creating an itil roadmap using process maturity and other

Creating an ITIL Roadmap UsingProcess Maturity and Other ITSM Tools

Presented by:Presented by:

Rick LiaBraatenRick LiaBraatenITSM ConsultantITSM Consultant

ITIL v2 Service ManagerITIL v2 Service ManagerITIL v3 ITIL ExpertITIL v3 ITIL Expert

CobiT Foundation CertificateCobiT Foundation CertificateITIL TrainerITIL Trainer

October 17, 2008October 17, 2008

Agenda Introduction Objectives ITIL Roadmap – Definitions, Approach and

Process Tools ITIL Roadmap – Case Study Questions

Agenda Introduction Objectives ITIL Roadmap – Definitions, Approach and

Process Tools ITIL Roadmap – Case Study Questions

Objectives Gain consensus on what is an ITIL roadmap

and the benefits. Gain familiarity with the tools involved.

Specifically CobiT and ITIL v3. Understand the suggested approach Understand the components and potential

results/benefits through the case study.

Objectives Gain consensus on what is an ITIL roadmap

and the benefits. Gain familiarity with the tools involved.

Specifically CobiT and ITIL v3. Understand the suggested approach Understand the components and potential

results/benefits through the case study.

ITIL Roadmap A plan on how to implement or conform to ITIL

in your organization Roadmap should have enough detail to drive

the objectives and goals of multiple projectplans

List goals and objectives to drive milestones,results and success measurements.

ITIL Roadmap A plan on how to implement or conform to ITIL

in your organization Roadmap should have enough detail to drive

the objectives and goals of multiple projectplans

List goals and objectives to drive milestones,results and success measurements.

Approach To Building a Road Map Assess current state

– Operational discipline– Existing problems– Pending events or issues

Assess strengths and weaknesses Establish outcome based goals

– “Biggest bang for the buck!!” Understand your level of sponsorship and do not

create a project that requires a higher level forsuccess.

Approach To Building a Road Map Assess current state

– Operational discipline– Existing problems– Pending events or issues

Assess strengths and weaknesses Establish outcome based goals

– “Biggest bang for the buck!!” Understand your level of sponsorship and do not

create a project that requires a higher level forsuccess.

ITSM Tools Available ITIL Version 3 Core Books CobiT 4.1

– Control Objective for Information and relatedTechnologies

CMMI– Capability Maturity Model Integration

Six Sigma – LEAN Six Sigma

ITSM Tools Available ITIL Version 3 Core Books CobiT 4.1

– Control Objective for Information and relatedTechnologies

CMMI– Capability Maturity Model Integration

Six Sigma – LEAN Six SigmaThere if a significant difference between and tool and a religion – It

is best if you don’t confuse the two!!

ITIL Version 3

ServiceTransition

Continual ServiceImprovement

Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

Governance MethodsStandards Alignment

Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics

Executive Introduction

ServiceTransition


Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics



Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics


ServiceTransition


Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics


ServiceTransition


Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL

ServiceTransition


Contin

ual S

ervice

Impr

ovem

ent

Continual Service

Improvem

ent

ServiceOperation

ServiceDesign

ServiceStrategies

ITIL


Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics



Case StudiesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge &

Skills

Spec

ialty

Top

ics


CobiT 4.1 Control Objectives for Information and related

Technology (COBIT®) provides good practices across 4domains and 34 high level control processes with over300 detailed control objectives– Plan and Organize (PO)—Provides direction to solution delivery

(AI) and service delivery (DS)– Acquire and Implement (AI)—Provides the solutions and

passes them to be turned into services– Deliver and Support (DS)—Receives the solutions and makes

them usable for end users– Monitor and Evaluate (ME)—Monitors all processes to ensure

that the direction provided is followed CMMI based maturity models for each of the 34 defined

IT control processes.

CobiT 4.1 Control Objectives for Information and related

Technology (COBIT®) provides good practices across 4domains and 34 high level control processes with over300 detailed control objectives– Plan and Organize (PO)—Provides direction to solution delivery

(AI) and service delivery (DS)– Acquire and Implement (AI)—Provides the solutions and

passes them to be turned into services– Deliver and Support (DS)—Receives the solutions and makes

them usable for end users– Monitor and Evaluate (ME)—Monitors all processes to ensure

that the direction provided is followed CMMI based maturity models for each of the 34 defined

IT control processes.

