Implementation of ITIL within Royal London Group. Stephanie Addison

Transcription

1 Implementation of ITIL within Royal London Group Stephanie Addison

2 Background Royal London Group (RLG) and IT - then and now. My career within RLG - from Service Management consultant to Service Manager. Major IT restructure/potential key business acquisitions - instigator to adopt and adapt ITIL framework.

3 Why RLG needed to adopt ITIL Introductory meetings with key senior business stakeholders to understand their perceptions of IT Consistent set of disappointing messages received Feedback provided to senior IT management team Overwhelming consensus that IT needed to change!

4 Project Chrysalis The Approach Stage 1 What is our vision? Mission goals and objectives IT service provider of choice Where are we now? Conduct baseline assessments How do we keep the momentum going? How do we keep the momentum going? Where do we want to be? Define a set of measurable targets Continual service improvement/iso20000 How do we get there? Service and process improvement Did we achieve what we wanted? Utilise measurements and metrics

5 Project Chrysalis The Approach Stage 2 - Professional third party service management consultants enlisted to provide an unbiased baseline view of current IT service provision within RLG. Initial focus on key disciplines fundamental to good service operation and critical to the success of the project: Process Maturity Levels M L H L X Incident Problem Change Configuration SLM

6 Project Chrysalis The Approach Stage 3-3 way approach for each process: People Culture, Attitude, Knowledge and skills Processes ITIL define, agree, document and publicise Integrated Service Management Tool Technology Efficient, Effective and Economic

7 6 months later Incident Management Problem Management All reported incidents accurately documented, prioritised and categorised by the Service Desk in a consistent way. Customisation of current SM tool. Well defined escalation route to major incident process. Fully documented and published process. Initial focus on reactive PM and the ability to link incidents to problem records. Fully documented and published process. Change Management Refinement of existing process. Documentation updated. Configuration Management Insufficient functionality within existing SM tool. Implementation delayed until phase 2. Retention and update of existing asset list in the interim. Service Level Management Full IT Service Catalogue. Availability and support targets set for each key service. Suite of reports developed to monitor service performance against targets Fully documented and published process.

8 Impact of Changes Communication Regular and effective contact between IT and the business. Performance Consistent level of service delivered by IT. IT teams more motivated and driven to meet targets. Knowledge Business became smarter in relation to their IT requirements. IT Service Desk became more confident handling queries and managing business expectations. Understanding Better appreciation of what IT delivered on BOTH sides. Overall everybody had a better understanding of what was being delivered and what needed to be delivered.

9 Project Chrysalis - Phase 2 Replacement of service management tool. Implementation of configuration management process. Rollout of proactive problem management process. Benchmark assessment undertaken. We ve met our targets! What next?

10 The missing piece of the jigsaw Still a need for a single point of contact for the business to interface into IT. A requirement to improve continuous 2- way communication flow. Sought after conduit for business related information to be fed back to IT. A clear business requirement for somebody to manage overarching relationship between IT and business to ensure consistency and drive improvements

11 Introducing the new Service Manager! Co-ordinate ordinate customer satisfaction surveys Understand business strategy and goals Management of suppliers/outsourcers etc Monthly business Service reports and review meetings Weekly internal IT operational review meetings Manage IT risks manage business critical incidents Service Catalogue maintenance Creation and management of Service Level Agreements (SLA s) Driver of service improvement plans (SIP s) to establish solutions for underlying IT issues and issues raised via service review meetings.

12 Future Plans Definition and implementation of other service management processes. ISO20000 accreditation. Continuation of SIP's.

13 Was it all necessary? Common set of repeatable and quality processes required to realise economic benefits of a spate of business mergers and acquisitions. UK financial services industry under huge pressure to effectively manage risks - risks more easily identifiable. Increased control and auditability of our services. Significantly reduced risk of IT services being outsourced. Enabler to introduce shared services and manage them effectively. Delivered business benefit by identifying opportunities for the increased exploitation of IT services. Demonstrated that IT were good value for money and reduced appetite to look elsewhere. Re-ignited customer satisfaction and business confidence in IT. In summary, we have demonstrated we are in control of our services!

14 Hints and Tips Senior management support is key. Interface between IT and business must be able to translate IT speak onto business speak and vice versa. Don't try to do everything at once! Start with critical success factors and keep progressing. Don't underestimate value of staff buy-in. Education is key to understanding why IT services are being provided, and the impact on the business of poor service. Keep it simple and don't follow every detail. Adopt and adapt the key elements your business needs. Focus on keeping customer promises with clear targets to aim for, and from which t progress. Use effective processes to drive service management tool functionality - not the other way round! Sell success!

15 Thank you for your time Thank you for your time. Questions?