ITSM 101. Patrick Connelly and Sandeep Narang. Gartner.

Transcription

1 ITSM 101 Patrick Connelly and Sandeep Narang Gartner 1

2 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key Concepts and Practices ITSM Theory vs. Reality Closing Thoughts: Importance of Governance, Roles and Tracking Benefits 2

3 What is IT Service Management? What is it? It is the collective behaviors, competencies, processes and technologies that drive the IT organization s ability to deliver the right IT services with the right performance levels What is its purpose? ITSM provides accountability for end-to-end coordination and visibility across the delivery of IT services, through measured tracking of improvement for quality of service, efficiency and risk reduction What does it address? IT is a service organization. It cannot optimize what it does not manage. There is a significantly widening credibility gap between mature IT service organizations and immature ones. This has profound impact on what value can be derived from IT 3

4 Three key pillars drive IT Service Management capabilities Governance Economics Metrics People Process Technology Organization, Roles, Skills, Accountability, Culture, and Training Definitions, Standards, Workflow, and Integration Tools, Efficiency, Visibility and Automation 4

5 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key Concepts and Practices ITSM Theory vs. Reality Closing Thoughts: Importance of Governance, Roles and Tracking Benefits 5

6 Increased IT customer expectations require evolution to a service orientation Inward Technology Focus Firefighting Technology Metrics Unknown Costs Organizational Silos From To Outward Customer Focus Proactive & Preventative Service Metrics Cost Transparency Service Orientation 6

7 Successful organizations provide benefits through measurable IT Service contributions Quality of Service (impact visible to IT customers) Increased Customer Satisfaction survey scores Faster time to acknowledge and resolve Incidents Faster cycle time for Service Request fulfillment Decreased outage impact resulting from IT Changes Increased visibility on IT performance against service level targets Operational Efficiency (impact visible to internal IT teams) Cost avoidance to execute increasing volume of IT change, incident and request activity Improved allocation of resources for project work vs. operational support work Decreased time spent on change/incident handling, manual coordination and internal auditing Risk Reduction (impact visible to business leadership) Reduced number of change collisions Reduced number of emergency and unplanned changes Completion of compliance requirements preventive, detective and corrective IT controls are documented and tested 7

8 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key Concepts and Practices ITSM Theory vs. Reality Closing Thoughts: Importance of Governance, Roles and Tracking Benefits 8

9 IT Service Management evolution and maturity is a journey, not a quick hit Level 1 Initial Multiple disparate processes, segmented across technology platforms and teams Reactive culture Informal service performance tracking Level 2 Consistent & Repeatable Processes documented and consistent across teams Dedicated process management roles and consistent participation across IT Consistent metrics tracked across teams Operational Excellence Initiatives Level 3 Fully Defined Focus on process trending and proactive process activities Single set of enterprise service and process metrics Common toolset in place and governed Customer Focus Initiatives Level 4 Fully Managed Defined services and SLAs defined Full transparency with IT consumption and costing Real-time tracking of IT performance with dashboards and SLA threshold monitoring Level 5 Fully Optimized Mature demand management and predictive analysis Processes integrated for end-to-end optimization IT and business process metrics linkage 9

10 Foundational processes across the IT Service lifecycle have been identified to drive maturity Service Strategy Link IT service strategies to customer value Service Portfolio Service Design Design services to satisfy business objectives Service Catalog Availability, Capacity, Continuity and Security Service Transition Implement service designs Knowledge management system Refinement of Change, Configuration and Release processes Service Operation Deliver and manage services Refinement of Incident and Problem management Service Desk, Event and Access management Continual Service Improvement Never-ending review for improvement opportunities Service Catalog Change Management Service Desk Configuration Management Incident Management Problem Management 10

11 Relating ITSM process with real-life: A car analogy While driving to work in your car, the Checkengine light comes on and your car stops Incident You call the dealership for support and they document a work order Service Desk The dealership provides a tow truck to transport your car Service offering from their Service Catalog The mechanic checks your car and determines more investigation is needed to identify the cause of the breakdown Incident to Problem transfer 11

12 Relating ITSM process with real-life: A car analogy (Continued) A detailed root cause investigation is performed, and an engine component (spark plug) is found at fault Problem Management A spark plug with the correct specification for your car is identified Configuration Management The new spark plug is installed by following the manufacturer recommended procedure Change Management 12

13 Translating the analogy into ITSM terms Service Desk - The single point of contact between the service provider and the users. A typical service desk manages incidents and service requests, and also handles communication with the users. Incident - An unplanned interruption to an IT service or reduction in the quality of an IT service. Problem - A cause of one or more incidents. The cause is not usually known at the time a problem record is created, and the problem management process is responsible for further investigation. Proactive problem management is used to identify problems that might otherwise be missed. Configuration Item - Any component that needs to be managed in order to deliver an IT service. Information about each configuration item is recorded in a configuration record within the configuration management system. Change - The addition, modification, or removal of one or more configuration items using a formal proposal for approval and implementation. Service Catalog Contains information about all IT Services available for deployment, including information about deliverables, pricing, contacts, and ordering. 13

14 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key Concepts and Practices ITSM Theory vs. Reality Closing Thoughts: Importance of Governance, Roles and Tracking Benefits 14

15 Gartner has identified the following as the most common pitfalls with ITSM initiatives Inability to articulate why they are doing ITSM and what benefits they must achieve Wholesale adoption of frameworks such as ITIL Failing to measure current baseline and track improvement Not addressing fundamental governance issues Failing to manage organizational change Tools become the focus instead of process and service improvement 15

16 IT Service Management 101 Agenda What is IT Service Management? Why is IT Service Management Important? Speaking a Common Language: Overview of Key Concepts and Practices ITSM Theory vs. Reality Closing Thoughts: Importance of Governance, Roles and Tracking Benefits 16

17 Closing Thoughts on ITSM Meaningful metrics require consistent process execution Focus on optimizing processes first New roles are required for advancing current process capabilities Involve a broad range of stakeholders New capabilities require a common automation platform, but tools are not a substitute for well-designed processes Consider culture change as the most important investment These principles are key for the journey from Silos to Service! 17

18 Questions? /itsm 18