The ITIL First Aid Kit

Transcription

1 The ITIL Essential information for professionals and organizations using ITIL

2 Value

3 The ITIL is an essential toolkit for the effective utilization of IT Infrastructure Library (ITIL ) in any organization. However, it does not provide any one-size-fits-all solutions or formulae that ensure a successful IT Service Management (ITSM) implementation. This kit is meant as guidance to provide you with areas of attention and possible strategies to include in your program approach. Each organization is different, and your program needs to be unique to your organizational needs and business drivers. The kit provides essential ITIL program approaches to support you when you need them the most. In every ITSM program emergency, think of this kit before looking elsewhere. Copyrights: The information contained in this classroom material is subject to change without notice. This material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V. Copyright 2007 by ITpreneurs Nederland B.V. All rights reserved. Crown Copyright 2007 Reproduced under license from OGC. ITIL Glossaries/Acronyms Crown Copyright Office of Government Commerce. Reproduced with the permission of the Controller of HMSO and the Office of Government Commerce. ITIL is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and is Registered in the U.S. Patent and Trademark Office. ITIL V3 - Published for the Office of Government Commerce under license from the Controller of Her Majesty s Stationery Office Crown Copyright The Need to Deliver Value Information, previously a supporting element, has become the basis for value itself. In addition, informationbased services are changing and evolving at a rapid rate. Capabilities and resources in the management of IT and services are no longer perceived as merely operational concern for detail. They are the basis for creating value, for competition, and for distinctive performance. IT organizations require a keen sense of the nature and dynamics of services as a means for providing value to customers. It is important for IT organizations to review their positions and to clearly understand how they provide differentiated market value to their customers. A well-managed IT organization can act like a business within a business and deliver value that meets or exceeds other commercial alternatives. For this reason, concepts such as utility, warranty, market spaces, and portfolios are introduced in the Service Strategy processes within the Service Lifecycle. Ensure Value Creation by Asking Source: Service Strategy - OGC, 2007 What services should we offer and to whom? How do we differentiate ourselves from competing alternatives? How do we truly create value for our customers? How do we capture value for our stakeholders? How can we make a case for strategic investments? How can Financial Management provide visibility and control over value creation? How should we define service quality? How do we choose between different paths for improving service quality? How do we efficiently allocate resources across a portfolio of services? How do we resolve conflicting demands for shared resources? Service Strategy is your main body of reference to assist with structuring the flow of and answering these key questions. Source: Service Strategy - OGC,

4 Multiple Views of IT VIEW VISUALIZATION VERNACULAR Our billing system is IT-enabled IT / Component Components of systems and processes We use it to improve interactions with our customers through self service terminals at key locations. IT touches every part of our business. Without appropriate controls that in itself is a risk. IT / Organization Internal Unit function of the enterprise or commercial service providers Our IT is headed by a CIO of tremendous experience in the transportation industry Our heavily centralized IT suits our business model which more than anything requires stability and control over business operators. IT does not understand the nature of our business. Much is lost in translation. IT / Service Type of shared service utilized by business units I haven t been able to access the internet since yesterday. when do you expect the service to be restored? Our remore access service is very secure but it is also very difficult to set up and use. We decided not to use our own enterprise applications for administrative functions. We are better off utilizing IT services provided to us under a commercial contract. IT / Asset Capabilities and resources that provide a dependable stream of benefits It is the core of our business process. We use IT to create value for customers. It is part of our core production process. Our IT investments are like Costs of Goods Sold (COGS). They are direct costs not overheads. IT is our business. Source: Service Strategy - OGC,

