Service Management is a journey Who s got the map? Simon King BMC Software

Service Management is a journey Who s got the map? Simon King BMC Software

We are Struggling to Keep Pace with Change Where do we go next? Copyright 3/8/2012 BMC Software, Inc 2

% Incidents reported by users? 70% % of downtime from humans? 80% % of IT budget for compliance? 12% % of IT budget for new value? Only 7% Copyright 3/8/2012 BMC Software, Inc 3

Are we an Enabler or Inhibitor? Copyright 3/8/2012 BMC Software, Inc 4

This man was more than an Enabler Who was he? Over 2300 patents Phonograph Kinetoscope Dictaphone Radio Electric motor Dynamo Telephone First industrial R&D lab Incandescent light bulb Copyright 3/8/2012 BMC Software, Inc 5

Edison s rules for innovation Perceived advantage show the innovation Compatibility fit with existing paradigms Communicability use common language Divisibility phased innovation is easily accepted Credibility be associated with a credible source Relative costliness cost less than what is replaced Simplicity keep the activity simple Reliability must work as promised Failure consequence minimize impact of failure Copyright 3/8/2012 BMC Software, Inc 6

Drawing the map to Perceived Advantage Define strategic objectives and outcomes What is your Svc Mgmt vision? IT transformation Standardize Service Management Just upgrade to latest version Copyright 3/8/2012 BMC Software, Inc 7

Achieve Compatibility & Communicability by Adopting ITIL vocabulary Copyright 3/8/2012 BMC Software, Inc 8

Rome wasn t built in a day Create a Divisible implementation plan Which processes are you targeting? Committed to full ITIL Service Mgmt Phased ITIL over time (current need) Support our processes (ITIL or not) Copyright 3/8/2012 BMC Software, Inc 9

Embedded ITIL Process Best Practices Integrated processes & procedures Look for proven vendor best practices to establish Credibility Clear roles & responsibilities Detailed work instructions Balanced process KPIs 10 Copyright 3/8/2012 BMC Software, Inc 10

Control customization to ensure Costliness How unique are you? Best practices, learn tool, improve Critical customizations only Modify tool to current process Copyright 3/8/2012 BMC Software, Inc 11

Drive UI Simplicity for process Reliability Copyright 3/8/2012 BMC Software, Inc 12

Maintain accurate CMDB to Minimize Failure Consequence What are you managing? Defined service models (top down) Discovered applications (bottoms up) Infrastructure and Events Copyright 3/8/2012 BMC Software, Inc 13

Typical Phase one capabilities Financial Release Request Self service Service level HD OLAs Change Change tasking Configuration Asset inventory Desktop SWLM Event Incident HD function w/ basic process Groups and Assignment, Priorities, SLAs and Escalation Problem Copyright 3/8/2012 BMC Software, Inc 14

Phase two capabilities Financial Basic asset costing Release Release definition Release calendar Change tracking Request Request catalog Non IT business processes Service level Basic SLAs Change Std change, Emergency change Change impact, Change calendar IT ops automation, Risk analysis Configuration Infrastructure discovery CI registration / visualization Supplier / Contract mgmt Event Capacity event Service degradation Incident Major incident, KB, Templates Incident match, Related change Process metrics, Break / fix Problem Problem tracking Known error Copyright 3/8/2012 BMC Software, Inc 15

Define Outcomes of Efficient Incident Management Resolve incidents as quickly as possible in priority order Pains Solution Benefits Slow to respond to outages Weak comms with customers Low customer satisfaction Resolve incidents quickly using known error database Check related changes that may have caused incident Use Change Management if updating CMDB, functionality or affecting service availability Assign to appropriate infrastructure / application specialist Escalate if necessary for resolution using Emergency Change or Continuity Management if necessary Create new solution if it may help customers or analysts to resolve future incidents Notify Problem Manager if incidents will occur if root cause not removed quickly Higher percentage of incidents closed without escalations Higher percentage of incidents registered and resolved at the service desk without assistance Fewer incidents reopened because solution not accepted Reduction in the backlog of unresolved incidents Higher ratio of end users supported per service desk analyst Copyright 3/8/2012 BMC Software, Inc 16

Improve with Productive Change Management Implement changes efficiently while minimizing negative impact Pains Solution Benefits Low service availability Volume of emergency changes Lack of business alignment High change backlog Use standard changes when possible to reduce failures Combine requests for change to a single change to reduce releases Use Release Management if multiple change coordinators, functionality change, or additional funding Ensure change complies with internal standards and policies Assign to appropriate specialist to complete tasks Verify updates to configuration, capacity, service levels, or continuity Implement and test emergency changes as necessary to meet service commitments Analyze change collision and impact Higher percentage of changes successfully closed Reduction in the number of emergency changes Reduction in the time to plan and approve changes Reduction in the backlog of unresolved changes Copyright 3/8/2012 BMC Software, Inc 17

Define YOUR path to innovation Perceived advantage Define strategic objectives Compatibility & Communicability Adopt ITIL Divisibility Phased processes and services Credibility Proven vendor Best Practice Relative costliness Control customization Simplicity & Reliability Focus on simplicity Failure consequence Maintain accurate CMDB Copyright 3/8/2012 BMC Software, Inc 18