Control Objective ExampleAI6 Manage Changes All changes, including emergency maintenance and

patches, relating to infrastructure and applications withinthe production environment are formally managed in acontrolled manner. Changes (including those toprocedures, processes, system and service parameters)are logged, assessed and authorized prior toimplementation and reviewed against planned outcomesfollowing implementation. This assures mitigation of therisks of negatively impacting the stability or integrity ofthe production environment.

Control Objective ExampleAI6 Manage Changes All changes, including emergency maintenance and

patches, relating to infrastructure and applications withinthe production environment are formally managed in acontrolled manner. Changes (including those toprocedures, processes, system and service parameters)are logged, assessed and authorized prior toimplementation and reviewed against planned outcomesfollowing implementation. This assures mitigation of therisks of negatively impacting the stability or integrity ofthe production environment.

ITIL Roadmap Case Study Large regional health care provider Multiple clinics and hospitals Financial model – hospital or clinic based not

centralized Multiple ITIL implementation projects with

marginal success. Business Objective - To free up IT resources

to do more transformational activities.

ITIL Roadmap Case Study Large regional health care provider Multiple clinics and hospitals Financial model – hospital or clinic based not

centralized Multiple ITIL implementation projects with

marginal success. Business Objective - To free up IT resources

to do more transformational activities.

Roadmap – Project Objectives Create an objective roadmap Establish solid checks and balances. Solidify the ITIL Service Support processes. Establish a standard benchmark of process

maturity for future improvementmeasurements.

Clearly define roles and responsibilities.

Roadmap – Project Objectives Create an objective roadmap Establish solid checks and balances. Solidify the ITIL Service Support processes. Establish a standard benchmark of process

maturity for future improvementmeasurements.

Clearly define roles and responsibilities.

Roadmap – Approach Talked to 31 team members from 18 different Teams Five Phase approach

– Phase 1 – Initial data gathering– Phase 2 – Initial interviews– Phase 3 – Interviews and workshops– Phase 4 – Process validation and gap analysis– Phase 5 – Analysis and results summary

ITIL Processes Reviewed– Service Support – Service Desk, Incident, Problem, Change,

Release, and Configuration Management– Service Delivery – Service Level, Capacity, and Availability

Management

Roadmap – Approach Talked to 31 team members from 18 different Teams Five Phase approach

– Phase 1 – Initial data gathering– Phase 2 – Initial interviews– Phase 3 – Interviews and workshops– Phase 4 – Process validation and gap analysis– Phase 5 – Analysis and results summary

ITIL Processes Reviewed– Service Support – Service Desk, Incident, Problem, Change,

Release, and Configuration Management– Service Delivery – Service Level, Capacity, and Availability

Management

Roadmap – Approach (con’t) Specific processes detailed

– Change– Incident and Service Desk– Problem– Configuration– Service Delivery (interface with Service Support)

CobiT 4.1 controls and maturity used– AI6 – Manage Changes– DS8 – Manage Service Desk and Incidents– DS10 – Manage Problems– DS9 – Manage Configuration

Roadmap – Approach (con’t) Specific processes detailed

– Change– Incident and Service Desk– Problem– Configuration– Service Delivery (interface with Service Support)

CobiT 4.1 controls and maturity used– AI6 – Manage Changes– DS8 – Manage Service Desk and Incidents– DS10 – Manage Problems– DS9 – Manage Configuration

Roadmap – Results Summary High level of expertise and knowledge in the existing IT

organization High level of organizational skills within IT teams

– Teams created their own structure when overall standards did notexist.

Multiple improvement efforts are underway– Service Desk standardization of escalation procedures.– Improved vendor compliance to Change Management Process –

Implemented forced compliance procedures.– Focus efforts to reduce the number of urgent changes.

Trusting culture with minimal accountability or consequencesfor not following process– Team input – not enough accountability for non-compliance.– Impact may not be highly visible due to “tribal knowledge” and the

team’s ability to react.

Roadmap – Results Summary High level of expertise and knowledge in the existing IT

organization High level of organizational skills within IT teams

– Teams created their own structure when overall standards did notexist.

Multiple improvement efforts are underway– Service Desk standardization of escalation procedures.– Improved vendor compliance to Change Management Process –

Implemented forced compliance procedures.– Focus efforts to reduce the number of urgent changes.

