Moving on in IT Service Management SMSG 29

Moving on in IT Service Management
SMSG
29th April 2014 – BCS Hampshire Branch
Ian Connelly
• Over 15 years experience working in IT, latterly within Service
Operations for Telcos, ISPs & the insurance sector
• Service Management Advocate
• Member of BCS SMSG Committee, External Liaison Contact
• Member of itSMF UK
• Currently with Domestic & General Insurance based in London
• MBCS, CEng, CITP & ITIL Expert
BCS SMSG Team
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Adam Poppleton
• Over 20 years experience working in IT. From technical support
through operational management, project/programme management and
now consultancy and training
• Member of itSMF UK (several SIGs and ESCs), ISACA, BCS (CEng,
CITP, SMSG Committee), BSI/ISO committee on ISO20000
• ITIL Expert, ISO20000 Consultant
• Runs BrightOak Consultancy – Delivering ITSM consultancy and
training services worldwide
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Introduction
 Information Technology is continually
 Agenda
moving forward - whether infrastructure,
application or delivery model. Service
Management underpins how these
components combine to deliver business
value. ITSM itself needs to move forward
in line with these.
– Service
– Service Management
– Patterns of Development
- Foundation
- Service Delivery Resilience
 This session will discuss the core concepts
and structures of ITSM, and the maturity
stages required to match increasingly
demanding business needs from IT
services. It aims to demonstrate that
"Whatever your role in IT - with Service
Management, everyone's involved."
- Business Focus
- Delivery Model Flexibility
– How do you develop and mature?
– Benefits of Service Management
– Some useful resources
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Service
SM Café – Service Interactions
Shop Floor
Order
coffee
Product ≠Service
Front of House
Take customer orders
and payments
Buy Coffee /
Provide Great
Coffee
Consumables
Provision
Fulfill
Orders
Customer
Provide
Source and deliver coffee,
consumables milk, sugar, etc
Preparation
Deliver
coffee
Prepare coffee and
deliver to customers
Provide coffee to
customers
SM Café
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Machine Provision
Provide
machinery
Provide and maintain coffee
machines
Megabucks Inc.
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Patterns of Development
No single right way to go about adopting
SM – but some common patterns
 There is no single right way to adopt SM nor an ideal sequence to go through
 The right way for you will always depend on your starting point and the goals you are
trying to achieve
 However we do see common patterns in the stages that many organisations go through:
– Wave 1 – Foundation
- In ITIL v2 speak: Service Support
– Wave 2 – Service Delivery Resilience
– Wave 3 – Business Focus
- Considering service earlier in the lifecycle
– Wave 4 – Delivery Model Flexibility
Waves 3 and 4 may be reversed or performed in parallel
Common Stages in the Adoption of Service Management
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Service Management
Positioning
Service Management
Customer View
BUSINESS
Moment of Truth
SERVICE
Service Provider View
SYSTEM
Operations View
RESOURCE
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Service Management
Service Management: IT Services metamodel
as a basis for viewing the challenges
 Provides a high-level view of all the entities that need to be managed for
effective IT Services Management
External view of the available services
appropriate to the needs of those buying
and selling the services
Internal view of available services
appropriate to those who provide and
deliver the service
Service Offering
Describes the
locations,
roles and
skills used to
deliver
service
Service Provision
Organization
Process
Describes the tasks, activities and
processes needed to deliver IT
Service Management, and shows how
they link together in specific flows
Tools &
Technology
Data &
Information
Contains the
entities for
the data and
information
required to
support
IT Service
Management
Describes the hardware and software
tools and technologies used in the
delivery of service
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An integration model for organizing IT service management – IBM Systems Journal Vol 46, Number 3, Page 405 (2007)
Foundation
Scenario across Process, Data,
Organisation, and Tools
Service
Execution
A62
Operational
Monitoring Data
Event
Management
Event Resolution
Directive
Incident
1.
Monitoring Data and Event Resolution
2.
Event to Incident, resolved there
3.
Incident to Problem
4.