5 People

6 Management of Change (MOC) Aspects of managing the cultural/behavioral Change experienced with the implementation of ITIL processes need to be identified and controlled. This Change is mainly the shift from being an IT-centric organization to becoming a customer-focused organization. Less emphasis is placed on individual IT units performing well in isolation than on one where each IT unit needs to understand its part in delivering service to the end user and in being accountable for its performance in the supply chain. A formal ITSM program approach is used to manage these elements of cultural change, with specific emphasis placed on the development of awareness campaigns aimed at all target audiences IT Management, IT staff, and customers and strong communications planning. It is important to note that the most successful ITSM programs are those that focus on attaining corporate objectives. Indeed, the sooner you can drop the project name ITSM or ITIL program and align this work to support a set of corporate initiatives, the more successful the implementation will be. The 4 Ps PEOPLE PROCESSES PARTNERS PRODUCTS Many designs, plans, and projects fail because of a lack of preparation and management. The implementation of ITSM as a practice is about preparing and planning for the effective and efficient use of the 4 Ps. This approach is critical when designing your ITSM program, for correctly focusing on clarity of communication and ensuring a culture that supports and rewards process adherence through changed behaviors. It is especially important to focus on the People aspect of the 4 Ps because this is where your Change effort will succeed or fail; after all, it is people who run our businesses. 6

7 Eight Steps to Transform Your Organization John P. Kotter of the Harvard Business School introduced this approach to manage change within an organization. This approach has proven successful over the years and can be helpful when designing the management of change into your ITSM program. 1. Establish a Sense of Urgency o Examine market and competitive realities o Identify and discuss crises, potential crises, or major opportunities 2. Form a Powerful Guiding Coalition o Assemble a group with enough power to lead the change effort o Encourage the group to work as a team 3. Create a Vision o Create a vision to help direct the change effort o Develop strategies for achieving that vision 4. Communicate the Vision o Use every vehicle possible to communicate the new vision and strategies o Teach new behaviors by the example of the guiding coalition 5. Empower Others to Act on the Vision o Remove obstacles to change o Change systems or structures that seriously undermine the vision o Encourage risk taking and nontraditional ideas, activities, and actions 6. Plan for and Create Short-Term Wins o Plan for visible performance improvements o Create those improvements o Recognize and reward employees involved in the improvements 7. Consolidate Improvements and Produce More Change o Use increased credibility to change systems, structures, and policies that don t fit the vision o Hire, promote, and develop employees who can implement the vision o Reinvigorate the process with new projects, themes, and change agents 8. Institutionalize New Approaches o Articulate the connections between the new behaviors and organizational success o Develop the means to ensure leadership development and succession Source: Leading Change - John P. Kotter

8 Pitfalls when Attempting to Change the Organization The ITIL In his book, Leading Change, Kotter identifies the errors observed when undertaking Change initiatives in practice. Make sure that you plan to mitigate these risks in your ITSM program. 1. Writing a memo instead of lighting a fire At least half of failed change efforts bungle the first critical step establishing a sense of urgency. 2. Talking too much and saying too little Most leaders under-communicate their change vision by a factor of 10 (or 100 or even 1,000!). In addition, the efforts they make to convey their message are typically of the least convincing variety: speeches and memos. 3. Declaring victory before the war is over When a project is completed or an initial goal met, it is tempting to congratulate all involved and proclaim the advent of a new era. While it is important to celebrate results along the way, kidding yourself or others about the difficulty and duration of organizational transformation can be catastrophic. Celebrating incremental improvements is a great way to mark progress and sustain commitment, but don t forget how much work is still to come. 4. Looking for villains in all the wrong places The perception that large organizations are filled with recalcitrant middle managers who resist all change is not only unfair, but also untrue. In professional service organizations, and in most organizations with an educated workforce, people at every level are engaged in change processes. Often, it s the middle level that brings issues to the attention of the senior executives. 5. Lack of focus on short-term wins To maintain momentum and sustain funding and support, it is important to deliver on short-term wins and to communicate these wins to all stakeholders in the program. LONG-TERM PROGRAM CHALLENGES Changes in sponsorship/leadership Changes in team Change in business (mergers, acquisitions, and so on) Temporary Changes in economic fortunes Poorly articulated project strategy Initial excitement based on a desired result without investing in the necessary, underpinning processes Wishful thinking on timeframes, meaning not enough planning for the longer term (scenarios/phases) Wrong emphasis on tools at the wrong time Inadequate focus on the human element 8

