SESSION 304 Wednesday, November 2, 3:00 PM - 4:00 PM Track: Improving Service Management

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1 SESSION 304 Wednesday, vember 2, 3:00 PM - 4:00 PM Track: Improving Service Management Improving Service Management Through Process Integration Troy White CEO,Heights Global Tech troy@heightsglobaltech.com Session Description Service management won t be successful if the roles for handling different processes aren t clearly defined, if communication across different process areas aren t clear, or if each process don t have escalation protocols, resource requirements, or reporting. This session will demonstrate how to ensure that routine, high-impact, and critical incidents are methodically and systematically handled and coordinated through the ITSM incident, problem, and service continuity processes. (Experience Level: Advanced) Speaker Background Troy White, CEO of Heights Global Tech is a results-driven professional in the IT Service Management industry.through years of experience in developing cross-cutting and innovative solutions, he has systemically implemented solutions designed to enhance service delivery and increase productivity. He constantly seeks creative ways to accomplish such goals while maintaining a delicate balance between service and cost efficiency. He is an effective communicator with strong analytical and problem-solving skills.

2 Improving Service Management Through Process Integration Troy White

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4 Identified Gaps Processes were managed differently throughout the organization All high impact incidents (those that have an impact but are not emergency or have institutional impact) were handled as critical Roles for handling different processes were not clearly defined and designated Escalation, Management and Communications across different process areas were not clear What is the Outcome? Streamlined activities for handling, escalation, communication and response to incidents Improved service support and service delivery to customers More effective governance, time tracking, project management, cost management, staff utilization and resource allocation Less time spent finding templates and researching how to do things

5 Change Starts From the Top Top Down Management Bottom Up Management Investments

6 Gaps in Processes Identification All Routine Events Events Impacting several Users/ Critical Business Systems Events lasting 2+ hrs or impacting 2+ Mission Critical systems Roles/Responsibility Incident Manager - Emergency Management Commander Priority & Classification Driver Incident Management Process - Emergency Management Team Process Manage Support Centers Problem Management Emergency Management Team Manager Communications Escalation Separate DLs Comms. Protocol Escalation to 2 nd Tier/ Problem Management - - Different Set of DLs and Comms. Protocol Emergency Management Team Gaps or Ad-hoc Tracking / Reporting KPI Reports Uses Remedy - Post Incident Reports Uses SharePoint Routine Incidents High Impact Incidents Service Continuity (Critical Incidents) 9

7 Routine Incidents Start of Incident Event Restoration of Service High Impact? Service Manager is informed of Incident Service Manager Conducts initial Assessment Resolve Incident Refer Incident to Tier2 Restoration of Service within 30 min A Resolve Incident

8 High Impact Incidents (Problem) Start of High Impact Event A Initial Assessment by Support Teams Service Manager Coordinates Mobilize Resources Contained or service restored Resolve Problem Inform Leadership Team/Support Teams Consult Emergency Management Team(EMT) IT-wide Communication is sent B Conduct Post Mortem Submit Post Mortem to Leadership Team Start of Emergency Event Critical Incidents (Major) B EMT Commander Takes over Inform Company EMT Communicate Companywide Contained or Service Restored Periodic Communication of Status Contained or Service Restored Resolve Problem Periodic Communication of Status Contained or Service Restored Resolve Problem Conduct Post Mortem Conduct Post Mortem Submit Post Mortem to Leadership Team Submit Post Mortem to Leadership Team

9 ITSM Framework RACI Incident Type Routine Incident Routine Incidents are events that cause a temporary disruption to the production environment. Support Centers Service Manager IT Directors IT Emergency Management Team CIO Organization s Emergency Management Team R= Responsible A= Accountable C= Consulted I= Informed Communications Team R A High Impact Incident A High Impact Incident are events that impact multiple users (but not Bank-wide), two or less systems or services, or cuts across more than one service delivery team. I R/A I - I - C Critical Event A Critical Incident or Emergency Event is defined as a critical operational or information security event that impacts IT ability to provide services to clients across and outside the organization I A R A C I C Post Mortem Reporting Service Failure Analysis (SFA): An Activity that identifies underlying causes of one or more IT Service interruptions. SFA identifies opportunities to improve the IT Service Provider's Processes and tools, and not just the IT Infrastructure. SFA is a time constrained, project-like activity, rather than an ongoing process of analysis. Root Cause Analysis (RCA): An Activity that identifies the Root Cause of an Incident or Problem. RCA typically concentrates on IT infrastructure failures. Business Impact Analysis (BIA): BIA is the Activity in Business Continuity Management that identifies Vital Business Functions and their dependencies. These dependencies may include Suppliers, people, other Business Processes, IT Services etc. BIA defines the recovery requirements for IT Services. These requirements include Recovery Time Objectives, Recovery Point Objectives and minimum Service Level Targets for each IT Service.

10 Example of Post Mortem Report What was designed Identification All Routine Events High Impact Incident Criteria Events lasting 2+ hrs or 2+ Mission Critical systems Roles/Responsibility Incident Manager Service Manager/ Designated Incident Manager(DIM) Emergency Management Team Commander Priority & Classification Driver Incident Management Process High Impact Incident Process Emergency Management Team Process Manage Support Centers Problem Management Emergency Management Team Manager Communications Client Services Communication Protocols High Impact Incident Communication Protocols Emergency Management Team Communication Protocols Escalation Escalation to 2 nd Tier/Service Manager/ Problem Management Emergency Management Team CIO Tracking / Reporting KPI Reports Uses Remedy Root Cause Analysis and Post Mortem Reports Problem Ticket Post Incident Reports Post Mortem Reports Routine Incidents High Impact Incidents (Problem) 18 Service Continuity (Critical Incidents)

11 Drive the Change from Top Down New and Improved Framework

12 Challenges Staff reluctant to Change Fund/Reallocate the new roles and responsibilities Finalizing a process that ALL can agree on Capturing success of the change Training staff regardless of location Vendor Management involved Incidents Conclusion Intangible Improvements: Improved communication and staff collaboration Better-quality reporting and documentation of resolutions Creation of a process mapping to regularly measure and review performance compared to old processes Tangible Improvements: Optimize IT resource utilization saving $100k Reduce mean time to resolve high impact incidents by 1.5 hour and critical incidents by 2 hours

13 Out of clutter, find simplicity. Albert Einstein Thank you for attending this session. Please don t forget to complete an evaluation for this session! Evaluation forms can be completed electronically on the FUSION 16 Conference App.