New Rules, New Roles, New People New Organization For Service Management

Transcription

1 New Rules, New Roles, New People New Organization For Service Management Brenda Iniguez Strategic Business Development Pink Elephant HDI North Coast Local Chapter Tech Expo 2012

2 A Service Management Organization As organizations move from a technology to a Service Management focus, new enterprise structures and roles are required to sustain and support ongoing continual improvement. Service Management Lifecycle: end-to-end focus During the transition, most organizations struggle with questions about where to place these new process and service ownership roles within traditional technology centric organizational charts. 2

3 How Is The Role Of IT Changing? Focused on technology Fire-fighting mode Organizational silos Unknown costs Technical metrics Focused on customer outcomes Demand driven Enterprise services & processes Financial transparency Business value 3

4 Starting With The End In Mind IT Operations Management Technical Management Mainframe Server Network Storage Databases Directory Desktop Middleware Internet / Web IT Operations Control Console Management Job Scheduling Backup & Restore Print & Output Facilities Management Data Centers Recovery Sites Consolidation Contracts Application Management Financial Apps HR Apps Business Apps Service Desk Crown Copyright Reproduced under license from the Cabinet Office Based on Figure 6.1 Service Operation 6.1

5 Service Desk Organizational Structures Local Service Desk First Line Support Third Party Support Network & Operations Support Application Support Desktop Support SKMS Follow The Sun Centralized Service Desk Second Line Support Third Party Support Network & Operations Support Application Support Desktop Support Crown Copyright Reproduced under license from the Cabinet Office Based on Figure 6.2, 6.3 and 6.4. Service Operation 6.1

6 Optimizing Business & IT Services Business Product Explore Develop Produce Business Service Ship Refine Blend Store Pipe Distribute Market Business Process Business Process Business Process IT Service IT IT IT Systems Systems System ITSM ITSM ITSM Processes Processes Database IT Components 6

7 First up: New Thinking SERVICE vs. Technology Thinking end-to-end for the customer Outside-In Thinking from the Customer s eyes Ask & Listen to the Business IT: Let go of the control let control go to the Business Effective Service Management based Operating Model Governance structure for Service Management Processes Sustainable organizations: process-based vs. people-based Don t have processes for process sake or tools for tools sake o Processes and Tools need to add value and make a difference Create a perpetual Learning organization o Learning as a skill and a habit 7

8 Operating Model An Operating Model defines: all the Services the organization delivers the capabilities of an organization how value is generated thru those capabilities Defining the Value Stream across the entire Lifecycle of a Plan-Build-Run structured organization Service Management Lifecycle = end-to-end focus 8

9 Evolving IT Organization Culture Value Chain Focused Business revenue is directly generated by the sale of IT services to external customers IT Is The Line IT based services and their digital transactions are perceived to be integral and synonymous with the business processes they support Market share and stock price is influenced by the market s perception of the quality and stability of IT capability Business Partner Focused IT Executives are part of the strategic business planning processes The CIO has oversight and responsibility for other departments outside IT Supports The Line of traditional IT function (e.g.: facilities, processing, fleet mgmt.) IT measures its success in terms of business transactional volume / availability Business Customer Focused IT services are understood to support the business process The IT organization is understood to be an enterprise function made up IT Service Provider of both internal and external suppliers using common processes & tools Enterprise governance is mature enough to enforce standards across all IT groups IT is taking and fulfilling orders from its business customer Service / System Focused Shared Services Organizations are establishing common services, tools and processes Application vs. Infrastructure Service Level Agreements are based on services rather than technology IT services are typically defined as infrastructure and user based services Technology Focused IT Domains / Depts. (Database, Servers, Desktop, etc..) IT Operations Technology Silos Infrastructure Organizations, Service Desk Network 9

10 Major Business Functions & Processes Environment Organization Corporate or Management Processes Business Support Processes General IT Services Service Desk Innovation, Development, Knowledge Transfer Processes Primary Business Processes Van Haren Publishing, Defining IT Success Through The Service Catalog. Adapted from Figure 2.1, p24 10

