Best of IT Service Management. Juergen Deuter

Transcription

1 Best of IT Service Management Juergen Deuter

2 Agenda 1 2 Challenges of IT Delivery Service oriented IT Delivery

3 Aligning IT with business strategies and goals is essential, because IT is a key business enabler Partner with the CEO to drive innovation»»» Organizations need to: Drive top-line revenue growth Continue to deliver bottom-line profit growth Run the business while changing the business Which creates specific IT needs: Increase the flexibility of the business Deliver new value from existing assets (information and people) Address governance, operational risk and compliance challenges Reduce the cost and complexity of IT operations

4 In response to these pressures, the IT services marketplace is changing profoundly - and so is IBM Stand-alone services Full-scope outsourcing Integrated solutions Selective out-tasking Customized services Standardized services Local labor sources Labor-based models Global delivery Asset-based models

5 Agenda 1 2 Challenges of IT Delivery Service oriented IT Delivery

6 Our strategy has evolved from the clients we serve and is centered around driving business value for them Business Strategy Services Strategy Focus on open technologies and highvalue solutions Deliver integration and innovation to clients Become the premier Globally Integrated Enterprise Strengthens & Improves Innovation Operational insights Apply technology with IBM SWG, STG, GBS and Research New business models Productivity Process Automation Skills Our Clients Provides foundation for Enables Quality Superior Delivery Quality Productivity Leadership Drive increased value to clients through high quality delivery

7 Clients are leveraging a global delivery service, consistently managed across process, automation, tools and analytics France Portugal Spain UK Ireland Canada U.S. Mexico Venezuela Peru Brazil Argentina South Africa IBM Global Delivery Infrastructure Delivery Center Application Services Managed Business Processing Services Poland Czech Rep. Hungary Romania China Philippines Vietnam India New Zealand Australia

8 We dynamically create work groups/pools across the world to best meet clients business needs Pool creation considerations Technology Workload/FTE Skill set Location Regulations SLAs Tools Problem tickets Other Client 1 Account Focal Point Account Focal Point Client 2 Global skills resources 750+ pools ~ 50 types of pools by competency (e.g., service line, component) Specialized pools

9 Example - IDC Brno, Czech Republic People IBM professionals manage complex IT solutions, 80 nationalities. Average age 30, 53% University degree Mature Processes Developed over years of execution for global companies Operations Server Systems Operations, Network Integration, End User Services, Infrastructure Services, and Service Management Support Professionals monitor 36,000 servers and resolve 92,000 help desk Calls per month Language Support 18 different languages (Bulgarian, Croatian, Czech, Dutch, English, French, German, Hungarian, Italian, Latvian, Lithuanian, Montenegrin, Polish, Portuguese, Romanian, Russian, Serbian, Spanish) Brno Fact Sheet Second largest city in the Czech Republic Population 405,337 Home to 5 public, 1 state, and 6 private universities A member of EUROCITIES, a network of the largest and most important European cities in all member states of the EU IBM Delivery center founded in 2001 Delivery Center located in Technology Park Outstanding logistical and technical infrastructure

10 ITIL-conformant Service Management processes leverage IBM s experience managing the IT environments of over 2,000 customers Service Quality Service Reporting Improvement Process Service Excellence Customer Satisfaction Service Measurement Return on Investment Program Management Service Reviews Service Level Mgmt ITIL process lifecycle elements reflected in Offering Content Strategy & Design Strategy generation Demand management Availability management Service level management Capacity Management Information Security Management Supplier Management Transition, Implementation & Transformation Transition Planning & Support Service Evaluation Service Validation Change Management Asset Management Configuration Management Deployment Management SO Specific HR On boarding Project Implementation Optimization / Consolidation Managed Operations Event Management Incident Management Problem Management Request Fulfillment Access Management IT Operations Management Data Center Services Workplace Services Enterprise Services Business Services IT Domains

11 Why is Service Management important? Connects the IT infrastructure to the business it supports so that IT investment is focused on the highest priority business needs Reduced disruption to IT Services Greater control of changes to IT infrastructure and ability to introduce innovation Lower IT cost less money spent fighting fires Single point of contact for end-users for incidents, service requests, and information reduces multiple help desks Universal language to describe IT service management helps to manage IT support across multiple suppliers End-to-end integration of IT management processes across your environment Supports business controls compliance..results in better quality, lower cost, IT alignment to business, and easier outsourcing

