ITIL Knowledge Management

Transcription

1 Public Clariant International AG aht intermediation GmbH ITIL Knowledge SKMF Roundtable December 10, 2008 Basel Thomas Schell, Clariant International Ltd. Pavel Kraus, aht intermediation GmbH, SKMF Presenters Name Company Function Projects SPECIALS KONTAKT Thomas Schell Clariant International AG Head of ITSM Processes Responsible for ITIL in Group IT formerly Roche Pharma IT Service IT Process IT Quality Speaker at SW- and ITSM- Kongresses; Lecturer for ITIL- Seminars for Pharmaceutical Industry; Member of itsmf Germany Pavel Kraus Partner of aht intermediation GmbH President of SKMF Customer projects and business consulting (see Lecturer for Knowledge management, Innovation management and Information management Slide 2 / 28

2 Clariant Exactly Your Chemistry Key Facts A global leader in colors, surface and performance chemicals Posted annual sales of more than CHF 8.5 billion for 2007 More than 20,000 employees Worldwide operations with more than 100 group companies on five continents Headquartered in Muttenz near Basel in Switzerland Products and services of its four divisions are based on innovative specialty chemicals Slide 3 / 28 Clariant Exactly Your Chemistry Clariant IT users in 4 divisions and 11 corporate functions Group IT is corporate function IT staff of about 300 internal and 150 external persons globally ITIL Project started in 2006 and finished in 2008 Introduction of the operational ITIL processes with the objective to raise the maturity and professionalism of IT as global service provider to improve and standardize the quality of IT services to lower operational costs in IT infrastructure & application management Slide 4 / 28

3 ITIL in the IT-Organization The ITIL Framework ITIL Version 1 ~68 Books, 1992 ITIL Version 2 6 Books, issued 2000 spreading since 2002 ITIL Version 3 5 Kernel-books, issued April 2007 Slide 6 / 28

4 ITIL Observed Industry Benefits 1/2 Lessons learned since 2002 ITIL offers a systematic, professional approach to the management of IT service provision. Adopting its guidance can provide benefits such as: Increasing customer satisfaction with IT services Reducing the risk of not meeting business requirements for IT services Reducing costs when developing procedures and practices within an organization Better communication and information flows between IT staff and customers Standards and guidance for IT staff Greater productivity and better use of skills and experience A quality approach to IT services Slide 7 / 28 ITIL Observed Industry Benefits 2/2 Benefits to the customer of IT services, examples: Reassurance that IT services are provided in accordance with documented procedures that can be audited The ability to depend upon IT services, enabling the customer to meet business objectives The identification of contact points for enquiries or discussions about changing requirements The knowledge that information is produced to justify charges for IT services and to provide feedback from monitoring of service level agreements Slide 8 / 28

5 Processes versus Functions Functions Silos Ivory towers Pointing and blaming Vertical Responsibilities not well defined Room-managers Lots of redundancy and overhead Processes Cross functional We all work for the same organization Team-based effort Horizontal Clear roles and responsibilities Process-owners Well defined and assigned tasks ITIL is process based and processes are by definition cross-functional We have to work together to make things happen Slide 9 / 28 IT Service Support First Point of Contact Phone Voic Self-Service End-User Incident Resolution IMAC Scheduling End-User Administration Exception Handling VIP Support Local Onsite Support CCC Business s Regional/Global CISC Regional/Global CCSC Fax Regional/Global MCSC Data Center Services Slide 10 / 28

6 Knowledge Distribution in IT Service Support IT End Users 1 st Level Support depth Agent scope Problem Mgmt. 2 nd Level Support 3 rd Level Support scope scope depth depth front-end rather local back-end rather global Slide 11 / 28 Communication Processes in the IT Organization Business Service Catalog Supplier, Delivery Factory Business Alignment & Governance GTI IT Operations Regional shared service ATB CCC BA Global SAP & SW Development Regional SAP & NSA Local onsite Local BA support Support Demand : Business Partner and Local IT Manager Customer global regional local End User Service Request Catalog Prozess Slide 12 / 28

7 Knowledge Channels in IT Support 1/2 Solution Paths for the IT user Supplier, Delivery Factory Infrastructure Support Back-end Front-end Business Maintenance & Support Demand : Business Partner and Local IT Manager Customer End User Slide 13 / 28 Knowledge Channels in IT 2/2 IT Services Demand & Delivery Business Alignment & Governance Supplier, Delivery Factory Infrastructure Support Back-end Front-end IT Service Business Maintenance & Support Demand : Business Partner and Local IT Manager Customer Slide 14 / 28