9 The Value of Training Two critical success factors within an ITSM program are communication and training. A well-thought-out ITIL training strategy and plan play a key role in successful ITSM programs. TYPICAL APPROACH RECOMMENDED APPROACH NUMBER OF STAFF INVOLVED $ FOUNDATION SERVICE MANAGERS / ADVANCED NUMBER OF STAFF INVOLVED SIMULATION FOUNDATION MOBILIZATION WORKSHOP SIMULATION PRACTITIONERS / INTERMEDIATE PROJECT LIFECYCLE ISO/IEC SERVICE MANAGERS / ADVANCED TIME Source: Alan Nance TIME Source: Alan Nance TYPICAL APPROACH TO TRAINING Typically, a high number of staff is initially trained in Foundations, along with some Service Manager / Advanced level training. Most of the training budget is spent upfront, with little left to sustain change throughout the program. This is a concern as most courses represent a significant investment to the company and there is a risk of having the wrong people trained before major organizational decisions are complete.. RECOMMENDED APPROACH TO TRAINING This approach will sustain involvement over the length of the program, will maximize education spend and ensure that training is delivered on a just-in-time (JIT) basis. The approach begins with a simulation. Simulations are valued for their ability to touch people at a feeling level, to firmly anchor the requirement for change. I hear and I forget, I see and I remember, I do and I understand. - Confucius, 600 BC Simulation is then best followed by a core Foundation training as a level-set. This basic training is then best followed with a Mobilization workshop as part of your overall training strategy. Introducing a Mobilization Workshop as the next step in your training strategy is intended to further enhance the Management of Change effectiveness. Mobilization provides a focused workshop for the key stakeholders, where they assess their current ITSM environment and agree via group consensus on the need for change, emerging with a strong team commitment to and ownership of the ongoing program activities. The remainder of the training plan over the Lifecycle of the program should be designed as role-based (once the new process roles have been assigned), with proper funding over time, and should include a strategy for training new employees entering into the process-based organization. 9

10 Factors to Consider in Your Training Strategy Corporate geography, time zones, and shifts Budget JIT training Role-based training Overall program approach and objectives Formal certification training AND customized training, for example, ITIL 101 s (basic) process/product training unique to the organization A Winning Program Strategy Respect the cultural/behavioral management of change mobilize early and focus on quick wins. The most successful ITSM programs are those that are not called ITSM programs. Introduce formal training and communication planning. 10

11 Principles

12 Services A means of delivering value to customers by facilitating the outcomes that the customers want to achieve without the ownership of specific costs and risks. THE DIFFERENCES PRODUCT Tangible Produced first, sold afterwards A product can be involved in one or more services Perceived as an end-to-end service Performance measured in IT-technical terms Mostly defined in IT terms Directly supporting the services SERVICE Tangible (products) / Intangible (activities) Sold first, developed afterwards A service is compiled from mostly more products Perceived as an end-to-end service Performance measured at the customer interface Defined in the customer s language Directly supporting the business processes 12

13 STORE INFORMATION STORE WHAT? STORE FILES STORAGE SERVICE SERVICE STORE HOW? STORE EQUIPMENT ONLINE DATABASE PORTABLE DEVICES Source: Service Strategy - OGC, 2007 SECURE CABINETS PRODUCTS Processes - What Are We Talking About? Processes are routines: To organize the work as efficiently and effectively as possible. To prevent reinventing the wheel. To measure and improve. Benefits of Process Management: Provide clarity to the business about what IT does. Impose organizational discipline. Define organizational boundaries and roles. Support continuous improvement. Processes can be audited and improved. 13

14 What Is a Process? It is a set of activities in a logical order that transfers input into output, to achieve an objective for a customer. DATA, INFORMATION AND KNOWLEDGE PROCESS DESIRED OUTCOME SUPPLIERS ACTIVITY 1 ACTIVITY 2 ACTIVITY 3 CUSTOMER SERVICE CONTROL AND QUALITY TRIGGER Source: Service Strategy - OGC, 2007 CHARACTERISTICS OF A PROCESS Are measurable Have specific results Have customers and/or stakeholders Consist of a number of successive activities Have a clear start and end, as well as input and output Are repeatable Provide value for the organization/ stakeholders Respond to specific events while a process may be ongoing or iterative, it should be traceable to a specific trigger 14

