Secrets to a Successful ITIL Implementation itsmf Upper Canada Conference Toronto, Ontario September 12-13, 2007 IBM Canada Ltd 1
Agenda IBM ITSM Services and Experiences Case Study 1 IBM Services Case Study 2 Business Partner Services 2007 IBM Corporation 2
A successful IT Service initiative should be based on a lifecycle approach ITIL V3 Lifecycle based framework IBM Lifecycle based Implementation Approach 2007 IBM Corporation 3
Successful design & implementation is based on building a solution from previous experiences Process Model (ITIL / ITUP) SM Adoption Model IT Business Business-IT Alignment IT Service IT Governance Business Driven Development IT Operations IT Development SM Reference Architecture Services Reference Model Business Business System System Service Monitoring Event Event Operational Operational Monitoring Monitoring Service Svc Request Mgmnt Service Level Service Asset Service Asset Asset Service Mgmnt Service Foundation User Contact Incident Service Service Provisioning Provisioning Resource Release Service Level Service Request Service Request Asset Configuration Configuration User Contact Change Change Incident Reporting & Dashboards Reporting & Dashboards Resource Release Service Catalog Service Catalog Service Execution & Service Choreography Execution & Choreography Discovery Discovery Knowledge Knowledge Problem Problem Financial Financial Capacity Capacity IT Portfolio IT Portfolio Performance Quality Service Quality Service Service Continuity Availability Availability 2007 IBM Corporation 4
A Comprehensive Approach to IT Service IBM IT Service Service Support Service Delivery Financial & Asset Information Lifecycle Business Resilience IT Process Products IT Service Platform Tivoli Change and Configuration Database (CCMDB) IT Operational Products Best Practices Business Application Server, Network & Device Storage Security IBM Tivoli Unified Process (ITUP) Open Process Automation Library (OPAL) IBM Global Technology Services Ecosystem of System Integrators and Business Partners Your Reference Architecture Your Roadmap 2007 IBM Corporation 5
Although solution approaches vary from custom to accelerated, all must consider the key building blocks You need well-trained people armed with the right information to execute well-defined, technology- enabled processes to deliver high-quality services to the business functions they support People Roles, teams and functions Skill requirements Job descriptions Performance indicators Staffing levels Resource acquisition Training curriculum Staff training Process Technology and information requirements Policies and governance Process design Detailed workflows Workflow implementation Procedures Technology ITSM architecture Tool requirements Tool evaluation and selection Tool installation Development environments Customization and integration Testing Deployment Information Information requirements Data model Information flows Interfaces and integration Measurements Reports IBM s Advantage: For each of these work products and deliverables we start with templates t derived from our experiences around the world accelerating delivery and reducing risk 2007 IBM Corporation 6
Critical Success Factors Active participation in championing the project. Ensure everyone understands why an ITIL based Service environment is being built (i.e. the business objectives) and that it is not ITIL for ITIL s sake Establish and maintain momentum. Shifting to a services oriented, processes based environment often takes 5 or more years to complete. Build an overall o plan and then develop and manage to achievable annual goals. Ensuring any solution includes a balanced combination of process,, organization, and technology. Build and maintain a Service mechanism with clearly defined roles, accountabilities, and decision rights Identify a Service Architect responsible for overseeing the Service environment, including integration across current and proposed Service initiatives. Ensure initiatives are linked with information being shared across all service management processes Enable metrics that measure quality as well as performance for a user, satisfaction is not having to call the help desk in the first place, and not necessarily how fast the call was resolved 2007 IBM Corporation 7
Lessons Learned Ensure project governance mechanisms are clearly understood and communicated Build ongoing, regular two-way way communication with all stakeholders impacted by the initiative Allow time between process deployments for cultural change to be absorbed Encourage IT staff to use project documentation (i.e. user guides) rather than the project team to help build self sufficiency. Ensure documentation on is clear but concise Establish clear objectives and milestones for the project. Ensure there are regular opportunities for evaluation and mid-course corrections Provide adequate training for not only the process being deployed, d, but also in service management and how the pieces fit together Minimize complexity processes containing 6-126 steps are easier to adopt and manage than those with 25 or 30 steps Build and publish a standard vocabulary so when stakeholders communicate, municate, their messages are clearly understood (Service, Process, Service Catalogue, etc) 2007 IBM Corporation 8
Case Study #1 2007 IBM Corporation 9
Brian LaButte A consultant with IBM's Global Technologies Services. In his 24 years with IBM, Brian developed extensive experience with systems management tools, ITIL best practices processes, systems and operational productivity improvement projects. As a certified ITIL Service Manager, Brian works with clients with diverse I/T requirements in many industries to improve their service management environments to achieve maximum return on their I/T investments. 2007 IBM Corporation 10