11 The ITIL Service Management Lifecycle Service Desk

12 Service Lifecycle Processes SERVICE STRATEGY Strategy Management For IT Services Service Portfolio Management Business Relationship Management Financial Management For IT Services Demand Management SERVICE DESIGN Design Coordination Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management SERVICE OPERATION Event Management Incident Management Request Fulfillment Problem Management Access Management Functions Service Desk Technical Management IT Operations Management Application Management Crown Copyright Reproduced under license from the Cabinet Office Figure 1.1 Service Strategy CONTINUAL SERVICE IMPROVEMENT Seven-Step Improvement SERVICE TRANSITION Transition Planning & Support Change Management Service Asset & Configuration Management Release & Deployment Management Service Validation & Testing Change Evaluation Knowledge Management

13 New Service Management Organization New Focus? Moving from a technology to a Service focus requires people be focused on the right activities, with the right levels of empowerment and support. What are the essential roles that need to be defined for IT Service Management? Is a new organization structure needed? If so, what should it look like? Can t we just incorporate new responsibilities to fit within the current roles and structure? How far up and down should any new IT Service Management roles go? Is the concept of a Service Management Office (SMO) something that can help? 13

14 New Roles SMO Service Management Office o SMO Leader Substantial authority to make & carry out decisions Credible, SM Expert, Cross-Team Leader Process governance of the Process Owners PMO & SMO should complement one another Eg: designing for quality up-front Service Owners: responsible for end-to-end service Process Owners: responsible for overall process Process Manager: responsible for tactical process aspect Service Management Expert / SME on best practices 14

15 Scaled & Distributed Process Ownership ITSM Governance Sponsor ITSM Executive Process Owner: Has overall organizational process accountability and may as well have specific accountability for their own group or region. Process Manager: Has process accountability for their specific functional group or region and is accountable to the Process Owner for organizational compliance (p)rocess owner Process Manager Process Manager Process Owner Coordinator Org 1 External Org 2 Org 3 15

16 The Service Management Office CIO End User Services IT Operations Applications IT Planning Network Service Mgmt. Office Service Desk Desktop ITSM Governance ITSM Process Owners Business Process & Service Improvement Training & Communication Coordination Service Level & CSI Mgmt. Operators Administrators SW Dev Technical / Functional Mgmt. Engineers Info Sec. NOC Process & Service Management 16

17 ITSM Roles & Customer Engagement SLM Process Owner Monthly Service Report to BU Mgr. Monthly Service Report (to Customer) Service (Delivery) Manager Customer Business Relationship Manager Submit Request Service Catalog or Service Desk Business Application Services Infrastructure/ Technical Services Professional Services Service Owner Supporting Service Owners 17

18 Service Organization Structures Service Mgmt. Office Business Relationship Mgmt. Business Line Customer Business Services Supporting Services ITSM Governance IT Process Owners Tool Ownership Training & Comm. Applications Professional Services Infrastructure SLA Service Owners Service Owner Application Service Business App. Infrastructure Service SO SO Desktop Hosting Process Owners Professional Service Process Owner (Incident, Problem & Change) 18

19 New People Remember: Competency is made up of 3 key elements: Skills - Attitude - Behavior Consider the EI factor: Emotional Intelligence Emotional intelligence (EI): the ability to perceive, control and evaluate emotions and to use this information to guide one's thinking and actions Hire and cultivate Perpetual Learners Explore Simulation learning & KCS: Knowledge Centered Support For SM Leaders: go for the Curious, Courageous & Inventive Surround yourself with Truth-tellers Consider your organization s Generational Demographics Keep all 3 generations engaged and productive Start Mentoring programs for effective pairing and knowledge sharing Set your organization s People Retention strategy Define a Model for Exit Strategy behavior 19

20 Defining The Generations WORLD WAR II+ ages 88+ BUILDERS(Radio Babies) ages M M BABY BOOMER ages M GENERATION X ages M GENERATION Y ages M 0 GENERATION (Kids) ages M U.S. population of 307 million US Decennial Census 2010 The new total represented an addition of 22 million Americans since the 2000 Census The 2000 Census recorded a population gain in every state during the 1990s the only decade in the 20th century with such growth

21 New Rules SM Lifecycle thinking and actions vs. vertical silos Executive Dashboard Metrics vs. endless operational reports Results-based outcomes vs. tactical tasks See & design your processes from your Customer s eyes Ask & Listen to the Business make tangible improvements Start small, make a difference to the Business add value Deliver value in quick Sprints vs. long 9-12 month projects Knowledge is power; sharing knowledge is more powerful o Skills in finding, authoring, documenting and proofing knowledge 21