15 CHARACTERISTICS OF A PROCESS ACCORDING TO ITIL MEASURABLE Performance driven Cost, quality, duration, productivity, and so on SPECIFIC RESULTS Delivery of a specific result Individually identifiable and countable CUSTOMERS Result delivery to a customer or stakeholder Could be internal or external Meeting customer expectations RESPOND TO A SPECIFIC EVENT Traceable to a specific trigger Each previous activity delivers value to the following activity in the process; otherwise this activity should be eliminated. CRITICAL SUCCESS FACTORS IN PROCESS MANAGEMENT DESIGN AND IMPLEMENTATION Kick off an improvement initiative or process design workshop with the processes that are clearly defined already Some room to alter these processes must be allowed to facilitate Change acceptance. Ensure that the processes are detailed at the right levels. An overly detailed process description will limit the flexibility required to customize the process for the organization. Start process design activities with a clear vision and specific objectives. Delegate the process tasks, responsibilities, and process ownership to people with the right level of skills, knowledge, and authority. Ensure the correct positions of the Process Owners as required uniquely by the organization. Consider a mix with Process Managers, as appropriate. Demonstrate management commitment. Demonstrate strong training, communication, and awareness campaigns. 15

16 PROCESS IMPLEMENTATION APPROACH While it is important to note that there is no one-size-fits-all formula for process implementation, here are a set of steps that can be considered when designing your program. Remember, when you start with implementing processes, you are also changing the way people are used to working. Normally, people will resist Change, so it is important to also consider your MOC approach, such as Kotter s 8 steps for Change, as part of your overall process design/improvement activities within your ITSM program. 1. Define the vision: Why you want to work with processes, what is to be achieved, what is the relationship with the company s strategy, and what are the business requirements remember that Process Management is not a goal by itself. 2. Define the objectives: Ensure that you use SMART (Specific, Measureable, Achievable, Realistic, and Timely) as an approach to define measureable objectives in line with the company s strategy and vision. 3. Identify the processes: Decide which processes are in scope. 4. Define the format of the processes: Processes should be defined using a standard template for creating a high level of acceptance, reorganization, and availability see Appendix C in Service Design OGC, 2007 for more details. 5. Design and document the processes: Involve the key stakeholders in the organization to help prevent resistance to Change and to build a strong crew of Change agents. 6. Implement the processes: Activate the processes according to the defined descriptions. 7. Audit the processes: Audit the processes periodically to ensure compliance and adherence. 8. Measure the performance of the processes: Based on defined Key Performance Indicators (KPIs), the processes can be measured for efficiency and effectiveness in support of further improvement over time. Functions and Roles Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services. The capabilities take the form of functions and processes for managing services over a Lifecycle, with specialization in strategy, design, transition, operation, and continual improvement. DIFFERENCE BETWEEN FUNCTIONS AND ROLES It is important to understand the difference between a formal function within an organization and the process roles that the function is expected to perform. A formal function may fulfill more than one specific Service Management role and conduct activities relating to more than one process. For example, a formal function Network Administrator may be Responsible for performing Incident Management as well as Capacity Management activities. Although the Network Administrator may report to a functional line manager, the network administrator, is also responsible for performing activities for the Service Desk Manager, the Incident Management Process Owner and the Capacity Management Process Owner. 16

17 Functions Are units of organizations specialized to perform specific types of work and be responsible for specific outcomes. Are self-contained, with the capabilities and resources necessary for their performance and outcomes. Have their own body of knowledge, accumulated through experience. Provide structure and stability to organizations. Typically define roles and the associated authorities and responsibilities for a specific performance and outcome. Tend to optimize work methods locally to focus on assigned outcomes. Poor coordination between functions, combined with an inward focus, leads to functional silos that hinder the alignment and feedback critical to the success of the organization as a whole. Well-defined processes can improve productivity within and across functions. Roles Source: Service Operation - OGC, 2007 A set of responsibilities defined in a process and assigned to a person or team. One person or team may have multiple roles, for example, the roles of Configuration Manager and Change Manager can be performed by one person. ROLE Process Owner Process Manager Service Owner RESPONSIBILITY Is accountable for the overall quality of the process and oversees the management of and compliance with the processes, procedures, data models, policies, and technology associated with the IT business process. Is responsible for the Operational Management of a process. There may be several Process Managers for one process, for example, regional or departmental Change Managers or IT Service Continuity Managers for each data center. Is accountable for the delivery of a specific service, regardless of where the underpinning technology components, processes, or professional capabilities reside. 17