12 Global Delivery Framework 1 2 Predictable & Repeatable Service Services Catalog Pools Pools Manager (Rhythm) Rhythm Tech Lead 1 SA SA Solutions SA SME pool 7 Green Organisation structure Team DCA 3 User ID/OCC pool Pool 1 Clients Current Add l Pool 2 9 GDF Transition Sending Geo 4 8 Y GDF Architecture/Model Blues Tech Lead Sr. SA (A/c dedicated) SA QA Cross-pool group of SMEs Manager (Blues/Jazz) Cross-pool group for improvements in quality and processes Cross-pool group of SAs dedicated to security & compliance activities Fragmentation Analysis Accounts where there are significant issues Client 1 GEO India Y Client 2 GEO Y India Y Client 3 GEO Detail of service elements with issues on duplication A. Platform Support Activity performed both in sending Monitor and reduce operating system log GEO and India files to prevent file systems from overfilling ITD GD N India Y Client 4 GEO Y India Y 5 Performance Management Productivity Quality Pool level metrics aggregated for Second Line Manager Account level metrics maintained for Sending GEO teams Operational Metrics SLA attainment # Sev 1 issues # Sev 2 issues MTTR # of changes # of failed changes 6 Pareto analysis SPC analysis For each account Servers/FTE by server type Servers/productive hour Orders placed/ productive hr. SW Lic. Managed/ prod. H.r HW assets/productive hr. Defect Prevention Investigate causes Pro-active investigations Resolve issues Org. Health Overtime hours Total attrition rate SA training hours RCA record RCA DB Re-use across organisation

13 IBM s three-tiered governance model promotes transparency and cooperation Executive Steering Management Service Delivery CIO Contract Executive Contract Manager HR & Finance Other participants as needed Contract Executive Contract Manager Contract Admin Finance Manager Other personnel as needed Contract Manager Service Managers Business Unit Coordinators Site Managers Client Executive Steering Committee Meetings Quarterly Customer and IBM strategic update Current high priority initiatives Balanced Score Card Architecture Review of Directions and Initiatives ManagementMeetings Weekly/Monthly High profile initiative/project review Issue management & resolution Performance Review SLA Project Status Reviews for key projects Financial Management Service Delivery Meetings Daily/Weekly Operational Issues Management Key Project escalations RCA reviews IBM Industry Vice President Account Executive Account Manager Other participants as needed Account Executive Account Manager Finance Manager Other personnel as needed Account Manager Service Delivery Managers Service Control Manager Partnership Governance Structure

14 The Project Executive has overall responsibility for delivering services to the client Project Office Client site Project Executive (PE) Overall contract owner Relationship focal point Owns customer satisfaction Strategic direction for account Service Delivery (SLAs) Project Office audit readiness CxO IBM Service Delivery Center Service Delivery Manager (SDM) Delivery Project Executive (DPE) Owns responsibility for quality of service and service levels (SLAs) Helps drive client satisfaction Provides account team leadership Helps maintain account audit readiness Service Providers Network support Help desk Operations MVS DB2

15 Quality in service levels and account health GTS Services Delivery EMEA - Service Quality Progress Report 100.0% 99.6% 99.60% 99.56% Pan-IOT SLA Achievement Pan-IOT Green Account % 99.93% 99.91% 99.91% 99.85% 99.87% 99.87% % 99.84% 99.84% 99.80% 99.86% 99.78% 99.79% 99.84% 99.77% 99.81% 99.74% 99.76% 99.77% 99.80% 99.70% 99.80% 99.69% 99.68% 99.71% 99.75% 99.69% 99.0% 98.4% 98.6% 98.7% 98.5% 99.70% 99.65% 99.5% 99.5% 99.5% 99.5% 99.61% 99.4% 99.46% 97.4%97.6% 98.4% 99.4% 99.4% 97.3% 98.2% 98.1% 98.1% 98.2% 97.4% 97.9% 97.3% 99.3% 97.7% 97.7% 99.49% 97.5% 97.6% 97.3% 97.3% 96.3% 96.2% 96.3% 96.9% 95.8% 96.8% 96.7% 95.8% 96.5% 99.0% 96.0% 95.0% 98.9% 95.7% 98.8% 95.3% 94.9% 94.8% 94.7% 98.1% 97.7% 97.4% 99.50% 99.00% 93.0% 90.8% 91.0% 90.0% Jan-08 Feb-08 Mar % Apr-08 May-08 Jun-08 CERS 2008 Overall = 8.0 QOS = % 93.7% 93.3% 94.1% Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May % CERS 2009 Overall = 8.0 QOS = 8.3 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 May-10 Jun-10 CERS 2010 Overall = 8.0 QOS = 8.3 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11 Mar-11 Apr-11 May-11 Jun-11 Jul-11 CERS YTD 2011 Overall = 8.3 QOS = % 98.00%