22 Reference Material What Millennial Workers Want: How to Attract and Retain Gen Y Workers whitepaper - RHT Millennials Rising The Next Great Generation - Neil Howe William Strauss R.J. Matson

23 Knowledge into Results! Brenda Iniguez Pink Elephant Brenda Iniguez ITIL Expert Strategic Business Development work cell "We cannot become what we need to be by remaining what we are... Life is not a dress rehearsal. " ~ John Maxwell ~ 23

24 New Service Organization Roles A critical success factor for the adoption of a service management practices and service oriented culture is the creation of roles focused on the end-to-end delivery of IT Services and the ongoing management of the enterprise ITSM processes. Process Ownership Structures: A tiered process ownership structure with an enterprise process owner supported by process managers to enable the deployment and consistent execution of IT management processes across technology domains Process Governance Council: Establish a decision-making body made up of process owners, tool owners and the SMO to act as the CSI and planning group for new and existing processes Service Management Office (SMO): A dedicated process governance and internal service management expertise / advisory function to support service delivery excellence and ongoing transformation. This function provides the ongoing ITSM subject matter expertise and facilitates the management of change. Service Ownership: Identify IT Service Executives and Owners to support the management and planning of services and systems based on a full service lifecycle approach Customer Relationship Roles: Identify and establish roles to support the input of demand and the gathering of regular customer feedback related to service and process delivery 24

25 Generational Traits snapshot Builders (Radio Babies) Traits Great Depression, WWII, GI Bill; cash based Authority respected; disciplined, dedicated Known for hard work, reliability, honor Often worked 1 company entire career The Greatest Generation Tom Brokaw BABY BOOMERS Traits Vietnam, Civil Rights, Cold War, Women s Lib JFK & MLK assassinations; equality for all Credit cards, TV, Fitness the 60s & 70s career, healthy, wealthy, forever young Technology: used to do MORE work Gen X - Traits Persian Gulf War, AIDS, Corporate RIFs Divorce rate tripled; latchkey kids PCs, Internet, Video games, MTV Work life balance is key driver; autonomy Technology: used to have life balance Gen Y - Traits 9/11, Afghan/IRAQ, Columbine, Personal Terrorism Cell Phones, Texting, Social Networks Laptops, IPODs, Personal mobility w/technology Nurtured, protected; grown up working on teams Technology: fully integrated into their life

26 Generational Traits Additional Details Senior Generation Baby Boomer Gen X Gen Y Value hard work Willing to work for delayed reward Often reserved Loyal and expect it in return Like disciplined procedures, lines of authority Duty, honor, country Dedication, sacrifice Won t fix what isn t broken Excellent interpersonal skills Conformity, blending, unity Patient Source: Bank of America Value hard work Prefer instant or more dramatic results/rewards Defined by their job Believe team approach is critical to success Expect loyalty from coworkers Success is largely visible (trophies, plaques, lifestyle elements) Believe in and evaluate themselves and others based on work ethic Expressive Independent Work/life balance nonnegotiable (do not want to be absent parents) Independent and selfreliant; open comm. Team-oriented Not intimidated by authority Do not like to be micromanaged Reject the work ethic of baby boomers Excel at finding cuttingedge solutions Guard personal time Like modern technology and tools Suspicious of baby boomer values Raised as parents friends Cynical and pessimistic Look for a person to invest loyalty, not a company Expect to change jobs frequently; easily bored Team/goal-oriented Believe respect must be earned Value fairness Technically proficient Busy, multi-taskers Accustomed to getting what they want Want attention Expect quick delivery, results; Ambitious yet appear aimless Expect rapid ascent to higher salaries Optimistic, charitable, act with integrity Relate better to Baby Boomers than Gen X Admire values of Senior Generation Search for job that provides personal fulfillment

27 10 Recommendations: working w/gen Y 1. Pair-up the Gen Yrs on projects; keep them challenged It will still allow collaboration AND minimize the time drain on the manager 2. Pair up Gen Yrs / Baby Boomers on projects It will enable Gen Y creativity & new thinking with Boomer diligence & experience 3. Start a mentoring program on your team; embrace shadow training 4. Ask Listen Listen Listen and observe the Millennials 5. View things from the Millennials perspective not from your own bias 6. Teach them the WHY of a job.. Not just the what 7. Help them see the BIG Picture and how they fit in 8. Teach them business savvy: explain & illustrate the fundamentals 9. Build relationships; Relationships & guidance = credibility (not titles) 10. Don t forget the FUN!