session 607: maturing service management at state farm®
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Session 607: Maturing Service Management at State Farm®
Balancing your ITIL Adoption
Your Speakers…Kevin Ritter, State Farm
30 years of experience in IT in various roles across multiple industriesProvides consulting services on best practice maturity, adoption, and strategyDistinguished Professional in Service ManagementITIL v3 Expert CertificationPresident of itSMF USA’s Heartland LIG
Mike Rusteberg, State Farm
15 years of experience managing and delivering IT services and projectsService Manager over ITIL adoption & maturationProject Management Professional4 ITIL v2 Practitioner level certificationsMembership Chair for itSMF USA’s Heartland LIG
2
Agenda
• Background• Current Approach• Job Aids• Keys to Success
3
Take Aways
• Have a Purpose (Future State)• Market the Vision and Value• Balance Your Approach• Don’t try to get it all right the first time• Start with the right ingredients (people, process, products, partners)
4
State Farm Demographics
• Number of Agents: nearly 18,000 • Number of Employees:
– Systems employees: Approximately 11,000 with a 55/45 split between internal and external staff.
• Total mainframe capacity of 204,576 MIPS. • Over 750 Petabytes Data • 24,500 Servers ‐ Combining Windows, UNIX, AIX, HP‐UX, and Linux
• Workstations – grown from 20,000 workstations in 1997 to about 200,000 currently in use.
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Journey of ITIL Adoption2011 – Expanded focus – Availability, End‐to‐end IT Business Service
Design, Change and Release support availability – future state realignment
2010 – ITIL v3 lifecycle approach ‐ KPIs ‐more consistency ‐ holistic approach to application of ITIL ‐measure maturity Compliance more of a driving force for maturity
2009 – Tool Change
Continue to refine individual enterprise processes
2002 – Config & SLM processes, Tool Change
Incident, Problem, Change across Systems departmentInitial process focus was incident
1996 – Implemented first service desk tool – tool & data center focus
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Assessment Process
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Top Resistors to Org Change
• “We need subject matter expertise to execute the process assignment”
• “We’ll lose control and authority”• “Why do we need this? We already do it well today in our space”
• “You’re just putting in more red tape and more hoops to jump through”
ITIL
8
KLR1
Slide 8
KLR1 COnsolidate to bullet pointsKevin L Ritter, 6/22/2011
Approach to Accelerating Adoption1. Build your team2. Identify the desired future state3. Establish a means to measure adoption with
a future state in mind4. Assess current state 5. Establish goals, targets and action plan 6. Execute the plans7. Monitor & Adjust
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Intermission
How many processes are there in ITIL v3?A) 12B) 22C) 26D) 43E) As many as you want
26 - The 5 Key Element Guides.27 - The Official ITIL v3 Introduction.26 - itSMF An Introductory Overview of ITIL v3.
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Adoption Job Aides
• Roadmap…• List of characteristics/behaviors• Assign a process maturity level• Add prescriptive information ‐ the “How to”• Refine the sequencing within the maturity level• Identify dependencies• Adjust sequencing across all processes based on level of effort and cross‐process dependencies
• Group into iterations based on level of effort
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List of characteristics/behaviors
Process Characteristics
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Process Characteristics
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Order Characteristic Notes/Dependencies1 Call handlers are identified, assigned and trained.
Hunt group is established (optional)2 The Incident Support Analyst is assigned and trained.3 Incident Coordinator(s) is assigned and trained.4 Set, communicate and manage call logging expectations.
5 Customer shifts focus/relationships to central point (incident desk) vs. individual contacts.
6Incident Management, via Knowledge Articles (e.g., knowledge Item, wiki pages etc.) is used to restore service for CIs identified for the service.
Knowledge Management, Config
7 Incident Coordinator reviews Incident records to see that they are complete and recorded in a standardized fashion.
8The Incident Coordinator works with the manager and Service Level Liaison to determine data for reports and for decision making.
SLM
9Feedback meetings are established between 1st, 2nd, & 3rd Level support for quality assurance of data collected, proper escalation, knowledge article effectiveness, etc.
Add prescriptive information - the “How to”
Prescription
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PrescriptionIncidentManagementMaturityCharacteristicsandPrescriptions
# Characteristic PrescriptionsLevel 2 Maturity
1
Call handlers are identified, assigned and trained.
The training and preparation of the call handler should include: • Training for how to use the call logging tool• The specific and general goals management hopes to reach through the use of Incident Management
• Call logging expectations and quality of data collected
The long term objective of Incident Management is to move the handling of incidents to the least expensive means for resolving them, such as a first‐level call center or help desk. However, that is not usually an all‐at‐once activity, but rather a migration. Therefore, adopting Incident Management starts by organizing the support behaviors of existing staff. ...Validation:1. Validate analyst process assignments by running report SM0188 Process Assignment by Workgroup Manager ‐ On Demand. 2. Validate training has been completed for:
• Introduction to Service Management• Service Management for Service Desk Analysts
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Sequence Behaviors / Dependencies / Adjust Timing
Sequencing
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Sequence Behaviors / Dependencies / Adjust Timing
SequencingService Management Maturity Characteristics Sequence by Iteration
Phase 1 Phase 2Process 1 2 3 4 5 6
Incident Management
(IM)
Call handlers are identified, assigned and trained.
