drive Introduction to an ITSM Business Plan

Transcription

1 drive Introduction to an ITSM Business Plan Tore Brynaa Business Solution Manager, BMC Software 1

2 What can be a business plan? A desired goal or set of goals What cannot be a business plan? We want to implement ITIL because it is best practice Example: Our reason for replacing our current helpdesk is that we wish to implement ITIL. (SO WHAT?!?) We wish to cut costs, therefore we implement ITIL. In order to implement ITIL, we describe the solution as follows: Current state: multiple Helpdesks lead to high costs and low end user satisfaction Future state: single Servicedesk gives lower costs and better coordination, which in return gives less waiting and higher end user satisfaction The value is expected to be: -> 20% increase in end user satisfaction -> 25% reduction in servicedesk costs (people, licenses, and maintenance fees) -> 30% less downtime due to better coordination between departments 2

3 Why make a Business Plan? A business plan is supposed to explain the reason(s) for major change in processes or technology Reasons for changes: Legal requirements Demands from market / business partners Competitive advantages Cut costs Move resources from Operations to Continous Improvement Improve internal or external Satisfaction 3

4 What are Metrics Keys to tracking of success and areas of improvement Numbers Percentages Time Money Measurable Actionable Easy to communicate 4

5 Example Metrics & Goals Reduce IT Costs by improving staff efficiency by up to 30% Manage Risk by automating controls & processes to meet compliance requirements Improve Availability by cutting downtime by 75% or more Increase Business Impact by rolling out new services up to 50% faster Improve Quality of Service by decreasing service-impacting events by 35% Provide Transparency by gaining 100% visibility into IT spend Enable Virtualization by reducing effort by up to 90% 5

6 BMC: Success Summary Solution Area Infrastructure Information (CMDB) and Change Management Business Services Affected Potentially all critical systems could be affected by changes that are made without impact knowledge Savings saving over $1 M in support costs Solution Area Asset Management & Discovery Business Services Affected Application Management, Security Savings Decreased down systems by 85 percent; Patch installation to more than 12,000 hosts with only 60 minutes work Solution Area Infrastructure & Application Management Business Services Affected Application Management Savings Environment monitoring four full-time people to one. Solution Area Incident & Problem Management Business Services Affected Solution Support Savings (1) reduced the response to an alert from as much as 2 hours to five minutes; (2) decreased system generated incident ticket volumes from approximately 1,500 to 800 a month. 6

7 Two Approaches Plan by Discipline Focus on one silo, optimize Easy, fast results Limited scope Plan for the organization Focus on general issues Break down into disciplines Requires coordination (can be hard) Ongoing improvements 7

8 Disciplines Incident Management Problem Management Service Desk Configuration Management Change Management Release Management Operations Management Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management Security Management ITSM/CMDB 8

9 Related Disciplines are Interesting Relations Incidents come from: End users Systems /events Reduce incidents (short) Self service Better filtering Reduce incidents (long) 9 Standardization Better SW distribution Better Change Control Intelligent monitoring

10 Don t sit in a silo Value Cross organizational implementation with defined service strategy Suite implemented by multiple Silos Product/License/Service Focus Product/License Focus Time 10

11 Incident Management Silo Direct Impact: Incidents handled by 1st level (%) Average call time with no escalation (minutes) Incidents incorrectly assigned (%) Incidents resolved within target time (%) Average time for for 2nd level to respond Average time to resolve incidents (minutes) Incidents reassigned (number) Calls bypassed (%) Customer satisfaction (satisfaction score) Calls that are service requests (%) Incidents resolved on 1st call (%) Incidents proactively resolved (%) 11

12 Cross-silo impact on Incident Management Impact from other silos on Incidents: Self Service (reduces # of calls) Discovery (reduces resolution time) Inventory (reduces resolution time) CMDB (reduces resolution time) Problem (reduces # of calls) Change Management (reduces # of incidents) Service Level Management (prioritization) 12

13 drive Workshop Take out your hand-outs

14 Why make a Business Plan? The Business Plan should Describe current situation and the negative consequences Describe the desired future situation and the future benefits Function as communication vehicle across departments Use Metrics = Calculate the values/improvements (including what-if-scenarios, depreciation, ROI) 14

15 Workshop: Building a business Plan 15

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17 One Silo affects the other 17

18 Disciplin focused Plan 18

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20 Outstanding Questions? How to choose which discipline to start with? How to make your manager see the importance and invest? How much should you involve other departments? How do you involve the other departments? 20

21 Thank You Tore Brynaa Business Solution Manager, BMC Software 21