ITSM

IT Service Management
– ITSM –
Human FIT
Fitness for Purpose
Bernd Friedrich
Consultant @ HumanFIT
1
e-Macao • April 2005
Our Objectives
To understand:
 The 11 core service management processes and
Human FIT
their relationships among each other

Fitness for Purpose
 How to implement IT service management.
2
What is IT Service Management ?
 Industries‘ best practices for the delivery and support of

Human FIT
IT services
Fitness for Purpose
 Applicable to small and large organisations of all kinds:

– Business
– (Non-)government
– Education
 Applicable to centralised and distributed systems
 Applicable to in-house or 3rd party supplied systems.
3
IT Infrastructure Library
(ITIL)
 Public domain framework managed by the UK

Human FIT
Office of Government Commerce 

Fitness for Purpose
 Best practice framework

 De facto standard for IT Service Management
 Well documented in a series of books. 
4
ITSM / ITIL Processes
 Service Delivery
– Service Level Management
Human FIT
– Financial Management for IT Services

Fitness for Purpose
– Capacity Management
– Availability Management
– IT Service Continuity Management
 Service Support
– Incident Management
– Problem Management
– Configuration Management
– Change Management
– Release Management
– Service Desk.
5
Service Delivery
Service Level Management
 Defines services and concludes agreements:

Human FIT
Fitness for Purpose
– Service level agreements (SLA) with the customer

about the required IT services and how these
agreements are implemented
– Operational level agreements (OLS) with internal
providers
– Underpinning contracts (UC) with external providers
 Ensures that any adverse impact on service quality
is kept to a minimum.
6
Service Delivery
Financial Management for IT Services
 Identifies, allocates, forecasts and monitores the

Human FIT
costs incurred during the provision of IT services

Fitness for Purpose
with regard to service level agreements

 Implemented through three major processes:
– Budgeting
– Accounting
– Charging
 Encourages the cost aware use of IT facilities and
services.
7
Service Delivery
Capacity Management
 Aims to consistently provide the required IT resources at

Human FIT
the right time and at the right cost aligned with the
Fitness for Purpose
current and future requirements of the customer

 Optimises the cost, timing of aquisition, and
deployment of IT resources to support the service level
agreements made with the customer
 Adresses resource management, performance
management, demand management, capacity
planning, load management and application sizing.
8
Service Delivery
Availability Management
 Ensures the appropriate deployment of resources,

Human FIT
methods and techniques to support the

Fitness for Purpose
availability of IT services as agreed with the

customer
 Adresses issues such as optimising maintenance,
and design measures to minimise the number of
incidents
 Constantly monitors availability vs. availability
targets specified in the service level agreements.
9
Service Delivery
IT Service Continuity Management
 Prepares and plans disaster recovery measures in

Human FIT
the event of business interruption

Fitness for Purpose
 Measures to prevent disasters

 Integrated into the overall business continuity
management
 Based on a comprehensive risk analysis.
10
ITSM / ITIL Processes
 Service Delivery
Human FIT
– Financial Management for IT Services

Fitness for Purpose
– IT Service Continuity Management
 Service Support
– Incident Management
– Release Management
– Service Desk
11
Service Support
Incident Management
 Services user requests for support, delivery,

Human FIT
information, advice, or documentation

Fitness for Purpose
 Resolves incidents impeding services defined in

the service level agreements (SLA).
Quickly restores the provision of these services.
12
Service Support
Problem Management
 Suspected problems usually originate in Incidents

Human FIT
Fitness for Purpose
 Identifies and roots out the underlying causes of

suspected problems and consequently prevents
incidents in the future
 Identified problems become known errors and
may lead to requests for change (RFC).
13
Service Support
Configuration Management
 Provides reliable and up-to-date details about the

Human FIT
IT infrastructure
Fitness for Purpose
 Identifies, monitores, controlles and provides

information about configuration items (CI) and
their relationship among each other
 Configuration management database (CMDB)
provides valuable information to various other
service management processes.
14
Service Support
Change Management
 Controls changes to the hardware and software

Human FIT
infrastructure or services in a controlled manner

Fitness for Purpose
using standard methods and procedures

 Implements approved changes with minimum
disruption to the IT Services Delivery processes and
consequently to the business
 Ensures that all changes can be traced.
15
Service Support
Release Management
 Ensures the successful implementation of software

