HP OpenView Service Desk + Alignability Process Model = ITIL Out of the Box?

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1 HP OpenView Service Desk + Alignability Process Model = ITIL Out of the Box? Marc Gumbold, ITC GmbH Tutorial id: fr-0900/4 Imagine the future. Let s make it happen Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2 Questions In a medium-size IT organisation (< 100 staff), can you successfully implement ITIL processes out-of-the-box? out-of-the-box means: ready-to-use ITIL process model and ready-to-use, corresponding tool configuration. How long would it take? How good are the processes implemented? What are real-life experiences made by M. DuMont Schauberg (newspapers, books)? 2 23 January 2007

3 M. DuMont Schauberg, Cologne 3 23 January 2007

4 M. DuMont Schauberg, Cologne Newspaper production is 100% IT. IT organisation at M. DuMont Schauberg, Systemtechnik : approx. 70 employees, also covering application support delivering IT availability 7 days per week 2000 PCs, > 200 heterogeneous servers not only newspaper business, also support of other companies of the group, e.g. DuMont Buchverlag additionally substantial external customers, both within (Bonner Generalanzeiger) and outside industry (hotel, insurance company) 4 23 January 2007

5 Alignability at M. DuMont Schauberg Initial Situation Self-developed help desk tool, focussed on working on client PC problems. No ITIL processes. Major ITIL thoughts (thinking in IT services, effiency gain = cost reduction) found favour within IT management. However precise instructions where sought for IT staff to work with (ITIL provides more what than how ). Quick wins were essential. Otherwise the subject would loose momentum, and would die. Goal was to build a foundation very rapidly, in order to let IT staff realise benefits very soon and be able to further add to it later on. Lowest possible burden on IT employees caused by theory January 2007

6 ITIL Out of the Box 6 23 January 2007

7 ITIL Out of the Box We use Alignability TM from Service Management Partners, Inc. Alignability is an ITIL-based process model, is delivered with corresponding tool settings, and requires a certain implementation method January 2007

8 Alignability: Process Model The Alignability Process Model provides field-proven processes for the delivery and support of IT services January 2007

9 Alignability: Process Model, Role Model 9 23 January 2007

10 Alignability: Tool Settings The Alignability Process Model is available with tool settings for HP OpenView Service Desk and ServiceCenter. The tool settings are used to automatically configure the customer s service management application to optimally support the Alignability processes. help avoid data entry mistakes and ensure that all audit requirements are met. can be adjusted by customers to maintain the Alignability Process Model. The Alignability Process Model is an HP OpenView Authorized Product January 2007

11 ITIL Out of the Box Benefits Lower your learning curve Alignability combines the learnings from more than 100 service management implementations in over 30 countries. Eliminate process definition risk & effort Reduce duration of definition of Service Support processes by 4 to 6 months. Risks: Endless discussions, frustration, self-appointed ITIL gurus, Example, large German retailer: Realisation of Change Management took approx. 200 mandays. Eliminate tool configuration risk & effort Save (or more) mandays of tool configuration. Eliminate risk of developed processes not being fully supported by service management application January 2007

12 ITIL Out of the Box Benefits Web portal with 4-level structure allows quick navigation (max. 3 mouse clicks), and provides detailled Work Instructions for tool use on level 4. Higher degree of user-acceptance. Reduction in training requirement from an average of 2 full days to just 1 day per person January 2007

13 Alignability: Standard Implementation Plan Covers the implementation of the Service Support processes. Allows for the customization of the Alignability Process Model and the service management application settings. Takes approximately 12 weeks to complete January 2007

14 Alignability: Implementation Prerequisites Examples of prerequisites that are required to be able to successfully complete the service management implementation: 1. Unconditional Management (CIO) Support. 2. Manager of support groups participate in process workshops. 3. Participants of process workshops are empowered to make decisions. 4. Decisions made during the workshops do not require subsequent approval, and are binding until one month after the transfer to production. 5. Manager of support groups form initial CAB. 6. Employees and long-term contractors will attend the awareness sessions, the workshops and training courses. 7. Accurate and complete CMDB data is provided by the organization January 2007

15 Does it Work in Real Life? January 2007

16 Alignability at M. DuMont Schauberg Project IT Service Management Implementation Effort June to September 2006, in parallel to any daily duties. Implementation of all ITIL Service Support processes with Alignability and HP OpenView Service Desk 4.5. Establishment of an ITIL-compliant Service Desk. Migration of all data available in the help desk. Project team: 3 persons of M. DuMont Schauberg staff, 1 consultant. approx. 30 days of external consulting approx. 80 mandays of M. DuMont Schauberg approx. 5 days of training for 60 IT staff IT staff has been ITIL Foundation-trained was of some help, but looking back was not essential January 2007

17 Alignability at M. DuMont Schauberg Results 1/3 Transparency gain on internal work flows for every single employee for the head of group for IT management less ping-pong effects, more clear responsibilities/accountabilities ITIL Service Desk providing support for all IT Services January 2007

