people: a bigger perspective of itsm ivor macfarlane, ibm itsm people.pdf · 2014-03-18 · ivor...
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© 2009 IBM Corporation
People: a bigger perspective of ITSM
Ivor Macfarlane, IBM
© 2011 IBM Corporation2
Service Management: People, Process & Technology
• Or is your organisation more like:
Technology Process people
© 2011 IBM Corporation3
Do you work in IT?
• Is that now too imprecise?
• Should beg follow on question
• Maybe like ‘work in medicine’ Brian surgeon?
Drug researcher?
Hospice nurse?
Very different skills sets needed
Even if you have them all, needs mindset change to practice them at their best
ServiceManagement
IT
© 2011 IBM Corporation4
What is the IT range?
Nano-technology research
Terabytes on a pin-head
Making the technology doyour bidding
Programming
Hardware architecture
Understanding what thecustomers want/need
Keeping/making themhappy
Dealing with issues
When they happen
Before they have happened (prevention and diversion)
CUSTOMER
HOW QUICKLY YOU CAN DAMANGE THE BUSINESS
Service Management is in the front line
© 2011 IBM Corporation5
Oops … back to our real focus
• IT Service Management Didn’t (just) come from IT Service management is way older than that
• Engineering has been there before us
• Service management has its own skill set Geek skills don’t
hurt, but theydon’t help thatmuch either
let’s look at whatskills might help
© 2011 IBM Corporation6
itSMF NZ, Wellington | May 2008 6
IT and Service Management – the differences
• Service managers Happy to be low profile Oriented to another’s (the
customer’s) hopes and desires
Concerned about the end product – the service
Not focused on the means – the application and technology
• Allowing customers to take the means for granted by understanding the ends
• IT people Fiddlers
Fixers
Seeking challenges
Enjoy understanding how
• Fire-fighters at heart
• Happy when things break
© 2011 IBM Corporation7
Attributes of good service manager?
• Intuition and/or Understanding of customers’ situation and requirement – and relative priorities
Ideally spotting needs that the customer doesn’t know they have
Other stakeholders too?
• Value invisibility and ‘nice disguise = you’ve failed’ Seeing bridge
Liking the editing
Are we on a cloud?
• The right to magic
© 2011 IBM Corporation8
Application service
Seeing the end without being distracted by cool means
© 2011 IBM Corporation9
Just like magic
• “Any suitably advanced technology is indistinguishable from magic” – Arthur C Clarke
• Customers have a right to treat technology as magic
• Maybe even an obligation?
© Warner Bros inc
© 2011 IBM Corporation10
Right Service needs right level of processes
excessive performance
insufficient performance
Processes needed to support service
Service used by the business
© 2011 IBM Corporation11
Measurement attitudes
• Find a number
• Make it bigger
• Feel smug and relax
0
5
10
15
20
25
30
35
40
45
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
when
© 2011 IBM Corporation12
We are supposed to be useful
• So express in terms of making life better
• Measure business service As used Independent of delivery Every kind of change is
valid input
• Not about sharing sleepless nights with the CEO
• It is making sure they sleep all night
© 2011 IBM Corporation13
Example: Green car, green measure or real green?
• MPG?
• MPY?
• Cost?
• Carbon?
• Car?
• Family?
• Company?
• Planet?
© 2011 IBM Corporation14
Bigger is not always better
• Not always intuitive Prisons
ATMs
Floodlights
• Measuring real effects Corporate costs (not IT costs)
Lost sales
Hospital deaths
© 2011 IBM Corporation15
Success doesn’t always look like it
• Some thoughts from a friend – North West Memorial hospital
• Strategy – Align your goals with the business and build a framework that will keep it moving.
• Outcome Improvement – Transform improvements in process into improvements in business outcomes through aggressive goals.
• Process Improvement – Identify and improve troubled areas and begin to socialize the concepts of service management.
“IT has become a risk to the organization.”Problem Statement? No – it’s a success statement!
© Joel Splan, North West Memorial Hospital, 2009
© 2011 IBM Corporation16
Total Incidents Reported
Significant business impactS
ign
ific
a nt
bu
sin
e ss
dam
a ge
Nu
mb
er o
f In
cid
e nts
Rep
ort
ed
© Joel Splan, North West Memorial Hospital, 2009
JanFeb
Mar MayApr Jun Aug
Jul SepOct Dec
Nov JanFeb
Mar MayApr Jun Aug
Jul Sep
Good may be - up, down, both or neither
© 2011 IBM Corporation17
Unexpected consequences
• Many companies are heterogeneous
• Can you please all the people all the time?
© 2011 IBM Corporation18
Growing up
• The old favourites were easy Availability percentages
Response and repair times
• New world will be harder Less to do with our
equipment
Driven by otherpeople’s opinions
Underpinning societyand survival
© 2011 IBM Corporation19
Customers need to learn their role
• Know what suppliers don’t
• Understand their commitments
• Some things can not be outsourced,bought or escaped from Knowing what is better
Judgement
accountability
Knowledge and wisdom
© 2011 IBM Corporation20
Focus on reality
• Not as easy as you might think, not really the 21st Century's strength
• expectations can be driven by fantasy Television and the movies
What our bosses want tobe true
Marketing and sales (TFS)
© 2011 IBM Corporation21
Pragmatism
• Teleportation – the film financier’s dream mode of travel
• Judge by results
• If it does the job– why spend more?
• Functionality and reliability
© 2011 IBM Corporation22
So … go forth and manage services
• It’s really just a matter of looking in the right direction
• And seeing what is actually there.
© 2011 IBM Corporation23
Thank you
Ivor Macfarlane
ivormacf@uk.ibm.com@ivormacf
+44 7725 706617
Find me on linkedin
Blogs: servicemanagement360.comshiftmediainc.com
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