Human FIT
and hardware used for production to provide the

Fitness for Purpose
required service levels

 Ensures that only authorised, correct, and tested
versions of software and hardware are provided.
16
Service Support
Service Desk
 Single point of contact—on a day-to-day basis—

Human FIT
within the IT organisation for users of IT services

Fitness for Purpose
 Focal point for users for reporting incidents and

making service or change requests
 Carries out activities related to (or on behalf of)
other IT service management processes.
17
ITIL Certifications / Examinations
 Foundation Certificate in ITSM
 Practitioner Certificate in ITSM
Human FIT
– Incident Management / Service Desk

Fitness for Purpose
– Financial Management
– Security Management
 Manager Certificate in ITSM

– Service Delivery
– Service Support
18
Implementing ITSM
Justification
 Business drivers
 Technology drivers
Human FIT
Fitness for Purpose
 IT organisational drivers
19
Implementing ITSM
Costs & Benefits
 Costs for planning, implementing and running ITSM
must be compared with not implementing suitable
Human FIT
processes
Fitness for Purpose
 Benefits:
– Business benefits
– Financial benefits
– Empoyee benefits
– Innovation benefits
– Internal benefits.
20
Continuous Service
Improvement Programme
What is the High level
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
we now ? Assessments
How do we keep
the momentum Where do we Measureable
want to be ? targets
going ?
How do we get
where we want Process
to be ? improvements
How do we Measurements
measure and metrics
achievement ?
21
Implementing ITSM
What is the Vison ?
 Creating a service management vision
 Communicating the vision
Human FIT
Fitness for Purpose
 Empowering empoyees to act on the vision

 Setting direction.
22
Continuous Service
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
How do we keep
going ?
How do we get
measure and metrics
achievement ?
23
Implementing ITSM
Where are we now ?
 Maturity of IT organisations
 Stakeholders
Human FIT
– Definition of key stakeholders

Fitness for Purpose
– Identification of key stakeholders

– Analysis of stakeholders needs
– Realising value for stakeholders
 Benchmarking
 Service management process maturity
 People and culture
 ITSM tools currently used.
24
Implementing ITSM
Maturity of IT Organisations
High
Human FIT
Value chain Stage 5

Influence on the business
Fitness for Purpose
Business focus Stage 4
Customer focus Stage 3
Product/Service Stage 2
Technology Stage 1
Low
Time
25
Implementing ITSM
Process Maturity Framwork
High
Human FIT
5 Optimised
Fitness for Purpose
Process maturity
4 Managed
3 Defined
2 Repeatable
1 Initial
Low
Time
26
Continuous Service
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
How do we keep
going ?
How do we get
measure and metrics
achievement ?
27
Implementing ITSM
Where do we want to be ?
 Business case
 Risks
Human FIT
Fitness for Purpose
 Gap assessment
 Quick wins
 Tools.
28
Continuous Service
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
How do we keep
going ?
How do we get
measure and metrics
achievement ?
29
Implementing ITSM
How do we get there ?
 Where to start
 Building Awareness
Human FIT
Fitness for Purpose
 Managing organisational change

 Managing cultural change
 Introduction of new roles
 Training
 Tools.
30
Implementing ITSM
Process Re-engineering
Human FIT
Fitness for Purpose
• Management commitment • Single point of accountability

• Management participation • Logical group of activities
• Compensation/rewards Process • Cross departmental
• Values/beliefs • Defined procedures
• Coaching/enabler • Repeatable and consistent
• Career opportunities
Management People
• Teamwork enabled • Enhanced skills

• Service management tools • Multi functional teams
• Integrated data sharing • Values/beliefs
• Knowledge management • Culture biases
• Management information
Technology • Training and carees development
31
Implementing ITSM
Managing Organisational Change
1. Creating a sense of urgency
2. Forming a guiding coalition
Human FIT
Fitness for Purpose
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating quick wins
7. Consolidating improvements and producing more
change
8. Institutionalising the change.
32
Implementing ITSM
Managing Cultural Change
Human FIT
strategic Transformation process

Fitness for Purpose
tactical Transformation process
operational Transformation process
33
Implementing ITSM
Reasons for Resistance
 Disagreement with the reasons for service
management implementation
Human FIT
 Disagreement with the direction of the service

