The ITSM Elevator Is Broken, Please Take The Stairs

Transcription

1 SESSION 704 Friday, April 15, 9:00am - 10:00am Track: Service Management Excellence The ITSM Elevator Is Broken, Please Take The Stairs Jim Bolton President, Propoint Solutions jbolton@propointsolutions.com Session Description There s no express elevator to achieving ITSM excellence. There is, however, a set of stairs; a proven step-by-step approach. Many ITSM initiatives fail because they want a quick solution to their issues rather than taking time to identify and focus on the fundamental root causes and address those first things first. In this session, join Jim Bolton for an in-depth look at how one organization successfully used the CSI approach and visual indicators to achieve organizational improvement by identifying and focusing on five key areas. Speaker Background Jim Bolton is the president and founder of Propoint Solutions Inc., as well as an ITSM consultant, ITIL trainer, and ITIL courseware developer. Jim is a member of the HDI Faculty and former member of the HDI Strategic Advisory Board. His is a certified ITIL v3 Expert and ITIL v2 Manager, and he holds a number of numerous ITIL Practitioner and Competency certificates in addition to his itsmf ISO/IEC Consultant Certificate. He received his MBA from the University of Phoenix.

2 The Express Elevator Is Broken: Please Take The Stairs Jim Bolton Jim is the founder and president of Propoint Solutions Inc. He is an ITSM Consultant, ITIL Training Provider, Courseware Developer, Author, and Speaker at conferences around the world on ITSM topics. He a member of the HDI Faculty, and has served on the HDI Strategic Advisory Board, the itsmf and HDI Local Chapter Boards, and as track chair for itsmf and HDI annual conferences. Jim s credentials include: an MBA in Technology Management, ITIL v3 Expert, ITIL v2 Manager, ITIL Practitioner and Competency Certificates and the itsmf ISO/IEC Consultant Certificate. Jim Bolton ITIL is a registered trade mark of AXELOS Limited. Copyright AXELOS Limited All rights reserved.

3 50-70 percent of organizations that undertake a reengineering effort do not achieve the dramatic results they intended. Reengineering the Corporation, Michael Hammer and James Champy Ireland the elevator Ireland the stairs

4 The Need for CSI Why are ITSM initiatives failing? Trying to do too much Haven t defined value Need a step by step approach Trying to do too much

5 Only 26% of respondents have defined, implemented and enforced governance ITSM Industry Survey Oh Look! There are so many exciting ITSM processes. We want them all!

6 Thrashing - a computer activity that makes little or no progress, usually because resources have become exhausted or too limited to perform needed operations. When this happens, the operating system tries to find resources by taking them from some other process, which in turn makes new requests that can't be satisfied. The essence of strategy is choosing what not to do. Michael Porter, Harvard Business Review, 1996

7 Haven t defined value Business Outcomes are the only real measure of IT worth CIO Magazine

8 How The Business Views IT IT is somewhat reactive, with little focus on improving business use of technology IT has a firm grasp of technology and works to deliver stable infrastructure 15% 23% 18% 9% 32% Source: ITIL: State of the Nation Survey IT is a strategic partner measured in terms of its contribution to the business IT is an excellent business partner always delivering appropriate levels of service IT is a competent business partner, ensuring critical services are available when needed Business Value - a brief case study

9 Top 5 Areas for Focus Identified during a facilitated brainstorming session 1. We need a clear vision and strategy to guide us 2. We need governance to prioritize projects 3. We need service owners 4. We need clearly defined processes for Incidents, Requests, Changes, and Problems 5. We need to stop doing unplanned work Strategic Focus and Business Value Case study results at 18 Months! Strategic Focus - Commitment to high value business initiatives vs. managing IT operations. Business Efficiency Average Speed to Answer Speed of answering staff calls to the Service Desk. Business Efficiency Resolving issues faster in order to minimize the business disruption and improve productivity. Overall Efficiency Doing More with Less 11% increase in IT resources. Customer Satisfaction 47% greater portion of IT resources focused on new business initiatives 65% reduction in average speed to answer 50% faster resolutions 25% increase in devices 93% satisfaction

10 Need a step by step approach Put first things first and second things are thrown in. Put second things first and you loose both first and second things. C.S Lewis

11 IT Service Management Office, Our plan is to adopt 11 processes across 5 organizational units in 18 months. CIO, The business expects our IT services to be highly available, and it is well known in the industry that 80% of IT outages are caused by human error; thus our first priority is to develop a mature change management process. Chapters 1. This is taking much longer than we planned 2. The quality is not what we had hoped 3. This is going to be expensive 4. This is just not possible

12 Let s Take the Stairs - a brief case study Five Steps CSI What is the vision? Where are we now? The Vision Statement: Easy to Understand I understand it Provide Direction I see where we are going Actionable I see how this applies to me Motivational I want this How do we keep momentum? Where do we want to be? How do we get Did we get Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. The business expects our IT services to be highly available

13 CSI - Lessons Learned What is the vision? Where are we now? The Baseline Baselines establish the beginning point They are essential for demonstrating improvement How do we keep momentum? Where do we want to be? How do we get Did we get 80% of IT outages are caused by human error Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. We are a leaky bucket What is the vision? Where are we now? Realistic Target Establish a realistic target Agree to a realistic timeframe How do we keep momentum? Where do we want to be? How do we get Did we get Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. We need a mature change management process. CMMI level 3 within 18 months.

14 What is the vision? Where are we now? We are a leaky bucket The Project Plan Use the RACI Model to identify stakeholders Assign owners and responsibility Measure and report the results regularly How do we keep momentum? Where do we want to be? How do we get Did we get Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. Develop and mature our Change Management process then roll it out to the other organizational units. CSI - Lessons Learned What is the vision? Where are we now? Measure and report the results Communicate Successes Use colors How do we keep momentum? Where do we want to be? How do we get Did we get Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS.

15 CSI - Lessons Learned What is the vision? Where are we now? Continual improvement Leverage the wins Communicate Visual Turn it Green! How do we keep momentum? Where do we want to be? How do we get Did we get It will take time to win the hearts and minds of our people Copyright AXELOS Limited All rights reserved. Material is reproduced under license from AXELOS. Key Takeaways The essence of strategy is choosing what not to do Business outcomes are the only true measure of IT success Identify and focus on the first things Take the stairs - a 5 step CSI approach

16 Two roads diverged in a wood, and I I took the one less traveled by, and that has made all the difference. Robert Frost Thank you for attending this session. Please don t forget to complete a session evaluation!