Service Design & Problem Management:

Transcription

1 Service Design & Problem Management: Delivered to the Greater Cleveland itsmf LIG by Third Sky, Inc. Business-Driven IT Lou Hunnebeck Introduction Certified ITIL Expert VP of IT Service Management Vision & Strategy for Third Sky, Inc. Author of the ITIL Service Design publication, 2011 Edition Third Sky, Inc. Lou Hunnebeck VP, ITSM Vision & Strategy ITSM Education ITSM Consulting, including Assessments & Roadmaps, Workshops and Process Consulting Technology Solutions Slide Copyright # Third Sky, Inc. Third Sky Inc. Proprietary

2 Agenda The Challenge Becoming Proactive Role of Service Design Role of Problem Management Conclusion Slide #3 The Challenge Slide #4 Third Sky Inc. Proprietary

3 What We Have to Manage As IT service providers, we have to juggle a lot: Relationships at operational, tactical and strategic levels Incidents, service requests, questions & comments Business needs for new & changed services Legislation and regulatory compliance Constant changes to direction and priorities Varying skills, resources, funding and time Slide #5 Service Management Perspectives We have to assemble the pieces in a way that makes sense, trying to produce the right results for the business. Data Process Slide #6 Third Sky Inc. Proprietary

4 Driving Business Success Business outcomes are enabled by IT services Reused by permission from: 7 Where is the Pain? Slide #8 Third Sky Inc. Proprietary

5 Customers and Users Want Consistency Reliability and Results! 9 Becoming Proactive Slide #10 Third Sky Inc. Proprietary

6 Business-Driven IT is Proactive Business-Driven IT is way of organizing and managing an IT service provider that is primarily focused on visible business results. Business-Driven IT supports: IT innovation in service of the business Excellence in service provision Full IT-Business integration Slide #11 What does Proactive Mean to You? Put yourself in the business shoes. What would it mean to you if your IT Service Provider was proactive? 12 Third Sky Inc. Proprietary

7 Where is the Pain Service Design? Slide #13 Where is the Pain Problem Management? Slide #14 Third Sky Inc. Proprietary

8 The Role of Service Design Slide #15 The Role of Service Design After the strategic decision to proceed, the Service Design stage puts detail, shape and clarity around: Exactly what will be delivered Detailed requirements, including both the technical and non-technical aspects of the services Exactly how it will be delivered Detailed design of how the requirements will be fulfilled Technical and non-technical aspects of the design Addresses all five aspects of service design and the entire service lifecycle Slide #16 Third Sky Inc. Proprietary

9 What Would Success Look Like? If Service Design were done well, we would: Have services that have more than functionality they would be stable, cost-effective and strong Maximize business value of our services through optimizing service usage Be able to manage and support our services effectively & efficiently Deliver more beneficial change more rapidly Be able to continually improve our services more easily. Slide #17 What We re Doing Wrong Typical Service Design mistakes include: Leaving the project in the control of Application Development Focusing on functionality (utility) to the near exclusion of everything else Leaving too much to the Service Transition stage Working without proper customer and user involvement Slide #18 Third Sky Inc. Proprietary

10 Components of Comprehensive Design When approaching the design of a service we need to address: Service utility and warranty Manageability and maintainability All five aspects of service design How the service will be established in effective use How the service will be operated and improved Slide #19 Addressing Utility Developing functional (utility) requirements is probably the most natural part of service design, however: Requirements should focus around solving business problems and achieving business outcomes don t just be order-takers Be careful of the oh, and part of design Don t involve only customers users are needed to be truly comprehensive Don t assume how the solution will be delivered. Shop at home first. Slide #20 Third Sky Inc. Proprietary

11 Addressing Warranty How the service needs to be delivered (warranty) must also be carefully defined and delivered in the design. The Service Level Management (SLM) process, together with other processes, will be used to: Define service warranty requirements in Service Level Requirements (SLRs) Determine if the customer s SLRs can be delivered and at what cost Gradually work through the service design and service transition stages to negotiate, agree and validate specific, achievable and measurable service level targets Slide #21 Non-Technical Aspects of Design Many times it is the non-technical aspects of the service change that cause the customer to be unhappy or make the service unsuccessful. Training Plan for Users & Support Teams Documentation Plan Communication and Marketing Plan Early Life Support (ELS) Plan Slide #22 Third Sky Inc. Proprietary

12 Integration with Project Management The work of Service Design (and Service Transition) is frequently managed as a project Carefully consider where projects and changes frequently go wrong Consider the impact of leaving too much of the project to the service transition stage Involve all relevant stakeholders Agreed improvements need to be embedded into the project management methodology Slide #23 The Service Owner Perspective The Service Owner serves as the Voice of the Customer (VOC) inside IT throughout the service lifecycle, in relation to their particular service. Service Owner is accountable for: Delivery of the service Quality of the service all within set budget Slide #24 Third Sky Inc. Proprietary

