Service Delivery – your ticket to play 8 June 2011 Phil Williams

Service Delivery – your ticket to play
8th June 2011
Phil Williams
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IT Operating Model
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Service Management Process Maturity
•5 •Optimized
• Processes refined to a level of best practice, based on the results of continuous
improvement and maturity modelling with other enterprises.
• IT used in an integrated way to automate the workflow, providing tools to improve quality
•4 •Managed and Measurable
•3 •Defined
•2 •Repeatable
•1 •Initial/ Adhoc
•0 •Non-Existent
• Processes compliance monitored and measured.
• Processes under constant improvement.
• Automation and tools used in a limited or fragmented way.
2011 Target
Strategy
Design
Change
Incident
Problem
Request
Event





Change
Incident
Problem
Request
Event
• Procedures are standardised and documented.
• Procedures communicated through training and followed at an individual’s discretion.
• KPIs and metrics defined to capture process performance.
• Similar procedures followed by different people undertaking the same task.
• No formal training or communication of standard procedures,
• KPIs are not defined to measure process performance
• Processes are defined at team level
• No clear process ownership; roles & responsibilities are not identified
• Success depends on heroic efforts of individuals
As Is
• Complete lack of any recognisable processes.
• No recognition of issues to be addressed.
Current level of capability anecdotally assessed as a “< 2”, acknowledging that ITIL v2 processes exist in name across the enterprise
however compliance / execution is not strong and success is supported by heroics.
Capability Uplift program is aimed at delivering level “3” capability consistently across Technology Services by 2012.
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Functions & Processes
Service Strategy
•
Business Service
•
Market Space,
•
IT Policies & Strategies
•
Service Level Management
•
Service Portfolio
•
Availability Management
•
Demand Management
•
ITSCM
•
Change Management
•
Financial Management
•
Capacity Management
•
Service Asset & Configuration Management
•
Information Security Management
•
Knowledge Management
•
Release & Deployment Management
Service Design
Service Transition
Operations
•
Service desk
•
Operations Management
•
Operations Control
•
Facilities Management
•
Technical Management
•
Applications Management Lifecycle
•
Event Management
•
Incident Management
•
Request Fulfilment
•
Problem Management
•
Access Management
Continuous Improvement
•
Seven Step Improvement
•
Process Deeming Cycle & CSI Model
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ITIL V3 Methodology
Service Strategy
•Definition of Business Requirements
•Determination of Market Space, IT Policies and Strategies
•Specification of Service Portfolio
Service Operation
•Demand Management
•Financial Management
Functions
•Service Desk
•Operations Management
•Operations Control
•Facilities Management
•Technical Management
•Applications Management Lifecycle
Processes
•Event management
•Incident Management
•Request fulfilment
•Problem Management
•Access management
Continual Service Improvement
•Seven Step improvement Process
•Deming Cycle & CSI Model
Service Design
•Service Level Management
•Service Catalogue
•Supplier Management
•Availability Management
•Continuity Management
•Capacity Management
•Information Security management
Service Transition
•Change Management
•Service Asset & Configuration Management
•Knowledge Management
•Release and Deployment Management
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Executive Summary - Approach and Methodology
•Plan
•Determine
•Deliver
•58
•41
•38
•9
•19
•53
•24
•44
•26
•47
•23
•37
•43
•34
•46
•21
•52
•22
•40
•59
•5
•42
•6
•51
•48
•18
•56
•31
•50
•1
•8
•3
•7
•28
•49
•16
•30
•54
•12
•4
•10
•33
•55
•2
•35
•11
•57
•20
•13
•Surveys
•Interviews
• Engagement Plan with validated scope,
approach and deliverables
•Improvement
Roadmap
•
Conducted interview sessions on all six processes with IT staff at
POST
•
Analyzed the AS – IS processes at POST
with ITIL framework
•
Reviewed existing process documents and workflows in the tool at
POST
•
•
Validated the interview sessions /AS-IS with SPOC
Translated findings into Opportunities For
Improvement (OFI’s) and created process
improvement roadmap
•
Validated OFI’s Prioritization criteria with POST
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But seriously…..
Sorry Guys, only joking…..
……………….after all it is only 7:30
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9
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Coz that’s what we do….
We Deliver Service to organisations that are keen to leverage all
that IT has to offer to Improve their performance, make more
money or reduce risk.
Get it right and you’re a hero, stuff it up and you’re a zero,
One day you’re a Rooster, the next a Feather duster.
Service Delivery – Its your ticket to play!
Enjoy……………and good luck!
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