IT Service Management Standards Stan Rozdeba Managing Consultant

Transcription

IT Service Management Standards
What are they and how to apply them
Stan Rozdeba
Managing Consultant
© 2009 IBM Corporation
Agenda
What are Standards
Introduction to ITIL and Complimentary Standards
Implementing Standards
Case Study
Questions
© Copyright IBM Corporation 2009
What is a Standard?
Guideline documentation that reflects
agreements on products, practices, or operations
by nationally or internationally recognized
industrial, professional, trade associations or
governmental bodies
or
is accepted as a de facto standard by industry or
society.
Source: F. Coallier, Chairman, ISO/IEC JTC 1/SC7
Types of Standards

Organization Standards
– Such as internal company standards

Market Standards (De Facto)
– Such as Microsoft Windows

Professional Standards
– Developed by Professional organizations (such as IEEE)

Industry Standards
– Developed by industrial consortia (such as the OMG)

National Standards
– Developed by national standards organization

International Standards
– Developed by formal international standard organization (ISO)
Source: F. Coallier, Chairman, ISO/IEC JTC 1/SC7
Agenda
What are Standards
Case Study
Questions
The ITIL V3 service lifecycle
ITIL Publications Structure
Core
– Introduction to the ITIL Service Lifecycle
– Five books
• Service Strategy (SS)
• Service Design (SD)
• Service Transition (ST)
• Service Operation (SO)
• Continual Service Improvement (CSI)
Complementary Publications
– Support for particular market sector or
technology
Web
– Value added products, process maps,
templates, studies
Core
Complimentary
Industry Variation
ITIL v3 is one of many different perspectives on IT
There are many different
frameworks that offer
different perspectives on
aspects of IT
Each serves the needs of a
different audience
While the trend is towards
convergence…
… today organisations must
integrate best practices from
multiple sources into their
management system
Similarly, process interdependencies must be resolved
Business
Business Processes
IT Business
ITManagement
Business
Management
Business-IT
Alignment
The four domains of IT management are
the rows of the ITSM adoption model
IT
IT
Governance
Governance
IT Service
Business Driven
Management
IT Operations
IT Operations
Development
IT Development
IT Development
Agenda
What are Standards
Case Study
Questions
The “crux” of service management is how do you get from
“knowing” best practices to “doing” them – effectively and
efficiently?
“we know”
“we do”
Strategy, Assess, Plan, Design, Develop, Deploy
Consultants, Architects, Specialists, Project Managers, SME’s
CRUX

a vital, basic, decisive, or pivotal point:
The crux of the trial was his whereabouts at the time of the murder.

something that torments by its puzzling nature; a perplexing difficulty.

—Synonyms 1. essence, heart, core, gist.
Moving from best practices to effective implementation
You need well-trained people armed with the right information, executing 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
Process

Staffing levels
Resource acquisition
Training curriculum
Staff training
ITSM architecture
Tool requirements
Tool evaluation and selection
Tool installation
Technology and information requirements
Policies and governance
Process design
Detailed workflows
Workflow implementation
Procedures
Information
Technology

