October 7, Presented to. The PMI Washington DC Chapter. Pedro Agosto. Director of Client Services, XA Systems, LLC.

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1 October 7, 2011 Presented to The PMI Washington DC Chapter By Pedro Agosto Director of Client Services, XA Systems, LLC

2 Introduction Re-evaluating IT Services Today s Challenges IT Service Management Setting the Stage for IT and Business Transformation Achieving Success for ITSM Initiatives How the PMBOK Compliments ITSM Techniques Summary 2

3 Seeking a better way to improve our response to these conditions: Project failures Applications not meeting the business needs Limited resource sharing - Stove Piped Structures Business Applications Performance and availability issues Budget deficiencies Lacking adequate IT Investment LOB participation - Inadequate Support from Business Operations Service Providers - lacking understanding of customer requirements Emerging Technologies- i.e. Managing Cloud and Virtual Computing Financial Systems Increased regulatory requirements & monitoring Cyber Security - Increased compliance regulations to secure assets Continual Change Maintain while adopting new evolving business expectations 3

4 The growth in the use of standards and best practices has created new challenges and demands for implementation guidance: Difficulty Establishing IT & Business Alignment Creating awareness of the business purpose and the business benefits of these practices Supporting decision making on which practices to use and how to integrate them with internal policies and procedures Tailoring standards and best practices to meet specific organizational requirements Acquiring executive support necessary to meet the wider scope 4

5 Traditional IT Model Technology focused Reactive End-user centric Centralized In-house Isolated silos Adhoc responses Informal Processes Internal IT perspective Operational Specific Cost based contracts ITSM Model Process focused Proactive Customer centric Distributed Value based outsource Enterprise collaboration Repeatable and Accountable Documented Best Practices Business perspective Service orientation Performance based contracts From this To this 5

6 Meeting the Business Requirements A Transformation in Progress Business Policy & Compliance Production Systems Finance Business Operations Business Services The Business High Level Processes Standards & Frameworks Workflow Procedures Automation IT Service Management Processes Monitor / Measure / Manage IT Operations Applications The Technology Infrastructure 6

7 Universal: Make sure Upper Management and Staff are on the same page and have bought into the effort Many success stories start, We got a new manager who really pushed for ITIL What if you are not led by True Believers? How can you influence your management culture and achieve buy-in? How can you fit an ITSM implementation project with the staff current work load? 7

8 The Goals of Transformation: Change Behaviors and Change the Culture Value conversion the replacement of existing cultural values with new ones Value creation the development of new ideas to apply to new situations Value connection the development of a conceptual link between phenomena previously thought unconnected or connected in a different way (ex. connecting new ideas to old ones) ITSM is a Concept that Can be Employed to Establish True IT to Business Alignment and Transformation 8

9 Key factors affecting alignment - from recent study on IT/Business Alignment Cultural attitude toward IT Perception of IT IT access to business planning IT planning and prioritization Business project prioritization Communication with business management IT s strategic role Good News - there is a way to overcome these obstacles Source: Giga Research, a wholly owned subsidiary of Forrester Research. 9

10 Rules of Thumb (ROT) Rule # 1 Know your key stakeholders issues, concerns and priorities Rule # 2 - Identify business objectives and priorities through formal planning, Identify key business services that support their objectives Rule #3 - Involve the key stakeholders in the program design for the organization to believe there are benefits for them (WIIFM) Rule #4 - Use external consultants to bring key value elements of experience, knowledge, resources and fast track templates Rule # 5 - Establish a formal program or project approach to include sponsorship and governance controls (Transformation efforts never succeed as a part time activity) Rule #6 Avoid the Purist discipline frame of thought. If your team possesses the Purist Consultant be sure to provide extensive supervision Rule # 7 Identify metrics for quality improvement benchmarks and establish realist service level agreements Rule #8 Leverage internal organizational support groups such as corporate communications, HR, internal audit, and procurement to support the initiative Remember the tangible deliverables of an ITSM program is not a completed document or process but the organization operating in a new way with new values and demonstrated results 10

11 11

12 The project management principles defined in the PMBOK align with the ITIL service lifecycle PMBOK 4 th Edition Process Groups Initiation Planning Monitor and Control Closeout Service Strategy Service Design Service Transition Service Operation Continual Service Improvement ITIL v3 Service Life Cycle 12

13 PMBOK 4 th Edition Process Group ITIL v3 Service Area Project Initiation Develop Project Charter Identify Stakeholders Project Planning Develop Project Management Plan Collect Requirements Define Scope Determine Scope Service Strategy Strategy Generation Demand Management Service Portfolio Management IT Financial Management 13

14 PMBOK 4 th Edition Process Group ITIL v3 Service Area Project Planning Develop Project Management Plan Collect Requirements Define Scope Determine Scope Plan Risk Management Service Design Service Catalog Service Level Management Capacity Management Availability Management Service Continuity Management Information Security Management Supplier Management 14

15 PMBOK 4 th Edition Process Group ITIL v3 Service Area Monitoring and Controlling Monitor and Control Project Work Perform Integrated Change Control Perform Quality Control Report Performance Service Transition Transition Planning and Support Change Management Service Asset and Configuration Management Release and Deployment Management Service Validation and Testing Evaluation Knowledge Management 15

16 PMBOK 4 th Edition Process Group ITIL v3 Service Area Monitoring and Controlling Monitor and Control Project Work Perform Integrated Change Control Perform Quality Control Report Performance Service Operations Event Management Incident Management Request Management Problem Management Access Management 16

17 PMBOK 4 th Edition Process Group ITIL v3 Service Area Closing Project Close Out Reporting Lessons Learned Continual Service Improvement Service Measurement Service Reporting Service Improvement 17

18 Use a formal planning process to develop strategies and tactics Take the time to create a solid communication plan Hold regular planning meetings between business & IT leaders Use performance metrics as a baseline for planning Allocate IT budgets based on business priorities Create and list standard service-level definitions in a service catalog Establish a service-level cost framework to understand the cost of services at different service levels 18

19 A Continual IT Service Management Program can produce: Clearly Aligned Information Technology to Business Priorities A More Effective IT Organization Due to Understood Priorities An Improved line of Business Satisfaction and Perception of IT The Justification for IT Budget Allocations for Business Needs PM principles can be used to facilitate business transformation 19

20 20

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