ITIL Best Practices for Technology Operations. David Cunningham. CIO s Expected Results

Transcription

1 ITIL Best Practices for Technology Operations David Cunningham - Winston & Strawn Lorey Hoffman Goodwin Procter Renee Murphy Latham & Watkins David Cunningham Chief Information Officer Winston & Strawn CIO s Expected Results Improvements in legal working practices Assurances of quality Professional management of information Happy, focused, experienced, problemsolving team Reliable, flexible IT infrastructure Control of lifecycle costs

2 Working Practices Results Expected Improvements in Legal Working Practices Partner leverage Matter profitability Lawyer efficiency Client solutions System adoption Compliance Standards Quality Assurance Results Expected Assurances of Quality Execution to committed plans Deliver what we promise Ease of use Standards CobiT ITIL Service Strategy and Management RACI Authority Matrix PMI PMBOK Information Management Results Expected Professional Management of Information Integrity Complete client record Usefulness of legal content Accuracy of employee/client data Risks Security Compliance Standards ISO 27001/ GARP Data Privacy Regulations ABA / SRA LegalSEC?

3 Results Expected Happy, Focused, Experienced, Problem-Solving Team Team Results Retention and Churn Process Improvements Standards Kaizan CobiT Manage Human Resources Infrastructure Results Expected Reliable, Flexible IT Infrastructure Uptime RTO RPO Capacity fluctuations Change controls Standards ITIL Service Operations CobiT Assess and Manage IT Risks Uptime Institute Costs Results Expected Control of Lifecycle Costs Ongoing operational costs Industry and vendor benchmarks Value delivered ITIL CobiT

4 Lorey Hoffman Chief Information Officer Goodwin Procter ITIL Implementation Objectives Service Delivery improvements Quality improvements Reliability improvements Cost & license management Security improvements Human Capital Planning Greater assurance to firm stakeholders Service Delivery Little or no service delivery measurement Poor Help Desk performance Lack of customer confidence New State Help Desk SLA s New Service Catalogue Internal Service Owners Moving to internal SLA s and tying performance to comp Bi-weekly Operations meetings are driven by Service Catalogue reviews with Tiers 1/2/3

5 Quality Improvements Long Help Desk call wait times Weak tier 1/2/3 handoffs Poor customer survey results Poor project management New State Measurable and dramatic improvements in all service delivery metrics use of industry benchmarking Operations delivery driven by ticket metrics & QA metrics for each element of the Service Catalogue Implemented SDLC and PMI practices PMO drives consistent management practices, e.g. standardized WBS, Stage Gates, etc. Reliability Improvements Frequent outages & weak communications around them New State Near immediate advisory process of outage announcement Re-design all infrastructure & mission critical systems around HA Best Practices Implementing Internal SLA s around uptime tied to Service Catalogue Cost & License Management Difficult to support audits Document chaos New State PMO uses Asset & License management software ITAM practices & procedures Strong audit assurance

6 Security Improvements Weak scope of security policy Lack of internal audits & assurance Goals Implementing new Policy based on ISO and NIST Standards supports client audits Internal PMO audits, as well as external reviews Create stronger assurance with clients and other stakeholders Skills Objectives Lack of formal human capital plan for staff Goals Formal human capital plan tied to staff roles & responsibilities around the Service Catalogue Expansion of Tier 2 knowledge move staff to a more consultative approach with users expansion of app knowledge Obligatory courses/tests for ITIL, as well as Certifications Renee Murphy Manager, Technology Audit Latham & Watkins

7 0 2,650,000 1,068,000

8 35,600 5,200 1,200

9 400 37,000 15,500

10 Questions?