there s a renewed focus on real-world return on investment interdependencies and collaboration are key time is the critical metric

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2 trends implications the requirement is for responsible spending and IT governance there s a renewed focus on real-world return on investment IT consolidation Process automation collaboration between customers, partners, suppliers and employees is essential interdependencies and collaboration are key level agreements Process implementation time to market time to revenue time to customer satisfaction time is the critical metric Adaptable infrastructure Flexible sourcing 36% are focusing their 2002 IT spending on integrating systems and processes reduce operational costs increase operational cost efficiency (ROA) increase customer satisfaction improve service levels 37% state challenge with an inadequate budget and prioritizing improve ability to innovate faster time to market for new services 31% state challenge as the shortage of time for strategic thinking 24% of IT spending focused on external customer service and related management increase operational efficiency increase employee satisfaction 40% state maintain staff & skill retention challenge levels with staffing level efficiency finding and keeping key increase process efficiency staff and their increase technology effectiveness skills Source: CIO Magazine 2002 State of the CIO March 01, 2002 issue 2

3 value of IT to the business business value of IT managing the services infrastructure levels of enterprise IT management value of IT to the business business value of IT managing the services infrastructure demonstrate value delivered enter the business planning process manage customer experience maximize return on IT investments deliver services for a competitive advantage enable new business opportunity 3

4 value of IT to the business business value of IT managing the services infrastructure run IT as a business operate as a service provider align IT with critical business goals optimize IT processes manage a portfolio of services agreed upon service levels and costs measure IT s contribution to the business value of IT to the business business value of IT managing the services infrastructure available, wellperforming computing infrastructure technology provider tactical support to the business cost-center minimal process automation 4

5 ORGANISATION Quality Flexibility Cost management BUSINESS PROCESSES Why! How / What? IT SERVICE PROVISION SERVICE MANAGEMENT ITIL - general 5

6 Challenges to the IT organization Contribution to solving business challenges This means contributing earlier in the planning cycle A measurable contribution to the business value chain provision as opposed to IT product delivery A business like relationship A consistent and stable service Less emphasis on technology Customer The Support Problem This can be broken down into 3 main areas: no structured customer support mechanism in place low customer confidence in/perception of IT a lack of focus on customer s needs support under managed and under resourced problems being resolved repeatedly rather than eliminated an inconsistent quality of call response and response times uncoordinated and unrecorded changes Decision Making Information no management information available decisions being based on I think rather than I know 6

7 Why implement? Professionalism Focus on benefits to the customer/business Decision making metrics Clear points of contact Part of a QM strategy - focus on continuous improvement Cost reduction - based on the standardization of the expensive processes (20/80) Avoid reinventing the wheel Long term survival! The Objectives of IT Align IT services with the ever changing needs of the business Improve the quality of IT services Reduce the long-term cost of service provision is all about the delivery of customerfocused IT services using a process-oriented approach 7

8 "# $ #% " $%& "# $ %' & ( ) (' * ) +, -.# + # - # # / / ' ($ Model (According to ITIL) IT Customer Relationship Release Change Configuration Support Problem Incident Level Financial for IT s Delivery Capacity IT Continuity Availability Desk Security 8

9 Model (According to ITIL) IT Customer Relationship Release Change Configuration.. hat das Ziel, einen ausgefallenen so schnell wie möglich für den Anwender wieder zur Verfügung zu stellen Support.. Problem Incident Level Financial for IT s Delivery Capacity IT Continuity Availability Desk Security Prozeduren Änderungen mit minimaler Model (According Auswirkung auf den produktiven to ITIL) Betrieb, IT Customer Relationship durch standardisierte Methoden und schnell und kontrolliert durchführen zu können Release Change Configuration Support Problem Incident Level Financial for IT s Delivery Capacity IT Continuity Availability Desk Security 9

10 Model (According to ITIL) IT Customer Relationship nur autorisierte, kompatible und möglichst einheitliche Versionen im Produktivbetrieb eingesetzt werden. testet und genehmigt SW/HW sowohl als einzelne Komponente, als auch im Zusammenspiel Release Change Configuration Support Problem Incident Level Financial for IT s Delivery Capacity IT Continuity Availability Desk Security Model (According to ITIL) Überwachung der Dienstleistungsqualität und ein entsprechendes Reporting, sowie das Absichern der Kundenverträge durch entsprechende Vereinbarungen IT Customer Release zeiten Relationship Verfügbarkeiten Change Reaktionszeiten Configuration Wiederherstellungszeiten Notfallplanung Level Financial for IT s Capacity IT Continuity Support Problem Incident Desk Delivery Availability Security 10

11 !"!" Business - IT Alignment Interface with customers Understand business and customer requirements Formulate an IT strategy that optimizes IT added-value Operations Bridge Manage customer satisfaction Run services Monitor and maintain the service infrastructure Resolve incidents and disseminate information Proactive problem prevention Delivery Assurance Document and track service infrastructure information Document infrastructure attributes and relationships Evaluate and control changes Translate IT strategy into planned IT services Create detailed service design specifications Define and manage service levels within cost constraints (and service budget) via SLAs Provide security for infrastructure and data & Develop and test services Deploy services according to service design Development & Deployment 11

12 People Applications Internet/ Intranet Databases Clients Process Networks Servers!" Business - IT Alignment Operations Bridge Business Assessment Customer Incident Delivery Assurance Operations IT Strategy Development Delivery Assurance Problem Planning Security Level Configuration Change Release to Production Availability Capacity Cost Build & Test & Development & Deployment!# $ Business Strategy Value Chain Problems/ Requests Business - IT Alignment End Users Delivered Environment Status Operations Bridge Environment Administration IT Strategy Delivery Assurance Delivery Assurance Performance (Quality) Objectives & Measures Reports and Associated Plans Reports Planned IT s Production Release & Development & Deployment 12

13 The HP ITSM Reference Model Process Flow Business - IT Alignment Operations Bridge Business Assessment Incident Delivery Assurance Operations Customer IT Strategy Development Planning Security Delivery Assurance Configuration Change Problem Release Availability Level Capacity Financial For IT Build & Test & Development & Deployment Relationship Map Example IT Strategy Development Business Assessment Customer Configuration Calendar Review Cycle Level Availability s & Plans Portfolio Review Cycle IT Strategy External Specification Availability Analysis External Specification Portfolio Feedback Reports Market Analysis Portfolio External Specification Planning Internal Specification Capacity Analysis Capacity & Plan Feedback External Specification Cost Analysis Budget Feedback Performance Data Cost Data RFC Workorder Workorder Status Internal Specification External Specification CI Attributes and Relationships Change Release to Production Availability Capacity Cost Trigger Input/Output 13

14 These: Unternehmen werden zukünftig nur dann wettbewerbsfähig sein können, wenn sie ihre IT als definieren und ihre IT- Organisation als Dienstleister aufbauen! 14

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