18 RACI RACI is an authority model used to help define roles and responsibilities. R A C I RESPONSIBLE ACCOUNTABLE CONSULTED INFORMED the person or people responsible for getting the job done only one person can be accountable for each task the people who are consulted and whose opinions are required the people who are kept up-to-date on progress Whether RACI or some other tool or model is used, the important thing is to not just leave the assignment of responsibilities to chance or leave it to the last minute to decide. Conflicts can be avoided and decisions can be made quickly if the roles are allocated in advance. The authority or RACI matrix clarifies to all involved which activities they are expected to fulfill, and identifies any gaps in service delivery and responsibilities. The RACI matrix can also be used to assess and develop staffing models. BUILDING A RACI Identify the activities/ processes Identify/ Define the functional roles Conduct meetings and assign RACI codes Identify any gaps or overlaps for example, where there are two As or no As Distribute the chart and incorporate feedback Ensure that the assignments are activated in the organization Source: Service Design - OGC,

19 EXAMPLE RACI Director Service Management Service Level Management Problem Management Security Management Procurement Management ACTIVITY 1 AR C I I C ACTIVITY 2 A R C C C ACTIVITY 3 I A R I C ACTIVITY 4 I A R I ACTIVITY 5 I I A C I Source: Service Design - OGC, 2007 In the RACI model, only one person can be accountable for an activity while several people may be responsible for an activity or parts of an activity. In this model, accountable means end-to-end accountability for the process. Accountability should remain with the same person for all activities of a process. Source: Continual Service Improvement - OGC, 2007 CRITICAL SUCCESS FACTORS WITH RACI Having more than one person accountable for a process, meaning that, in practice, no one is accountable Delegation of responsibility or accountability without necessary authority Focusing on matching processes and activities with departments Incorrect division/combination of functions; conflicting agendas or goals Combination of responsibility for closely-related processes, such as Incident Management, Problem Management, Configuration Management, Change Management and Release Management Be aware of the time demands of each of the activities because the immediate activities will always take precedence over the more proactive activities. For example, combining Incident Management activities with Problem Management activities within the same function. Identify the gaps and remove the overlaps for the best approach to process efficiency and effectiveness. Source: Continual Service Improvement - OGC,

20 The Service Management Process Maturity Framework The ITIL The Service Management Process Maturity Framework (PMF) is the de facto standard for measuring the maturity of any process. It is important to create an original baseline when starting your ITSM program to answer the Where are we now? question posed in the Continual Service Improvement (CSI) model. The PMF can be used to assess this initial baseline. Because this approach is industry standard and has been in place for several years, it may be possible to assess your organization s maturity against industry benchmarks. However, be cautious in this approach because it may be difficult to find benchmarks that come significantly close to the unique characteristics of your organization. These benchmarks can be used to answer the Where do we want to be? question within the CSI model. Source: Continual Service Improvement - OGC, 2007 WHEN TO ASSESS? A way to think about assessment timing is in line with the Deming improvement Lifecycle. PLAN (Project Initiation) Assess the targeted processes at the start of process introduction to form the basis for a process improvement project. PLAN (Project Midstream) A check during process implementation or improvement activities serves as validation that process project objectives are being met and, most importantly, provides tangible evidence that benefits are being achieved from the investment of time and resources in process initiatives. DO/CHECK (Process in Place) At the end of a process project, it is important to validate the increased maturity of the process and the process organization because of the overall project. WHAT TO ASSESS? At the end of a process project, it is important to validate the increased maturity of the process and the process organization because of the overall project. Vision and steering Process People Technology Culture Source: Continual Service Improvement, OGC 20

