How To Manage An It Service Manager
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- Stephen Hicks
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1 Customer Challenges Customer Challenges and Pain Points Cost pressure and missing cost transparency Managing IT complexity and growth Time to market for new/changed IT s Upcoming mergers, post merger integration Going global (data center, new 24x7 operations required, etc.) Sourcing and related challenges Technology view versus orientation Service quality issues (low customer satisfaction) Key questions to your customer How satisfied are your customers with the current IT quality? How prepared are you to quickly provide IT s for new business requirements? How transparent are your IT cost today? How do you manage the growing number of IT suppliers? Do you expect new customer segments? Target Audience CIO COO Manager of internal IT units Manager of Shared IT Service Centers Cross Industry 1
2 Principles A comprehensive IT Service Management is focusing on E2E processes, transparent IT s, an aligned governance/organization and an integrated Toolsuite. Processes: Design E2E processes (according ITIL) : Define a transparent, overall IT decomposition Governance & Organization: Establish agreements to ensure customer requirements IT Service Management Processes (ITIL) IT Architecture layers IT IT Service decomposition SLA IT Org. Org. A Org. B Org. C Strategy Design Transition Operation Continual Improvement Application (Application, Data) Common IT Infrtructure (MW, O/S) Be IT Infrtructure (Virt., Server, Storage, NW) OLA UC OLA UC OLA UC Org. A1 Org. A2 Org. A3 Supplier A Supplier B Supplier C Tools ( Tools follow processes ): Design target ITSM Tool landscape and implement unified ITSM Toolsuite, including central DB repository
3 IT Service Delivery Models IT Service Management enables the successful handling of various IT Service Delivery Models 1. IT s consist of components through all architecture layers (IT Service decomposition) 2. There are mainly 4 IT delivery models: IT traditional, IaaS, PaaS, SaaS 3. Consuming a (XaaS) means separating responsibilities of the corresponding architecture layer 4. The more external s are consumed, the more relationships to providers need to be managed in an appropriate manner. 5. Using internal and any type of external s indicates an hybrid IT environment. 6. In hybrid IT environments, managing IT becomes even more critical and requires new / adapted skills. IT Architecture layers IT Service decomposition Trad. IT IaaS PaaS SaaS IT Application (Application, Data) Common IT Infrtructure (MW, O/S) Be IT Infrtructure (Virt., Server, Storage, NW)
4 Managing a hybrid IT Environment IT Service Management in a hybrid IT Environment requires clear principles, a transparent integration layer and matching functions. Hybrid IT is the result of combining internal and external s, provided internal units, external sourcing partners, cloud or XaaS infrtructures/s. Therefore multiple connections between various providers and consumers lead to a higher complexity and need to be managed on an appropriate manner. An integration layer takes care of those connections and harmonizes the information flow. Managing a hybrid IT environment therefore means on top new roles and adapted functions IT consumer Relations IT provider (int/ext) IT consumer HQ Region x Unit y Internal (historically grown) Sourcing Partner Cloud Service yy HQ Region x Unit y Relations (Integration Layer) IT provider (int/ext) Internal Sourcing Partner Cloud Service yy
5 TRANSFORMATION TO IT SERVICE PROVIDER Consulting Approach Consulting Approaches: Readiness analysis for a transformation of a traditional internal IT to an IT provider. ImpulseDay: Quick & pragmatic approach bed on a self-sessment your IT Management Team. Preferably applied in pre-study/inception phes. Awareness Self-Assessment Analyse Gaps Define next steps BusinessValueAccelerator: Systematic & reliable approach bed on a holistic sessment. Preferably applied in analysis phes. Scoping Assessments Analyse Gaps Define initiatives 5
6 Q1 Q2 Q3 Q4 Q1 Q2 Service Catalog Business Risk Assess. Invenar Update Reorganization, Service Mgmt, Support Monitoring Konzept System Automation Asset Management implementieren Monitoring Infrtruktur Incident & Problem Management anpsen Infrtruktur Konsolidierung (Updates, SAN) Dister Recovery Notfall Prozeduren SLA Definitionen und Implementation Backup & Restore Globales User Management inkl. Job Rollen Definitonen, Security Integrationskonzept Hardware Update Change & Configuration Management Globales Job Control Management Handover / Testing Applikationen Performance & Kapazitäts Mgmt TRANSFORMATION TO IT SERVICE PROVIDER Consulting Offerings Consulting Offerings: Readiness analysis for a transformation of a traditional internal IT to an IT provider. ImpulseDay: 1 initial meeting + 1 day (4-6 hours); cost fix 5k CHF Awareness Self Assessment Analyse Gaps Define next steps Introduce background & Evaluate current status of the Roughly define target state Identify initiatives bed on approach 5 pects through a self Analyse gaps best practices and experience Present examples of sessment. Define potential actions Define next steps expected deliverables and Aspects:, Financials, Create an action list best practices of IT delivery Processes, Organization, Technology BusinessValueAccelerator: 4 6 weeks duration (several workshops); cost range 30k 50k CHF Scoping Assessments Analyse Gaps Define Initiatives Kick-off, define scope Analyze documentation and Define target state Identify initiatives bed on Introduce approach, tks, information Analyse gaps best practices and experience work shops Evaluate current status of the Define potential approaches, Define, evaluate and prioritize Present examples of 5 pects through a further information needs, etc. initiatives expected deliverables and systematic sessment: Describe activities and best practices of IT delivery & Aspects, elaborated one dependencies financial models workshop each:, Create a Roadmap Identify required documents Financials, Processes, and information Organization, Technology Portfolio of enterprise business and IT s Delivery models Off-premises shared Public Off-premises dedicated s Cloud On- premises utility Outsourcing Private Traditional IT On- premises Fixed Mixed Variable Financial models Aspekt Kriterium 1 Kriterium 2 Kriterium 3 Kriterium 4 Durchschnitt Zielwert Maximum Finanz Prozesse Organisation Technologie Aspekt Kriterium Kriterium Kriterium Kriterium Katalog Service Owner SLAs Verbesserungen Kosten- Verrechnungs- Finanz Service Pricing Verbesserungen Prozesse Kern-Prozesse Rollen Prozess-KPIs Verbesserungen Kunden- Lieferanten- Organisation OLAs/Ucs Verbesserungen Architektur- Standard. & Security & Arch. Board Technologie Technologie Go Live 6
7 Customer Benefit Value Proposition Implementing a comprehensive IT Service Management enables improved time-to-market delivery of new respective changed IT s, transparent IT cost structures, enhanced efficiency and quality and leads to higher customer satisfaction and employee motivation. More Information Customer Reference: several customers cross-industry (e.g. Swiss retail company, Swiss industry SME) Contact Information Reto M. Waldispühl Principal / Senior Managing Consultant IT Service Management IBM Switzerland Ltd. Vulkanstrse 106, P.O. Box CH-8010 Zurich IT Strategy & Design reto.waldispuehl@ch.ibm.com 7
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