16 100.0% 95.0% 90.0% 85.0% 80.0% 98.2% 97.7% 83.5% 82.1% 98.5% 86.6% 98.2% 98.8% 98.6% 88.9% 88.7% 87.2% 87.6% Pan-IOT Europe - Service Quality Progress Report 98.6% 98.6% 89.4% Pan-IOT SLA Achievement Pan-IOT Green Account % 99.1% 98.8% 98.8% 98.8% 98.9% 98.5% 90.5% 90.0% 89.0% 92.4% 90.8% 91.0% 99.4% 99.0% 99.6% 99.4% 99.5% 99.5% 99.5% 99.5% 99.4% 99.3% 94.0% 93.7% 93.0% 93.3% 92.4% 94.7% 94.9% 94.8% 94.1% 96.2% 100.0% 99.0% 98.0% 97.0% 96.0% 95.0% 100.0% 95.0% 90.0% 85.0% 80.0% 98.2% 82.1% 97.7% 83.5% 98.5% 86.6% 98.2% 98.8% 87.2% 87.6% 98.6% Pan-IOT Europe - Service Quality Progress Report 98.6% 98.6% 88.9% 88.7% 89.4% Pan-IOT SLA Achievement Pan-IOT Green Account % 99.1% 98.8% 98.8% 98.8% 98.9% 90.0% 89.0% 98.5% 90.5% 92.4% 90.8% 91.0% 99.4% 99.0% 93.0% 92.4% 99.4% 99.4% 99.5% 99.5% 99.5% 93.3% 93.7% 94.0% 99.5% 99.3% 94.7% 94.9% 94.8% 94.1% 99.6% 96.2% 100.0% 99.0% 98.0% 97.0% 96.0% 95.0% Transform Global integration as first Delivery Centre created with just 150 people Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Quality service improves as metrics and rigour increase Jan-08 Feb-08 Service Quality and Client Health Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Org anis atio n Account Health 94.1% SLA attainment % Data Centre resilience ongoing programme launched Offering Service GSARVirtualization Standardise of server and storage solutions systems for clients ~35% while driving or 100,000 consistency images Pr oc ess Tec hno logy Renewed Compliance focus brings security discipline in assets and risk management Lean six sigma initiative delivering process efficiencies Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Quality continues to improve as root cause analysis established as standard Virtualisation of server and storage systems Jan-08 Feb-08 Mar-08 Apr-08 July 2011 Global Delivery Quality Framework 99.91%, client account health 98.5% pooling, and perf data mgt, centre defect 99.99% 60,000+ FTEs involved in projects. Predictable and repeatable service, May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 supplier of managed service Cloud Global Delivery Framework building on Lean success Global Resourcing 40% in Global Delivery Centers; 60% in Regional Delivery Centers prevention people in Delivery Centres 17,000 people incountry delivering value to clients every day Services Integration Hub standardises solutioning July 2011 Productivity Metrics for benchmarking and new business Automation Integrating across Maximo, Tivoli, UNIX and Wintel hardware, with virtualisation software

17 Our clients say CERS Feedback (Client Executive Reletionship Survey) Quality of Service (Meeting Commitments) YTD Support Overall Skills precision engineering Provides Competitive Advantage Satisfied with Innovation by GTS Real Business Results

18 Analysts say Magic Quadrant for Data Center Outsourcing and Utility Services, Europe May 2011 quality leading in IT services productivity world class breadth leveraging IBM Forrester Wave : Global IT Infrastructure Outsourcing, Q1 2011

19 Backup

20 Service Excellence requires our delivery elements to be continuously refined to incorporate latest technology, best practices and lessons learned Service Service Management Management Skills Specialized talent that is trained, coached, and developed for specific tasks, technologies and accounts Deep skill-based pools that are large enough to deliver maximum efficiency Broad deep pools that cover all platforms, all ITIL processes, and all geographies Assets and Tools Processes Effective quality designed into processes and practices Efficient waste eliminated through process maturity and continuous improvement Robust fixes for one client are implemented across all other appropriate clients Information Analytics Automation codification of best practices in tools to improve quality and productivity Innovation apply IBM Research to improve the capabilities of assets & tools Flexibility support for third-party tools to leverage existing client investments Defect Prevention (DPP) incident prevention through analysis of failure patterns across platforms and processes Technical experience with widest range of businesses, applications, and architectures Improvement visibility into areas for joint client and IBM improvement