13 Service Owner in Service Design Some of the activities that a Service Owner does during service design are: Develop and refine business requirements Participate in SLA negotiations with Customers Participate in OLA development Understand UCs as needed Identify service requirements in other lifecycle stages Coordinate Service Design Package development Slide #25 Doing It Right Every Time It is not enough to do an individual service design well. We have to develop a common framework of repeatable, reusable and reliable practices and embed them in all service designs. The scope of the design doesn t matter. It doesn t matter if design is done through a project or through a change alone. The Design Coordination process leads. Slide #26 Third Sky Inc. Proprietary

14 Role of Problem Management Slide #27 Problem Management The purpose of problem management is to manage the lifecycle of all problems from first identification through further investigation, documentation and eventual removal. The primary objectives of Problem Management: Prevent problems and resulting incidents from happening Eliminate recurring incidents Minimize the impact of incidents that cannot be prevented 28 Third Sky Inc. Proprietary

15 What Would Success Look Like? Sound Problem Management could: Address systemic issues in an orderly manner, reducing reactive behaviors that introduce cost and risk. Make many small improvements that cumulatively create significant improvement. Harvest and share organizational knowledge reducing undesirable variation in how repeat incidents are resolved. Apply business-driven prioritization to problem resolution, putting our time and money where it will best serve the business. Develop and mature organizational competency in root cause analysis techniques to speed diagnosis Slide #29 What We re Doing Wrong Typical Problem Management mistakes include: Treating the process like Incident Management on steroids Failing to utilize formal Root Cause Analysis techniques Failing to allow staff dedicated time to contribute Failing to actively develop broad staff competencies Slide #30 Third Sky Inc. Proprietary

16 Problem Management & CSI Problem Management doesn t exist in isolation Continual Service Improvement is the broader improvement umbrella under which Problem Management is one competency. Slide #31 Proactive Problem Management What does this mean to you? Describe what proactive problem management would look like and who would do it. 32 Third Sky Inc. Proprietary

17 Analysis Techniques There is a broad spectrum of measurement and analysis techniques that can be leveraged in CSI in general, as well as in Problem Management specifically, such as: Benchmarking Maturity Assessment Balanced Scorecard SWOT Analysis Kepner Tregoe Analysis Ishikawa Analysis Slide #33 Proactivity in Reactive Problem Mgmt. Let s take a few minutes to look through the reactive problem management process. See if you can find ways that we can be more proactive in how we perform this reactive work. Slide #34 Third Sky Inc. Proprietary

18 Sample Problem Workflow First Steps Problem Detection Problem Logging Problem Categorization Problem Prioritization Crown copyright 2011 Reproduced under license from the Cabinet Office 35 Sample Problem Workflow - Continued Problem Investigation and Diagnosis Workarounds Raising a Known Error Record 36 Crown copyright 2011 Reproduced under license from the Cabinet Office Third Sky Inc. Proprietary

19 Sample Problem Workflow - Conclusion Problem Resolution Problem Closure Major Problem Review 37 Crown copyright 2011 Reproduced under license from the Cabinet Office The Key is to Look and Not Wait We can t wait for the issues to present themselves. We have to actively go out and look for them. If people are given the skills, tools, time and recognition they need, we can get amazing results. Slide #38 Third Sky Inc. Proprietary

20 Conclusion Slide #39 Comprehensive Service Design For Service Design, the message is clear: The success of the rest of the lifecycle of the service is dependent on good design Focusing on functionality is not enough Don t leave things to Service Transition that can be designed/planned in Service Design Integrate good practices into your project management methodology Leverage the Service Owner to maximize results Slide #40 Third Sky Inc. Proprietary

21 Comprehensive Problem Management If the issues aren t prevented in design : Problem Management can make our services more robust, stable and reliable Focusing on reacting to incidents is not enough Everyone in IT should be able to open problems and contribute to investigation, diagnosis and resolution Develop root cause analysis competencies in the organization Don t wait go look! Slide #41 Supporting ITSM Success For ITSM Success, programs need: Strong & Committed Leadership Clear & Relevant Objectives Willing & Prepared Participants Demonstrated Value Sustained Momentum The same can be said of each component of ITSM. 42 Third Sky Inc. Proprietary

22 Q & A Thank you for Joining Us! Lou Hunnebeck VP, ITSM Vision & Strategy LHunnebeck@thirdsky.com Slide #43 Third Sky Inc. Proprietary