8 Knowledge Process in ITIL V3 Purpose Ensure that required knowledge based on existing information is provided in a timely manner. Goal (strategically) Enable the IT-Organization raising the quality of all management decisions. Goal (tactical) Enable the IT service providers to work effectively by sharing between all collaborators a clear and common understanding on the values of the IT service that is delivered to the customer. Scope Knowledge is a process with relevance for the whole life cycle of an IT service. KM is integrated in all other ITIL processes. Slide 15 / 28 The ITIL Framework KM as integral part of all Processes Slide 16 / 28

9 Knowledge Pyramid Decision Expertise Comprehension Knowledge Information Data Slide 17 / 28 The ITIL Knowledge Process Knowledge Strategy Start Knowledge identification Knowledge registration Knowledge maintenance KM System Knowledge distribution Service Strategy Service Delivery Service Transition Service Operation Continual Service Improvement Slide 18 / 28

10 Knowledge management & ITIL Identification of valuable internal and external knowledge sources Helpdesk or Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer IT Infrastructure Event management & Service Monitoring KM Strategy und Governance Model Service Knowledge System Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 19 / 28 Knowledge sources identification Past issue analysis Lessons learned workshops Sociogram Identification of valuable internal and external knowledge sources Helpdesk or Community building Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer IT Infrastructure Event management & Service Monitoring KM Strategy und Governance Model Service Knowledge System Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 20 / 28

11 KM integration into processes Define information architecture Taxonomy Identification of concrete activities to identify, capture, document and depict knowledge Walkthroughs Debriefings FAQs Process visualization Explicit process integration of the KM activities Defining appropriate KPIs Identification of valuable internal and external knowledge sources Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer KM Strategy und Governance Model Service Knowledge System Helpdesk or IT Infrastructure Event management & Service Monitoring Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 21 / 28 Key Performance Indicators for Knowledge Key Performance Indicators (KPI s) Increased resolution rate by a single access to Service Knowledge System Decrease effort and resources in IT service support Lower the average time to find material and documentation Raise customer satisfaction by education, briefings, notifications, Degree of knowledge deployment Lower the dependency on the knowledge of individual persons Slide 22 / 28

12 Closing the gaps Systematic walkthrough and gap identification Change of culture Open communication Stakeholder identification Expert / Key user identification Workshops to identify and close the gaps Identification of valuable internal and external knowledge sources Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer Helpdesk or IT Infrastructure Event management & Service Monitoring KM Strategy und Governance Model Service Knowledge System Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 23 / 28 Continuous review Process quality review Special focus on how the agents deal with knowledge Regular input on weak points and gaps Define and control activities to fill the gaps Identification of valuable internal and external knowledge sources Helpdesk or Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer IT Infrastructure Event management & Service Monitoring KM Strategy und Governance Model Service Knowledge System Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 24 / 28

13 KM Strategy & Governance Model Derive KM strategy from the IT Service Strategy Focus on the same direction Make the link between both strategies explicit and measurable Develop an IT governance model Integrate KM within How to deal with experts MBOs and knowledge work Responsibilities and activities Regularly measure and give feedback (KPIs) Identification of valuable internal and external knowledge sources Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer KM Strategy und Governance Model Service Knowledge System Helpdesk or IT Infrastructure Event management & Service Monitoring Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 25 / 28 Service KM system Build a system delivering results Knowledge database vs. knowledge base Identify the right balance between face-toface activities and database driven approach Base all inputs on the taxonomy Provide context search with various search paths Key words Visual processes Etc. Identification of valuable internal and external knowledge sources Design of systematic processes to extract, document and process knowledge Systematically fill gaps with new knowledge Continuously enhance knowledge in regular cycles and selectively dispose of outdated knowledge Knowledge transfer Helpdesk or IT Infrastructure Event management & Service Monitoring KM Strategy und Governance Model Service Knowledge System Measurement of effectiveness and efficiency of the service (KPIs, Quality) Slide 26 / 28

14 ITIL V3 Service Knowledge System Presentation Layer Portale IT Governance Service- Sicht Kunden Support-Sicht Qualitätssicht Selbst- Bedienungs- Sicht Knowledge Processing Layer Query & Analysis Reporting Performance Modelling Monitoring Information Integration Layer Service Knowledge Database Data & Information Sources & Tools CMDB CMDB Unstructured Structured CMS Media library Slide 27 / 28 Clariant International Ltd Group IT Rothausstrasse 61 CH-4132 Muttenz 1/Switzerland Phone: Fax: Mobile: thomas.schell@clariant.com Thomas Schell Head of IT Services Processes Office Location: Binningerstrasse 2 CH-4142 Münchenstein Pavel Kraus Dr. sc. nat. ETH Partner Business-Park Tenum Grammetstrasse 14 CH-4410 Liestal Mobile Phone pavel.kraus@aht.ch Slide 28 / 28