21 The Process Maturity Framework (PMF) Vision and steering people Processes Technolgy Culture 1 INITIAL 2 REPEATABLE 3 DEFINED 4 MANAGED 5 OPTIMIZED Continual Service Improvement OGC, 2007 INITIAL (LEVEL 1) REPEATABLE (LEVEL 2) DEFINED (LEVEL 3) MANAGED (LEVEL 4) OPTIMIZING (LEVEL 5) The process has been recognized, but there is little or no Process Management activity. The process is assigned as no importance, resources, or focus within the organization. This level can also be described as ad hoc or occasionally even chaotic Continual Service Improvement OGC, 2007 The process has been recognized and is allocated little importance, resources, or focus within the operation. In general, activities related to the process are uncoordinated, irregular, without direction, or directed toward process effectiveness. The process has been recognized and is documented but there is no formal agreement, acceptance, or recognition of its role within the IT operation as a whole. However, the process has a process owner, formal objectives, and targets with allocated resources, and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference. The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed, and has become proactive, with documented, established interfaces and dependencies with other IT processes. The process has now been fully recognized and has strategic objectives and goals aligned with the overall strategic business and IT goals. These IT goals have now become institutionalized as part of everyday activities for everyone involved in the process. A selfcontained, continual process of improvement is established as part of the process, which is now developing a preemptive capability

22 Metrics Succeed with measurements One of the management trends of the past years is to work according to performance indicators. Organizations use performance indicators to check whether or not the ship is still going in the right direction. This is sometimes referred to as the organization s cockpit or dashboard. This approach to use metrics and measurements throughout the ITSM program answers the Did we get there? question posed in the CSI model. Why Measure? STRATEGY VISION TO VALIDATE FACTUAL EVIDENCE TO JUSTIFY YOUR MEASUREMENT NETWORK TO DIRECT TARGET AND METRICS TO INTERVENE CHANGED AND CORRECTIVE ACTION Continual Service Improvement OGC, 2007 It is important to link the creation and management of KPIs and metrics to the corporate vision, mission, goals, and objectives. ASK YOURSELF 1. What does the KPI really tell us about achieving the goal? 2. How easy is it to analyze the KPI and does the KPI support decision making? 3. How accurate and stable is the KPI? 4. At what frequency do we need to report on the KPI? 5. Who owns the KPI? 22

23 VISION MISSION GOALS OBJECTIVES CSF KPI METRICS MEASUREMENTS Continual Service Improvement OGC,

24 Continual Service Improvement Approach Metrics and measures using the 7-Step Improvement model from Continual Service Improvement. 7 IMPLEMENT CORRECTIVE ACTION IDENTIFY Vision and Strategy Tactical Goals Operational Goals 1 Should DEFINE What You Measure 2 Can DEFINE What You Measure GOAL 6 action PRESENT AND USE The information assessment summary plans and so on 3 GATHER THE DATA Who? How? When? 5 ANALYZE THE DATA Relations? 4 PROCESS THE DATA Frequency? Integrity of data? Trends? Format? According to plan? System? Targets met? Corrective action? Accuracy? Source: Continual Service Improvement OGC,

25 Goals, Questions, and Metrics Approach The goals, questions, and metrics (GQM) paradigm (Basili 1980s) stands the test of time as an approach to assist with identifying metrics. GOAL Reduce the business impact of IT outages and user-experienced problems. QUESTIONS Which services impact the business the most? According to whom? What is the current impact of outages to these business services? What are the reasons for these outages? What are the major perceived problems according to users? How can we reduce the amount and duration of these outages and problems? Where can we gain the most success or quick wins? METRICS Current Incident volume, outage time, and reasons for key IT service outages Identified problems causing multiple outages Changes carried out to rectify problems Incident volume/outage time following Changes Source: Planning to Implement Service Management OGC,