Fitness for Purpose
management solution
 Lack of faith in the completeness or maturity of the
solution
 Fear of negative consequences generated from the
solution (such as transparency)
 Too many obstacles on the road to reach a solution
 Not knowing what to do.
34
Implementing ITSM
Introduction of new Roles
Function Client Service System Service Senior Supplier
Desk Manager Desk IT Mnt.
Manager Analysts
Human FIT
Incident Management
Fitness for Purpose
Incident Alert Notification R/I A I I I I
Information recorded I A R R
Incident Classification A/I R/C R/C C
Incident Diagnosis A/C R R C
Process Review C/I A/R C C R C
A = Accountability
R = Responsibility
C = Consulted
I = Informed
35
Implementing ITSM
Training
I kept six honest men, they taught me all I know.

Human FIT
Fitness for Purpose
Their names are

Who, Why, What, When, How, Where.
Rudyard Kipling
36
Continuous Service
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
How do we keep
going ?
How do we get
measure and metrics
achievement ?
37
Implementing ITSM
How to measure success ?
 Critical success factors
Human FIT
 Key performance indicators.

Fitness for Purpose
38
Continuous Service
vision ? business
objectives
Human FIT
Fitness for Purpose
Where are
How do we keep
going ?
How do we get
measure and metrics
achievement ?
39
Implementing ITSM
How to keep the Momentum going
 Consolidate change
 Produce more changes
Human FIT
Fitness for Purpose
 Institutionalise changes
 Ongoing monitoring and process reviews
 Reinforce business and IT alignment continuously.
40
Implementing ITSM
The Balanced Scorecard
Balance should be found between 4 perspectives:
2. Customer perspective
Human FIT
What do our customers desire?

Fitness for Purpose
3. Internal business perspective

How do we generate added value for our customers?
4. Learning, innovation, and growth perspective
How do we guarantee we will keep generating added
value for our customers in future?
5. Financial perspective
How did we do financially?
41
IT Service Management
– ITSM –
Human FIT
Fitness for Purpose
Bernd Friedrich
Bernd.Friedrich@HumanFIT.biz
42

ITSM

Caricato da

Informazioni sul documento

Descrizione originale:

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

ITSM

Caricato da

Copyright:

Formati disponibili

IT Service Management

their relationships among each other

 How to implement IT service management.

 Industries‘ best practices for the delivery and support of

 Applicable to small and large organisations of all kinds:

 Public domain framework managed by the UK

Office of Government Commerce 

 Best practice framework

– Financial Management for IT Services

 Defines services and concludes agreements:

– Service level agreements (SLA) with the customer

 Identifies, allocates, forecasts and monitores the

costs incurred during the provision of IT services

with regard to service level agreements

 Aims to consistently provide the required IT resources at

current and future requirements of the customer

 Ensures the appropriate deployment of resources,

methods and techniques to support the

availability of IT services as agreed with the

 Prepares and plans disaster recovery measures in

the event of business interruption

 Measures to prevent disasters

– Financial Management for IT Services

 Services user requests for support, delivery,

information, advice, or documentation

 Resolves incidents impeding services defined in

 Suspected problems usually originate in Incidents

 Identifies and roots out the underlying causes of

 Provides reliable and up-to-date details about the

 Identifies, monitores, controlles and provides

 Controls changes to the hardware and software

infrastructure or services in a controlled manner

using standard methods and procedures

 Ensures the successful implementation of software

and hardware used for production to provide the

required service levels

 Single point of contact—on a day-to-day basis—

within the IT organisation for users of IT services

 Focal point for users for reporting incidents and

– Incident Management / Service Desk

 Manager Certificate in ITSM

 Empowering empoyees to act on the vision

– Definition of key stakeholders

– Identification of key stakeholders

Value chain Stage 5

Business focus Stage 4

Customer focus Stage 3

 Managing organisational change

• Management commitment • Single point of accountability

• Teamwork enabled • Enhanced skills

strategic Transformation process

tactical Transformation process

operational Transformation process

 Disagreement with the direction of the service

Incident Alert Notification R/I A I I I I

Incident Classification A/I R/C R/C C

Incident Diagnosis A/C R R C

Process Review C/I A/R C C R C

I kept six honest men, they taught me all I know.

Their names are

 Key performance indicators.

What do our customers desire?

3. Internal business perspective