18 Alignability at M. DuMont Schauberg Results 2/3 Incident Management introduced very completely high breadth covering all IT groups highly accepted by IT staff users only hardly refrain from beloved hey joe support Problem Management and Change Management substantially better than before still mostly driven by single persons working relationships problems:incidents, changes:problems, incidents:changes January 2007

19 Alignability at M. DuMont Schauberg Results 3/3 Configuration Management rudimentary, but constantly improving incident closure forces CI entry guessed 5-10% of incidents without CI (caused by ignorance), but percentage decreasing, substantially better than before! From the very start IT service hierarchies have been part of the CMDB: business services, operational services, applications, client PCs, servers, Very solid base for Service Level Management and Financial Management: established service catalog service hierarchies attributable costs January 2007

20 How good are the processes? January 2007

21 Measuring Process Quality ITIL (v2) does not provide a maturity model. CobiT defines a maturity model, similar to CMMI, but already specifically adapted to each process. 34 IT processes across four domains covering a substantially broader scope than ITIL Service Support and Service Delivery. a range of Control Objectives for every process, highlighting important aspects within every process. KPIs (Key Perfomance Indicators) and KGIs (Key Goal Indicators) for measuring performance and goal achievement of processes. what ( best practice ) even less than ITIL. CobiT focusses on auditing and revision aspects. We use CobiT 4.0 as a tool for measuring the maturity level of an ITSM implementation January 2007

22 CobiT 4.0: Maturity Model Assessment of IT process capability. Specifically worded for each of the 34 CobiT processes. Levels 0 to 5 0: non-existing 1: initial/ad-hoc 2: repeatable, but intuitive 3: defined 4: managed and measurable 5: optimised AI 6 Manage Changes 3 Defined Process when From: CobiT 4.0 Control Objectives, Management Guidelines, Maturity Models, ITGI 2005 There is a defined formal change management process in place, including categorisation, prioritisation, emergency procedures, change authorisation and release management, and compliance is emerging. Workarounds take place and processes are often bypassed. Errors may still occur and unauthorised changes occasionally occur. The analysis of the impact of IT changes on business operations is becoming formalised, to support planned rollouts of new applications and technologies January 2007

23 Alignability meets CobiT January 2007

24 Alignability meets CobiT Alignability is a process model, with corresponding tool settings and an implementation method. CobiT provides a process maturity model. There is no such thing like a maturity level for a process model. A CobiT maturity level for selected CobiT domains and processes can be assessed for an IT organisation having implemented Alignability. Assessment of an IT organisation that has implemented Alignability Service Support, regarding reached CobiT maturity level, and coverage of CobiT Control Objectives January 2007

25 Alignability meets CobiT Alignability concept contributes to CobiT Process Process Model, Role Model Cost Model within Alignability; costs attributable to IT Services Service Catalog, template documents, all processes map to IT Services Provisioning of measurement data for KPIs PO4 DS6 DS1 ME1 Define the IT Processes, Organisation and Relationships Identify and Allocate Costs Define and Manage Service Levels Monitor and Evaluate IT Perfomance January 2007

26 Alignability Service Support meets CobiT Alignability Process (from Service Support Module) Incident Management Problem Management contributes to CobiT Process DS8 DS10 Manage Service Desk and Incidents Manage Problems Configuration Management DS9 Manage the Configuration Change Management AI6 Manage Changes Release Management AI7 Install and Accredit Solutions and Changes January 2007

27 CobiT Maturity Levels at M. DuMont Schauberg In this analysis we consciously cover only those CobiT processes at M. DuMont Schauberg, which have been touched by the Alignability implementation. Our objective is to learn about maturity levels that are influenced by the Alignability implementation. Bearing in mind that other CobiT processes, especially from domain Plan & Organise, are covered at M. DuMont Schauberg as well, but are not part of our assessment. Up to now implementation of Service Support Service Delivery implementation at M. DuMont Schauberg is planned. Assessment of maturity levels happened before and after the ITSM Implementation project January 2007

28 CobiT Maturity Levels at M. DuMont Schauberg Average based on CobiT 4.0 Online Benchmarks M. DuMont Schauberg before Monitor and Evaluate IT Performance Define the IT Processes, Organisation and Relationships Change Management Problem Management Release Management Configuration Management Service Level Management January 2007 Incident Management, Service Desk Identify and Allocate Costs

29 CobiT Maturity Levels at M. DuMont Schauberg Average based on CobiT 4.0 Online Benchmarks M. DuMont Schauberg before Monitor and Evaluate IT Performance Define the IT Processes, Organisation and Relationships Change Management M. DuMont Schauberg after Problem Management Release Management Configuration Management Service Level Management January 2007 Incident Management, Service Desk Identify and Allocate Costs