26 Balanced Scorecard Approach In early 1992, Kaplan and Norton first introduced the idea of a Balanced Scorecard in the Harvard Business Review. Since then, many organizations have used this approach to measure initiative success against corporate strategy. FINANCIAL As customers, how do we view the cost of IT provisions? Understanding IT costs to the business Ability to control IT costs to the business Economy of IT provision Return on IT infrastructure investments IT contracts management CUSTOMER What do we as customers expect of IT provisions? Availability of IT services Quality of IT services Performance of IT services Value for money of IT services Reliability of IT infrastructure Support of hands-on IT users INNOVATION Does our IT infrastructure enable us to continue to improve the business? Flexibility of the infrastructure Ability to control changes Adaptability to changing business demands Communication and knowledge transfer Business productivity in relation to IT costs INTERNAL What must our IT providers (internal) excel at? Service-oriented culture Skilled staff and IT experts Efficiency of IT service provision Service delivery times Processing capacity Security Accountability of IT provision Harnessing new technology Source: Continual Service Improvement OGC, 2007 THE FORMAT OF A PERFORMANCE INDICATOR Performance indicators should be defined and documented in a format that is owned and maintained as a document CI in the CMDB. For each performance indicator, the following should be defined and maintained: Title Description Measurement unit Report frequency The period of the report Employees responsible for the delivery of information Data sources Performance indicator ownership (role accountable for action on any reported exceptions) 26

27 STEPS TO DEVELOP PERFORMANCE INDICATORS Here is an example of a step-by-step plan to develop performance indicators in the processes. The Process Owner / Manager should: Lead the measurement effort. Educate the team about performance indicators and the measurement and reporting of corporate standards. Create a team for each process to determine measurement points and capabilities. Create performance indicator documentation. Validate the IT and business performance indicators with the management team. Implement measurements and reporting. PITFALLS DURING THE DEVELOPMENT OF PERFORMANCE INDICATORS Obsessive measurement Nondirected measurement measure because we can Lack of ownership of results Measurements not linked to business objectives It is recommended to start with a minimum number of highly relevant performance indicators and to add or change them, as required, to validate, direct, intervene, or justify ongoing program investment and continuity. Why Use Performance Indicators in Processes? Measurements are knowledge. Processes are controlled. Improvement points are identified. Facts, instead of opinions, become known. There are links with policy and strategy. Business decisions are supported. 27

28 Products

29 Technology It is recognized that the use of Service Management tools is essential for the success of all but the very smallest process implementations. However, it is important that the tool(s) being used support the processes, not the other way around. As a rule, don t modify processes to fit the tool. With today s sophisticated levels of today s level of integrated Service Management applications, it is important to work closely with your technology partner to understand possible process functionality limitations that may be expensive to recode and support, as required, to support. These decisions and limitations may need to be taken into account when designing your processes. Service Design Tools Assist with automating hardware, software, environmental, process, and data designs. Speed up the design process. Ensure that standards and conventions are followed. Offer prototyping, modeling, and simulation facilities. Enable What if? scenarios to be examined. Enable interfaces and dependencies to be checked and correlated. Validate designs before they are developed and implemented to ensure that they satisfy and fulfill their intended requirements. Source: Service Design - OGC,

30 Tools to Support the Service Lifecycle Service achievement, Service Level Agreement (SLA), Operational Level Agreement (OLA), contractual and supplier measurement, reporting, and management Consolidated metrics and Metrics Trees, with views from management dashboards down to detailed component information, performance and fault analysis, and identification Consistent and consolidated views across all processes, systems, technologies, and groups A comprehensive set of search and reporting facilities, enabling accurate information and analysis for informed decision-making Management of service costs Management of relationships, interfaces, and interdependencies Management of the Service Portfolio and the Service Catalogue Configuration Management System (CMS) Configuration Management Database (CMDB) Service Knowledge Management System (SKMS) A Statement of Requirements (SoR) is essential for use during the selection process. This can be used as a check list, categorized using the MoSCoW analysis M S C W MUST have this SHOULD have this if at all possible COULD have this if it does not affect anything else WON T have this time but WOULD like in the future Source: Service Design - OGC,

31 Service Management Tools Some aspects that organizations should consider when evaluating Service Management tools: Breadth and depth of functionality Flexibility in implementation, usage, and data sharing Implementation complexity Ease of use and quality and extent of supplier training Quality of management information produced as standard Ease with which data can be analyzed and presented Data structure, handling, and integration Distributed data input plus central data view Experience and commitment of the supplier to best practices Data backup and security Cost The exact requirements for the tool must be considered. You need to check what the mandatory requirements and the desired requirements are. There are many integrated tools in the marketplace to enable the Service Management processes and provide integration between the processes. 31