Property Company Project Service Support and Delivery Program Description IBM has assisted in the definition and deployment of a Service Support S and Delivery Program. The program is a 2-year 2 plan that consists of 10 projects that will implement many of the Service Support and Service Delivery. The solution was implemented on Remedy technology. Benefits Organization is much better equipped to provide a high quality of services Despite a mid-project downsizing that resulted in 33% less staff, the ServiceDesk esk continued to meet their service level targets and growing their call volumes due to the increased efficiencies Able to resolve user issues in a much timelier basis, which ultimately reduces the impact of incidents to the business 2007 IBM Corporation 11
Case Study #2 2007 IBM Corporation 12
Mike Popovic Senior Vice President of Createch. Responsible for the Asset and Service Business Unit of Createch, based in Hamilton, ON. Mike has been in the Asset and Service industry for over 20 years. The last 10 working mostly with Maximo, and the last 3 focusing on Service and the Maximo ITAM and ITSM product lines. Createch is a Channel and Services Partner of IBM, and is one of the most successful such partners with IBM this year winning the Tivoli Americas Channel Challenge award. Createch has implemented over 40 Maximo installations, and most recently implemented Maximo Service and Service Provider modules at Bell Canada. 2007 IBM Corporation 13
About Bell Canada Bell Canada is Canada's largest telecommunications company. In its 127 th year of business Over 28 million customer connections, Telecom infrastructure services residential and business customers across Canada. Under the Bell brand, the Company's services include: local, long distance and wireless phone services high-speed and wireless Internet access IP-broadband services information and communications technology services direct-to to-home satellite and VDSL television services Other BCE holdings include Telesat Canada, a pioneer and world leader l in satellite operations and systems management, and an interest in CTVglobemedia, Canada's premier media company.. and The Createch Group! 2007 IBM Corporation 14
The Challenge In recent years, the telcom industry has been faced with increasing ing regulatory demands and stiffer competition. Managing costs while at the same time servicing customers to ensure high retention rates and customer satisfaction is a constant battle. Deregulation Competition VOIP Mobile Phone Networks the old business model is in unrecoverable decline The company is responding to competition, by optimizing and diversifying its business. With this objective it is seeking out its competitive advantages. Since 2001 Bell has been offering Managed Network Services, but to the larges enterprise in the country and each service is customized for that particular customer. Custom and costly business model. Bell see s s large opportunities in Managed Network Services, but needed a different business model: Existing customers contracts were to be renewed, but the environment has changed a lot since the fist contracts were signed 5 years ago: Customers have a better understanding of the service they want Customers are not prepared to pay any cost plus for the service There are viable competitors in the market 2007 IBM Corporation 15
Accomplishments Objective was to develop a standardized service offering for Managed aged Network Service, that could give Bell a competitive advantage, and a that could deliver a consistent, ITIL compliant, service delivery model: Looked at Remedy, Provance, Peregrine, in-house systems.. Etc. Bell Canada is the largest Remedy shop in North America Selected Maximo ITSM in 2006 Pink Elephant ITIL Certified Asset strengths Ease of Plug and Play and Interfacing with other applications (SOA) Bell has many legacy applications Service Provider capabilities Pricing flexibility, contractual obligation, billing capability Self Service component they liked the way customers had visibility to assets and could issue orders directly and online. In an effort to stay competitive in the Managed Network Services space, Bell Canada has deployed: Maximo ITSD Maximo ITAM Maximo Self Service Maximo Service Provider Industry Solution (as completed by Createch) ech) ITIL Compliant processes Visional Discovery Extensive Integration to their various System Monitoring Tools 2007 IBM Corporation 16
Benefits Realized Allowed Bell to incorporate and enforce Service Best Practices (eg. ITIL +) Through workflow automated processes, escalation and notification n processes Service Catalog forced them to think about and clearly define the e service they are providing SLA forced them to think about and clearly define the service levels that they are defining, and helped them set expectations with customers Have an ITIL compliant process, that they can take to Market! Allows Bell to offer very flexible and/or per use based pricing. Before pre-set monthly fees.. Customer were demanding per use pricing Before, either push back on customer, or do it manually at great expense! Billings have increased because: Everything is tracked and billed nothing is missed Customer can see more details behind the charges Customers received a bill preview and are given a chance to dispute the billing before an invoice is products Customer Satisfaction has gone up! Bell can track service levels being achieved and proactively fix problems Customers can track service levels being provide Billing is much faster, less mistakes, and with preview customer objectives are handled pro-actively Customers like the Self Serve option Costs have gone down. Allows Bell to do more with less Speed up and streamline billing procedures and requires less people ple to process, review and correct the bills Minimize days receivable by providing accurate and detailed billing ing information, soon after billing period is complete Automation through Maximo Workflow has streamlined the processes so much, that less people can handle more customers and more incidents and service requests System integrations have reduce the amount of double keying required. Maximo SOA made this easier to develop. Integrations are more comprehensive and are working well. l. Long Term Increased visibility into the processes and KPI s, so can now keep improving the process and/or reduce costs 2007 IBM Corporation 17
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