30 Alignability at M. DuMont Schauberg Next Steps Measure and Improve: Evaluation of gathered data in order to achieve continuous improvement of implemented processes. C D A P Enter Service Delivery: Service Level Management: Use established base (service catalog, strict IT service orientation in Service Support processes) to expand: Implement SLM process, add customer focus. Integrate with existing Financial Management for IT Services: Facilitate laborious cost charging with external customers. Integrate with business controlling (SAP integration). Establishment of a web-based Service Shop for LOBs today a Word form January 2007

31 CobiT Maturity Levels at M. DuMont Schauberg Average based on CobiT 4.0 Online Benchmarks M. DuMont Schauberg before Monitor and Evaluate IT Performance Define the IT Processes, Organisation and Relationships Change Management M. DuMont Schauberg after M. DuMont Schauberg easy achievable with next steps Problem Management Configuration Management Release Management Service Level Management January 2007 Incident Management, Service Desk Identify and Allocate Costs

32 Answers In a mid-size IT organisation (70 employees) it is very well possible and reasonable to implement ITIL processes out of the box. Viable Service Support processes and a functioning ITIL Service Desk can be achieved in 12 weeks of time. CobiT maturity levels between 2 and 4 can be achieved. With moderate further effort, CobiT maturity levels beyond 4 are achievable. M. DuMont Schauberg made good experiences with this way of implementing ITIL, and is looking forward to the next steps January 2007

33 Actors We love to put ITSM into practice: ITC GmbH Bad Meinberger Straße Detmold, Germany info@itc-germany.com CobiT: ITGI: IT Governance Institute ITGI ISACA: Information Systems Audit and Control Association CobiT Online 4.0, Benchmarks, Alignability: info@alignability.com Service Management Partners, Inc Scooter Bug Lange Auburn, CA U.S.A. contact@it-smp.com HP OpenView Service Desk, HP OpenView ServiceCenter: ITIL: January 2007 ITIL is a registered trademark of the Office of Government Commerce. CobiT is a trademark of the Information Systems Audit an Control Association and the IT Governance Institute. Alignability is a trademark of Service Management Partners, Inc.

34 Thank you. Imagine the future. Let s make it happen.

35 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice BACKUP SLIDES

36 AI6: Manage Changes DS8: Manage Service Desk and Incidents DS9: Manage the Configuration DS10: Manage Problems Completely covered by Alignability implementation. Thus immediate maturity levels of 3 to 4. These are the low-hanging fruits! Control Objectives: AI6: 5 out of 5. DS8: 4 ½ out of 5. DS9: 2 out of 3. DS10: 3 ½ out of January 2007

37 PO4: Define the IT Processes, Organisation and Relationships Alignability implementation contributes massively to PO4: Defined ITIL processes, defined role model. PO4 coveres the breadth of the whole IT. It also defines processes and organisation of areas not covered by ITIL Service Support und Service Delivery. Our maturity assessment therefore is limited to the coverage of ITIL Service Support. Within this scope we obtain a maturity level of almost January 2007

38 DS1: Define and Manage Service Levels Within the M. DuMont Schauberg project, Service Level Management (SLM) has not yet been implemented as a process. However the focus of all implemented Service Support processes are IT services: Incidents are prioritised based on service levels. Allocation of activity costs to IT services. Dependency of IT services on CIs (and their investment costs). Therefore a service catalog has been created from the start, based on the Alignability templates (covering Control Objective DS1.2). Service levels have been defined, but still only unilaterally by IT. Even without SLM process this area improved up to maturity level 2. Improvement up to maturity level 3+ will be obtained by implementing Service Level Management process as next step January 2007

39 DS6: Identify and Allocate Costs Alignability provides a cost model for attribution of all activities and investments to IT services (covering Control Objective DS6.1) Alignability implementation provides the base for accounting in the sense of Financial Management for IT Services (Control Objective DS6.2) Evaluation (as necessary for charging) is part of the process Financial Management for IT Services, and has not yet been covered in the M. DuMont Schauberg project. Despite still lacking a defined Financial Management process a maturity level of 3 can be obtained for DS January 2007

40 ME1: Monitor and Evaluate IT Performance By implementing Alignability the area of Service Support processes becomes measurable and evaluable. ME1 coveres the breadth of the whole IT. It also defines processes and organisation of areas not covered by ITIL Service Support und Service Delivery. Our maturity assessment therefore is limited to the coverage of ITIL Service Support. Within this scope we obtain a maturity level of 2. The maturity level is not higher, because measurement data ist gathered, but not yet evaluated January 2007

41 Perspective on Service Delivery Alignability Process Service Level Management Capacity Management Availability Management Continuity Management Financial Management contributes to CobiT Process DS1 DS3 DS4 DS4 PO5D S6 Define and Manage Service Levels Manage Performance and Capacity Ensure Continuous Service Ensure Continuous Service Manage the IT Investment Identify and Allocate Costs M. DuMont Schauberg next step, maturity level 3+ planned SAP integration January 2007