Development environments
Customization and integration
Testing
Deployment

Information requirements
Data model
Information flows
Interfaces and integration
Measurements
Reports
Governance
Implement the standards and best practices that meet
business goals
Deciding which standards to use depends on what your organization is striving to achieve
ISO
20000
CMMI
CobiT
MOF
ITIL
Practices (common,
good, best)
X
Audit/Certification
X
Attestation not Cert
X
X
X
Assessment
X
X
X
IT Management System
X
X
X
IT Governance
IT Service Mgmt
System
X
X
X
Benefits of leveraging industry accepted standards and best
practices
Standards incorporate time tested best practices that contribute to the success of the organization
Gets the entire organization to use the same play
book
Experienced hires can hit the ground running
Practitioner support is available through formal and
informal outlets
Commercial professional services
Non-profit organizations
Businesses can realize the benefits of inherent
efficiencies that standards contain
The top inhibitors to achieving value from service
management projects
Do you expect the following factors to inhibit your ability to achieve the desired business value/ROI for your
service management programs/projects?
Barriers to achieving desired business value from service management projects
Insufficient funding
82%
Insufficient staff
80%
Organizational or cultural issues
68%
Insufficient skills or experience
67%
Lack of internal experience
66%
Lack of lessons learned or
assets from similar projects
61%
Issues with infrastructure, reliability,
scalability and architecture
56%
Concerns about technical
integration and architecture
55%
Insufficient software
55%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Source: IBM Market Intelligence, Service Management In an Uncertain Economy, January 2009.
Demonstrating alignment with business priorities is one of the most
effective methods for gaining sponsorship …
What are the most effective methods your IT organization/department employs in order to obtain executive
sponsorship/buy-in for continued/expanded projects?
Means to obtain executive sponsorship or buy-in
Aligning projects with business priorities
71%
Demonstrating ROI and business value
65%
Demonstrating cost reduction
52%
Communicating project importance to
stakeholders/end users
43%
Reprioritizing other IT projects
25%
Establishing governance with business units and IT
19%
Other
1%
0%
20%
40%
60%
80%
100%
Percent selected (Note: Respondents could select up to three methods.)
… and understanding what the critical business processes are
in your organization
Which business functions/processes are the most significant users of IT services to support, enable or automate
their business activities?
Business functions/processes that are the most significant users of IT services
General accounting
67%
Payroll processing
62%
Accounts payable
60%
Customer service
59%
Accounts receivable
55%
Billing
43%
Payment processing
43%
HR administration
41%
Customer data analytics
35%
Electronic document management
35%
Sourcing and procurement
30%
0%
20%
40%
60%
80%
Percent selected (Note: Respondents could select multiple functions/processes.)
Critical success factors for service management projects
that generated value
As you continue or initiate service management projects in the current economic environment, which of the following will
most help to contribute to project success and generation of value?
• Stakeholder communications
• Detailed project plan
• Detailed business case
• Collaboration and technical integration
• Established project execution roles
• Skill and staffing planning
• Selection of appropriate software tools
• High-level project justification
• Facilitating cultural change
• Conducting a pilot
Changed business requirements and flat budgets drive the need
for business-driven IT prioritization
Peer-driven recommendations
In an economic downturn,
CIOs are prioritizing their
investments to help
optimize IT-enabled
business services
1. Improve the quality and reliability of IT services that
enable business workforce productivity
2. Prioritize smarter ways of doing things and
technology consolidation
3. Revise measurements and reporting to stress
business-driven outcome metrics, costs and
business value
4. Change focus from technology and optimized
subsystems to optimization of IT-enabled business
activity
5. Apply some investments to tactical quick
hits—but also make progress on longerterm service quality inhibitors
Agenda
What are Standards
Case Study
Questions
IT Operations Goal for 2008/2009

Achieve higher levels of operating performance

Leverage industry experience without reinventing the wheel

Execute using continuous improvement methods
“Embrace IT industry best practices to build a
sustainable, measurable operating framework.”
Define the Business Drivers
Achieving Outcomes Important to NMH
1.
IT is of critical use in clinical and administrative operations
•
2.
Need to establish and manage to customer expectations
•
3.
Metric Focus = customer satisfaction & service level agreements
Increasing demands for innovative technology require more effective
resourcing
•
4.
Metric Focus = availability & reliability
Metric Focus = productive hours & cost of unplanned work
Elevated standards of internal and external audit for use and compliance
•
Metric Focus = process controls & maturity models
NMH Best Practices Framework
The Committee of Sponsoring Organizations of the Treadway
Commission (COSO)
An Integrated Framework For Enterprise Risk Management and Governance
COSO provides a control framework for
financials and recommends COBIT
DMAIC
Control Objectives for Information and Related Technology (COBIT)
Provides Best Practice Control Measures For All 34 IT Processes
PMI & ITIL provide best practice process to
achieve COBIT control objectives
Project Management Institute
(PMI)
Information Technology
Infrastructure Library (ITIL)
Industry Influencing NMH
IS Policy & Procedure
Best Practices in Project Management
Best Practices in Service Management
Currently Achieves Controls
IS Best Practices Adoption
Developing the Plan