Hunt group is established (optional)
The Incident Support Analyst is assigned and trained.
Incident Coordinator(s) is assigned and trained.
Set, communicate and manage call logging expectations.
Customer shifts focus/relationships to central point (incident desk) vs. individual contacts.
Incident Management, via Knowledge Articles (e.g., knowledge Item, wiki pages etc.) is used to restore service for CIs identified for the service.
<KM #4,Cfg #4>1 2 3 4 5 6
Request Management
(Req)
Call Handlers are identified, assigned, and trained.
Hunt group is established (optional).
Incident Support Analyst is assigned and trained.
Incident Coordinator(s) is assigned and trained.
Set, communicate and manage request logging expectations.
Customer shifts focus/relationships to central point (service desk) vs. individual contacts.
Defined procedures, via Knowledge Articles (e.g. knowledge item, wiki pages, etc.) are referenced during request fulfillment.
<KM #2>1 2 3 4
Configuration Management
(Cfg)
Identify the Items that Warrant Control.
Identify or assign your Service Coordinator.
Anyone using the Incident, Problem and Change Management processes understand how CI’s relate to the use of the processes in which they work.
Configuration Items for the given work entity (e.g., application, service, solution, etc.) for which your area supports are defined and entered into the CMDB, if applicable.
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Enablement Roadmap
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Enablement RoadmapProcess Iteration 1 Iteration 2 Iteration 3
Incide
nt M
anagem
ent
1Call handlers are identified, assigned and trained.
Hunt group is established (optional)
5 Customer shifts focus/relationships to central point (incident desk) vs. individual contacts.
2 The Incident Support Analyst is assigned and trained. 6
Incident Management, via Knowledge Articles (e.g., knowledge Item, wiki pages etc.) is used to restore service for CIs identified for the service.
3 Incident Coordinator(s) is assigned and trained. 7
Incident Coordinator reviews Incident records to see that they are complete and recorded in a standardized fashion.
4 Set, communicate and manage call logging expectations.
8The Incident Coordinator works with the manager and Service Level Liaison to determine data for reports and for decision making.
9Feedback meetings are established between 1st, 2nd, & 3rd Level support for quality assurance of data collected, proper escalation, knowledge article effectiveness, etc.
Requ
est
Man
agem
ent 1Call Handlers are identified, assigned, and trained.
Hunt group is established (optional).
5 Customer shifts focus/relationships to central point (service desk) vs. individual contacts.
2 Incident Support Analyst is assigned and trained. 6
Defined procedures, via Knowledge Articles (e.g. knowledge item, wiki pages, etc.) are referenced during request fulfillment.
3 Incident Coordinator(s) is assigned and trained. 7
Incident Coordinator reviews request records for completeness and recorded in standardized fashion.
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Quality Function Deployment (QFD)
Identify primary business goals & objectives
Identify which process capability levels support attaining the goal
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Quality Function Deployment (QFD)
Identify primary business goals & objectives
Identify which process capability levels support attaining the goal
Service ManagementQuality Function Deployment Diagram
Maturity Level
Legend: 2345
Process Capability In
cide
nt
Managem
ent
Requ
est
Fulfillm
ent
Configuration
Managem
ent
Know
ledge
Managem
ent
Prob
lem
Managem
ent
Change
Managem
ent
Service Level
Managem
ent
Release
Managem
ent
Availability
Managem
ent
Capacity
Managem
ent
x% Decrease in Service Calls 13 14 9 10 14 26 8 9 10 7
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Adoption Job Aides
• Assessment tool – Self‐assessment– From characteristics & prescriptions– Tie to business goals
• Gaps– Which characteristics can not be done currently?– Work efforts to address the gaps
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Top Keys to Success:
• Top Down or Bottom Up • Executive support vs. Executive understanding • Grow permanent ITSM capability• Right people to the right assignments• Start with Education… ITIL Foundations is not enough…
• Manage by Data ‐ synthesize continuous service improvement plans
• Balanced leadership messages• Leadership actions speak louder than words
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Top Accelerators / Decelerators:
• D = lack of ITIL education• D = # of concurrent assignments slow adoption• D = Hidden rewards to cowboy culture• A = Centralizing assignments to higher organizational levels
• A = Simple, automated, integrated processes• A = Stay close to industry standards
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Intermission
When was the first ITIL book published?
1989First 'ITIL' book published: Service Level Management, then Help Desk (incorporating the concepts of Incident Management), Contingency Planning, and Change Management. The books had 50-70 pages.
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4‐P’s – People, Process, Products, Partners.
People Process
Products(Tools)
Partners
• Must maintain balance across all sectors• Highly mature detailed processes and best of class tools does
not equal high adoption, performance and maturity by people• Over emphasis on any one sector will not override deficiencies
in the others• Partners includes your users and business partners (such as
your customer contact center)
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People
• Education• Accountability through tools such as RACI• Organization Change using tools like ADKAR• Selecting the right people
– Competencies– Education– Experience
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Leading with Data
• Why capture data if you don’t use it?
• So what, now what?
• What’s your Data ROI?
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Recap
• Have a Purpose (Future State)• Market the Vision and Value• Balance Your Approach• Don’t try to get it all right the first time• Start with the right ingredients (people, process, products, partners)
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Questions?
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