Incident or Problem requires an RFC for
resolution
A64
Event
Incident
Management
Incident
Information
A65
Problem
Management
Incident_ Resolved
Change
Management
A66
Change
Request
Problem Information
Change
Deployment
Management
A53
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Solution_
Deployed
10
Resilience
Quality service delivery
depends on integration
Development View of IT
Operations View of IT
Development
Requirements
Project Mgmt
Act Surprised
Testing
Analysis & Design
Change Control
Help Desk
Asset Mgmt
Documentation
Availability Mgmt
Human Factors
System Operation
System Admin
Compliance
Risk Mgmt
Test
Identity Mgmt
Financial Mgmt
Continuity
Architecture
IT Strategy
Backup / Restore
Deployment
Installation
Throw over Wall
Implementation
Managing Changes
Packaging
Capacity Planning
Security Mgmt
Problem Mgmt
The lack of lifecycle integration between development and operations
continues to drive costs up and operational service quality down
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Resilience
Trace problems from operations
into development
 Using open API linkage with development activity tracking products, operations
tooling can create and track work items for the
development organisation
– Helps in managing coordinated actions with development
Data Centre
Server
Server
Server
Server
Server
Server
Operations
Development
Requirements
Control
Development
Workbench
Service Desk
Tool
Operational Monitoring
SOA Application Manager
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Business Focus
Identifying and prioritising essential
IT capabilities and services
Customer Vision Of
Ideal Value Delivery
Essential
IT Capabilities
and IT Services
Enabling
Infrastructure
Customer Wants
and Needs
Customer-defined service vision
 Identify the value that the customers
receive from this service
 Then, envision ideal performance or
delivery of that value
IT Capabilities
IT Services
Fit for Purpose
 Service Portfolio/Catalogue
 Service and Performance Levels
Enablers: Organisation structure
IT Processes
Measures, rewards, and culture
Information Technology
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Fit for Purpose
 The dependencies that must
be present to enable the
essential capabilities
 Actionable Design Points
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Business Focus
Combining the service and
process perspectives
 Provides an understanding of how well IT services support those business capabilities
 Assessing the services is a useful way to prioritize future investigation of the underlying process or
technology
 Factors indicating this perspective is lacking:
– There is a lack of focus on the IT customer or there are customer dissatisfaction issues
– There are conflicting requirements for new IT support
– Responsibilities are not clear for the delivery of IT services
Processes
Preparation
of order
Offer choice and
take order
Welcome
and offer seat
Serve order and
look after customer
Process 5
Dine in pleasant
atmosphere
Process 4
Process 3
Process 2
Set table
=
Process 1
Facility Management
+
User Contact
Management
+
Service Marketing
and Sales
+
Solution Build
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Service
+
IT Operational Service
Customer Satisfaction Mgmt.
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Delivery Model Flexibility
Multiple service providers introduces
both flexibility AND complexity
Integration
Enterprise Business Units
IT Operations
External Supplier
Integrator
Function
Enterprise
Integrated Governance
OLAs
Internal
AMD Service
Std. Interface
Std. Interface
Other AMD
Infrastr.
Services
Other AMD
Other AMD
Services
Local
procedures
Local
procedures
Local
procedures
Local
procedures
Local
R
E
Integrated Operations
Environment Tools
ITIL / CMMI / Cobit
Std. Interface
A
G
Std. Interface
Std. Interface
Std. Interface
Service
Desk
Client
Services
Network
Services
Local
procedures
Local
procedures
Local
procedures
Std. Interface
S
T
E
M
E
N
Other ?…
Local
procedures
§ Standard process interfaces
§ Standard integration interfaces
§ Standard KPIs
procedures
ETC…
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Delivery Model Flexibility
A “Technology Framework” is needed to
minimise technology interdependencies
Integrated Operations Environment
DASHBOARDS
Integrated IT
Service Catalog
Service
Management
Operational
Reporting
Federated
CMDB
Business- IT
Visualization
WORKFLOW
Enterprise Services Bus
Application
& Asset
Discovery
User
Administration
Silo
Silo
CMDB
CMDB
Monitoring
& Alerting
 Enhanced Agility
 ENTERPRISE SERVICE BUS
– “Universal Translator”
– New suppliers can be inserted quickly
– Bridge Building Tool Kit – adaptors based,
avoids point:point bridges
– Tools can be replaced as needed
– Integration by Standards – all tools, e.g. XML
over SOAP
– Suppliers can change tools without affecting
function
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Delivery Model Flexibility
Lifecycle of a Cloud Service – new challenges
Service Offering
Subscription &
Instantiation
•Select Service, specify
parameters and SLA’s
•Automatically instantiate
the Service
Subscriber
(e.g. Line of
Business)
Service
Offering
Creation &
Registration
•Define Service
based on
Template and
register it in the
Catalog
Administrator /
SLM
Manual or
Autonomic
Execution of
Management
Plans
leveraging
Automation
and
Virtualization
Ensure SLA
Conformance
Cloud
Service
Service Catalog
Manager
Service
Instance
Termination
Management
LPAR / VM
Management
LPAR / VM
Management
LPAR / VM
Ensemble Hardware
…
OS
Virtualizers (e.g. PHYP)
…
OS
Virtualizers (e.g. Xen)
Ensemble Hardware
Individual Servers
OS
Subscriber
(e.g. Line of
Business)
App
App
Virtualizers (e.g. z/VM)
OS
System x Ensemble
App
App
OS
App
App
…
Power Ensemble
App
App
OS
App
App
•Create Build- and
Management
Plans for Service
Provider /
IT Dept
App
App
Service Template
Definition
System z Ensemble
Destroy
Service and
free up
resources
Ensemble Hardware
Storage Ensembles
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Delivery Model Flexibility
… and increased scope for the SM Architecture
Cloud Service
Consumer
Cloud Service
Developer
Cloud Service Provider
Cloud Services
IT capability provided to Cloud Service Consumer
Consumer
End user
Developer
(Virtualized) Infrastructure – Server, Storage, Network, Facilities
Infrastructure for hosting Cloud Services and Common Cloud Management Platform
Cloud Service
Integration
Tools
Common Cloud Management Platform
BSS
Business
Support
Services
Pricing & Rating
Order Mgmt
Entitlement Mgmt
Subscriber Mgmt
Billing
Opportunity to Order
Peering & Settlement
Service Offering
Catalog
Metering, Analytics & Reporting
OSS
Operational
Support
Services
Service Delivery Catalog
Service Templates
Service Automation Management
Service Request Management
Change & Configuration
Management
Image Lifecycle Management
Provisioning
Incident & Problem
Management
IT Service Level Management
Monitoring &
Event Management
IT Asset & License Management
Capacity &
Performance Management
Service Development Portal
Invoicing
Contract & agreement Mgmt
API
Consumer
In-house IT
Customer Mgmt
General accounting
Service Delivery Portal
Consumer
Business
Manager
Offering Mgmt
Virtualization Mgmt
Consumer
Administrator
Service
Development
Tools
Service Definition
Tools
Image Creation
Tools
Service Provider Portal
Service Business Manager
Service Transition Manager
Monday 17th March 2014
Service Operations Manager
Moving on in Service Management - Real ITSM
Security & Resiliency
Service Security Manager
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How does SM develop and mature?