32 The Tool Evaluation Process Identify your tool requirements before researching products. Some of your research may result in new requirements. Complete this iterative process (if required) before defining your selection criteria. WHAT REQUIREMENTS IDENTIFY PRODUCTS SELECTION CRITERIA EVALUATE PRODUCTS SHORT LISTING SELECT A PRODUCT RANK THE PRODUCTS SCORING Source: Service Design - OGC,

33 Lifecycle

34 ITIL v.3 Service Lifecycle Source: Service Strategy - OGC,

35 SERVICE STRATEGY Provides guidance on designing, developing, and implementing Service Management, not only as an organizational capability but also as a Strategic Asset. SERVICE DESIGN Provides guidance for the design and development of services and Service Management processes. It covers design principles and methods for translating strategic objectives into portfolios of services and Service Assets. SERVICE TRANSITION Provides guidance for the development and improvement of capabilities for transitioning new and changed services into operations. It also provides guidance on how the requirements of Service Strategy, as architected in Service Design, are finally realized in Service Operations while controlling the risks of failure and disruption. SERVICE OPERATION Achieves effectiveness and efficiency in the delivery and support of services, for ensuring value for the customer and the service provider. Maintains stability in service operations while allowing for changes in design, scale, scope, and service levels. CONTINUAL SERVICE IMPROVEMENT Provides guidance on creating and maintaining value for customers through the provision of approaches and methods to achieve improvements in service quality, operational efficiency, and business continuity. Source: ITIL v3 Books - OGC,

36 Mastering ITIL Using Effective Learning Solutions Advanced SM Professional Diploma ITIL EXPERT* Managing Through the Lifecycle SERVICE MANAGEMENT LIFECYCLE FOCUS SS SD ST SO CSI ITIL Service Lifecycle Modules P, P, & O S, O, & A R, C, & V O, S, & A ITIL Service Capability Modules PRACTICAL FOCUS ON PROCESS CAPABILITY ITIL Foundation for Service Management * working title Source: APM Group, 2007 (Subject to change) BASIC LEVEL (Foundation) An overview of ITIL to participants and helps them understand why organizations use ITIL INTERMEDIATE LEVEL This level focuses on selective subjects and helps practitioners attain the required level of knowledge. Both intermediate streams assess an individual s comprehension and application of the concepts of ITIL v3. Candidates are able to take units from either of the intermediate streams, which give them credits toward the ITIL v3 Expert. These streams are. a. b. The Lifecycle stream: Is built around the five core OGC books, namely, Service Strategy, Service Design, Service Transition, Service Operation, and Continual Service Improvement. The Capability stream: Is built around four clusters: planning protection and optimization; service offerings and agreement; release, control, and validation; and operational support and analysis. The Managing Through the Lifecycle course brings together the full essence of the Lifecycle approach to Service Management. After someone has gained the requisite credits through their education at the Foundation, Intermediate, and Managing Through the Lifecycle levels, they will be awarded the ITIL v3 Expert. ADVANCED LEVEL This level will assess an individual s ability to apply and analyze the ITIL v3 concepts in new areas. 36

37

38 About ITpreneurs ITpreneurs is the leading IT training solutions company in the domain of IT best practices and IT governance frameworks. ITpreneurs offers the largest portfolio of e-learning and classroom training solutions within the ITSM and IT governance domains. ITpreneurs IT Service Management (ITSM) training solutions are delivered as e-learning courses and as classroom and blended trainings through its extensive network of partners. The training solutions are currently delivered in 45 countries across 6 continents and in 6 languages through its content expertise and extensive partner networks across 6 continents and in 6 languages. Valued Suggestions For more information, visit: We would like to hear from you: If you have any suggestions or ideas. If you have been involved in an ITSM program crisis for which you did not find an answer in the kit Forward your comments and suggestions to info@itpreneurs.com. 38

39 ITpreneurs IT Best Practice Domains ITpreneurs is a global provider of training solutions in the IT management and IT governance best practice domains. For more information, please visit our Web site ITIL MOF COBIT ISO/IEC ISO/IEC 20000

40