Met w/ process-leading organizations in multiple industries

Built a cross-functional team of 60+ members

–
Focused on foundational processes based on the literature
–
Initiated 6 DMAIC projects
Engaged proven third-party expertise (IBM)
–
Understand your baseline for future measurement
–
Identify areas for improvement
–
Developed a plan of 62 initiatives based on proven field work
Roles and Responsibilities
Executive Sponsors
IT Service Management
Office (ITSMO) & PMO
Sanction the implementation plan; validate the measures and goals; monitor the
execution of the plan; adjust the plan
Set the overall strategy and direction; provide standards for process definitions,
documentation, measurement and reporting; oversee the level of process and control
compliance
IS Directors & Managers
Support the process owners in their role; adhere to the policies developed; serve as a
point of escalation for process owners for compliance issues
Process Owners
Design the process including policies, procedures, roles, metrics and improvement
plans; develop training and orientation materials; advocate the process; report
compliance
Staff/Practitioners
Execute the process; provide feedback to management and process owners on the
effectiveness of the process; suggest and participate in process improvement
Process Ownership Framework
Foundational & Strategic Processes
“Process Improvement Group”
Incident Mgmt
Problem Mgmt
Change Mgmt
Service Level
Mgmt
Release Mgmt
Configuration
Mgmt
Security Mgmt
Disaster
Recovery
Enterprise
Architecture
Service Mgmt
IS Directors
VP/CIO
PMO
Technology
ITSMO
Admin
Clinical
Service
Project Mgmt
Focus on Key Problem Areas
Examples of Substantial Process Improvement
Change Management
Incident Management
Metric
Q1
Q4
Metric
Q1
Q4
# deferred changes
>10
<3
outage resolu. time
9.0
3.0
% urgent change
11%
6%
interruption resolu. time
29.3
8.0
% major change
7%
15%
break/fix resolu. time
47.2
57.0
% minor change
82%
79%
incidents incremented
4.3%
1.1%
% closed changes
83%
99%
incidents reopened
1.4%
.31%
incidents by change
N/A
17
first-call resolution
62%
60%
problems by change
N/A
3
customer satisfaction
4.62
4.69
Critical Success Factors for NMH
9 Develop a set of business drivers with senior leadership and associate clear
metrics
9 Renew senior leadership sponsorship
9 Create dedicated process roles and align incentives
9 Focus initially on achieving the greatest maturity possible in Change
Management
9 Shift from a focus on process to focus on business outcomes when appropriate
Why This Is Important…

We must sustain highly reliable and available systems for patient care

We want to work in an environment that is more predictable and more
productive

We desire the opportunity to improve and become the best of the best
…To Eliminate Avoidable Adverse Events
50
2200
• 150 process improvement
45
2000
project since 2003, >60%
are IT enabled
enhancements
1600
35
1400
30
1200
25
1000
20
15
10
800
Severe
Harm
600
400
5
200
0
0
# of Incidents Reported
1800
FY
0
F Y 4Q 1
04
FY Q 2
0
F Y 4Q 3
0
F Y 4Q 4
05
FY Q 1
0
F Y 5Q 2
0
F Y 5Q 3
0
F Y 5Q 4
05
FY Q 4
0
F Y 6Q 1
0
F Y 6Q 2
0
F Y 6Q 3
06
FY Q 4
0
F Y 7Q 1
0
F Y 7Q 2
0
F Y 7Q 3
0
F Y 7Q 4
08
FY Q 1
0
F Y 8Q 2
0
F Y 8Q 3
08
Q4
# of Severe Harm Events
40
Total
Incidents
Reported
• 480 order sets & 223
decision support rules
• Achieved a 78% reduction
in avoidable severe adverse
events since 2004
• More than 500,000 patient
encounters impacted
• Over $29M in financial
benefit to date
Agenda
What are Standards
Case Study
Questions