‘Measurement’ is core to continual
improvement
High
Current
State
Level 5
VALUE CHAIN FOCUS
The process is defect-free with no significant
operational inefficiencies and is continuously
improved
Level 5 – WORLD CLASS
Process has become
ingrained and adaptable
Low
Influence on the business
Level 4.5
BUSINESS FOCUS
The process is both effective and efficient.
The process is adaptable to business
direction changes
Level 4 – MATURE
Process is competitive
Level 3.5
CUSTOMER SATISFACTION FOCUS
The process is producing the desired results and is
meeting customer requirements
Level 3 – CAPABLE
Process meet requirements
Level 2.5
Level 2 – AWARE
Weakness are identified
Level 1.5
Level 1 – UNFOCUSED
Process is documented
and controlled
PRODUCT / SERVICE
The weaknesses of the process have been
identified and the basics of quality management
for the process are being worked on
TECHNOLOGY
There are few stable processes in evidence, and
performance can be predicted only by individual
rather than organizational capability - "Hero-based
success."
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How does SM develop and mature?
Current State
Measurement should cover all the
dimensions
Assessment
Focus areas
Unfocused
(1)
Aware
(2)
Capable
(3)
Mature
(4)
World Class
(5)
Process
Foundation
No mission defined.
No agreement or
understanding of
objectives
General awareness
of mission and
performance criteria
Mission and
objectives defined
and understood
by most
Mission and
objectives defined
and understood
by all
Mission promoted
by all and created
together with users,
objectives promoted
by all
Not done or
occasionally in a
reactive mode
Some activities
done only during
major events
Some activities
planned on a
regular basis
Many activities
done, some
measurement and
reporting
No linkages
Occasional
interfaces as
necessary
Usually considered,
some definition
Generally defined
and followed
No owner no role
definitions few skills
Multiple owners,
no agreed to
roles, skills limited
Assigned Process Owner
and roles,
skills cover some
technologies
Single owner,
roles documented,
and authority
understood, solid
skill sets
Owner does
continuous
improvement,
roles kept current
None
General tools, low
usage, little
automation
Effective use of
some tools, some
tool integration
Effective use of
most tools with
some automation
and integration
Effective use of
a wide range of
tools and technology
basis
None
Focus on quantity,
not quality
Emphasis on
components routine
processes have
been optimized
Emphasis on endto-end, most
processes are
optimized
In line with business
objectives, all processes
optimized
Process Execution
Process Integration
Organizational
Clarity
Tools
Measurement
& Control
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All activities done
with involvement
of all key players
All interfaces well
defined and well
established
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SM Benefits
A focus upon improved management practices is
the key to improving productivity and service quality
Impact of Management Practices on Productivity
– Stephen Dorgan and John Dowdy
“When IT Lifts Productivity”
… while doing both
yields highest increase
+
25th percentile
and below
McKinsey Quarterly, 2004
Management Practices Score
Indeed, companies can significantly
raise their productivity solely by
improving the way they operate.”
Improving management practices
increases productivity more than
investing in IT…
75th percentile
and above
“IT expenditures have little impact
on productivity unless they are
accompanied by first rate
management practices.
-
+ 8%
+ 20%
Per cent Increase
in Total Factor
Productivity
0%
+ 2%
Intensity of IT Deployment
25th percentile
and below
+
75th percentile
and above
Source: London School of Economics – McKinsey survey and analysis of 100 companies in France, Germany, UK and US
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COBIT
• Brief Overview
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BCS SMSG Team
BCS SMSG Team
BCS SMSG Team
Any Questions?
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Contact Information
Ian Connelly
• [email protected]
• http://uk.linkedin.com/in/iancconnelly
Adam Poppleton
• [email protected]
http://www.linkedin.com/in/adampoppleton
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