IMPLEMENTING IT SERVICE MANAGEMENT. Jon Iden and Tom Roar Eikebrokk Borås

Transcription

1 IMPLEMENTING IT SERVICE MANAGEMENT Jon Iden and Tom Roar Eikebrokk Borås

2 ITSM Monitor - the status of ITSM in the Nordic countries : 446 individual experts : firms Implementation status Effects of ITSM Conditions for success 2

3 When did ITIL become fashionable? 14% 12% 10% 8% 6% 4% 2% 0%

4 When did ITIL become fashionable? 18% Sverige 16% 14% 12% 10% 8% Sverige 6% 4% 2% 0%

5 What is the implementation status? Service Operation Processes Event management Incident Management Problem Management Request Fulfillment Access Management Service Desk Not started: 1, Early: 2, Half way: 3, Advanced: 4, Completed: 5 5

6 What is the implementation status? Service Transition Processes Transition Planning and Support Change Management Service Asset and Configuration Management Release and Deployment Mgmt Service Validation and Testing Evaluation Knowledge Management Not started: 1, Early: 2, Half way: 3, Advanced: 4, Completed: 5 6

7 Effects of ITIL on IT-operations %

8 Effects of ITIL on Process Management 60 %

9 Effects of ITIL on IT Service Climate IT Service Climate: Employees shared perceptions of which practices, procedures and behaviors that are rewarded and supported for their contribution to customer service and service quality Measurement: Established indicators from service science and organizational psychology Findings: With more ITIL implementation, the more IT Service Climate With more ITIL implementation, the more Process Management With more Process Management, the more IT Service Climate ITIL Implementation Status 0,47 ** Process Management 0,25 ** 0,31** IT Service Climate R 2 =0,22 R 2 =0,23 ** p<0,001 n = 161 (2014) 9

10 ITIL s effects on strategizing Strategizing: The concept that practice grows into something of strategic nature and value Our Research Question: Can ITIL implementation create outcomes of strategic nature and value that represent Strategizing? Process Management ITIL Implementation IT Service Culture Strategizing! IT Governance Our Combined Research Findings from 2008, 2010, 2012 and 2014: ITIL implementation does indeed create outcomes of strategic nature and value! 10

11 What does it imply to implement ITIL? Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Shared understanding Rejected Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close The current process in firm ITILs recommended process Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Manage the ITIL program Approved or rejected Approved or rejected Schedule change on FSC Impement Change Assess impact, cost, benefit and risk of Approve or reject Legend: Manual activity Select and implement ITIL software Optional activity Update documentation and CMDB Hand-over Close Choice Design and implement new process 11

12 Implications for practice lessons learned Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Impement Change Update documentation and CMDB Close Legend: Manual activity Optional activity Hand-over Choice 12

13 Implications for practice Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change 2. Cultural change Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Legend: Impement Change Manual activity Update documentation and CMDB Close Optional activity Hand-over Choice 13

14 Implications for practice Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change 2. Cultural change 3. Process awareness Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Legend: Impement Change Manual activity Optional activity Update documentation and CMDB Hand-over Close Choice 14

15 O p e r a t i v p r o s e s s l e d e l s e What is a process? 15

16 Implications for practice Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change 2. Cultural change 3. Process awareness Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Legend: Impement Change Manual activity Optional activity 4. Process modelling Update documentation and CMDB Close Hand-over Choice 16

17 Implications for practice Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change 2. Cultural change 3. Process awareness Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Legend: Impement Change Manual activity Optional activity 4. Process modelling 5. Process ownership Update documentation and CMDB Close Hand-over Choice 17

18 P r o s e s s f o r s t å e l s e The process owner 18

19 Implications for practice Change initiator Change Manager Change Advisory Board Change Builder Independent Tester Register request for change () Analyse and decide priority and category Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approve or reject and schedule on FSC Rejected Approved Change and test plan Co-ordinated change Test results Implement Change Update CMDB Information from implementation Review Change Close 1. Process change 2. Cultural change 3. Process awareness Change Initiator Section Leader IT Director / Management Meeting Register request for change () Assess impact, cost, benefit and risk of Co-ordinate with other sections if necessary Assess impact, cost, benefit and risk of Approve or reject Approved or rejected Approved or rejected Schedule change on FSC Legend: Impement Change Manual activity Optional activity Update documentation and CMDB Hand-over Close Choice 4. Process modelling 5. Process ownership 6. Process metrics 19