businesses services into produc=on faster?

•  Mi=ga=ng the risk of changes?

•  Are our customers gewng the service they require?


Achieving ITSM Governance

•  Define your processes •  Iden=fy the Control Objec=ves

•  Assign Accountability for Control Objec=ves

•  Require evidence of compliance

•  Measure and report on process compliance


Related Reading


Defines the standard for a Service Management System

(part 1&2)

Guidance for Service Managers on the Use of COBIT to support ITIL &

ISO/IEC 20000

How to use COBIT Controls to support ISO/

IEC 20000

How to use COBIT Controls to support ITIL

V3

hMp://www.itgovernance.co.uk/ hMp://www.isaca.org/ hMp://www.isaca.org/ hMp://www.isaca.org/

ISO/IEC 20000 COBIT to ISO/IEC 20000 COBIT User Guide COBIT to ITIL V3


Session Wrap-‐up

Summary


ITSM�Success�

Market � Assess�

Design � Govern �

Thank You!!David Mainville

[email protected]

TwiMer: @mainville

navvia.com/resources


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