Trusting culture with minimal accountability or consequencesfor not following process– Team input – not enough accountability for non-compliance.– Impact may not be highly visible due to “tribal knowledge” and the

team’s ability to react.

Roadmap – Results Summary Silo environment with no formal communication

structure.– Teams are organized among themselves and communicate

based on the circumstances--not on defined processes. Lack of solid, verifiable management information

– You don’t know what you don’t know. Little standardization of processes and procedures

across all IT Teams– Team process disciplines vary based on management

focus.– Result: lack of scalability for planned growth by acquisition.

Depth of team experience and knowledge is atremendous asset—assuming the ability to embracechange

Roadmap – Results Summary Silo environment with no formal communication

structure.– Teams are organized among themselves and communicate

based on the circumstances--not on defined processes. Lack of solid, verifiable management information

– You don’t know what you don’t know. Little standardization of processes and procedures

across all IT Teams– Team process disciplines vary based on management

focus.– Result: lack of scalability for planned growth by acquisition.

Depth of team experience and knowledge is atremendous asset—assuming the ability to embracechange

Roadmap – Process Maturity Summary Change and Release

– Maturity Rating: 2.0 to 2.5 Incident and Service Desk

– Maturity Rating: 1.5 to 2.0 Problem

– Maturity Rating: 1.0 to 1.5 Configuration

– Maturity Rating: 1.0 to 1.5

Roadmap – Process Maturity Summary Change and Release

– Maturity Rating: 2.0 to 2.5 Incident and Service Desk

– Maturity Rating: 1.5 to 2.0 Problem

– Maturity Rating: 1.0 to 1.5 Configuration

– Maturity Rating: 1.0 to 1.5

AI6 Manage Change - Process Maturity Definition 0 Non-existent when

There is no defined change management process, and changes can be made with virtuallyno control. There is no awareness that change can be disruptive for IT and businessoperations, and no awareness of the benefits of good change management.

1 Initial/Ad Hoc whenIt is recognized that changes should be managed and controlled. Practices vary, and it islikely that unauthorized changes take place. There is poor or non-existent documentationof change, and configuration documentation is incomplete and unreliable. Errors are likelyto occur together with interruptions to the production environment caused by poor changemanagement.

2 Repeatable but Intuitive whenThere is an informal change management process in place and most changes follow thisapproach; however, it is unstructured, rudimentary and prone to error. Configurationdocumentation accuracy is inconsistent, and only limited planning and impact assessmenttake place prior to a change.

3 Defined whenThere is a defined formal change management process in place, including categorization,prioritization, emergency procedures, change authorization and release management, andcompliance is emerging. Workarounds take place, and processes are often bypassed.Errors may occur and unauthorized changes occasionally occur. The analysis of the impactof IT changes on business operations is becoming formalized, to support planned rolloutsof new applications and technologies.

AI6 Manage Change - Process Maturity Definition 0 Non-existent when

There is no defined change management process, and changes can be made with virtuallyno control. There is no awareness that change can be disruptive for IT and businessoperations, and no awareness of the benefits of good change management.

1 Initial/Ad Hoc whenIt is recognized that changes should be managed and controlled. Practices vary, and it islikely that unauthorized changes take place. There is poor or non-existent documentationof change, and configuration documentation is incomplete and unreliable. Errors are likelyto occur together with interruptions to the production environment caused by poor changemanagement.

2 Repeatable but Intuitive whenThere is an informal change management process in place and most changes follow thisapproach; however, it is unstructured, rudimentary and prone to error. Configurationdocumentation accuracy is inconsistent, and only limited planning and impact assessmenttake place prior to a change.

3 Defined whenThere is a defined formal change management process in place, including categorization,prioritization, emergency procedures, change authorization and release management, andcompliance is emerging. Workarounds take place, and processes are often bypassed.Errors may occur and unauthorized changes occasionally occur. The analysis of the impactof IT changes on business operations is becoming formalized, to support planned rolloutsof new applications and technologies.

Roadmap – Recommendations Review the Change process, assess the efficacy and modify as

necessary to drive compliance Begin the process of centralizing Problem Management –

Phase 1– Modify Remedy to support centralized Problem Management– Implement the new data input standards based on modifications.– Review results and move to Phase 2 – centralizing Problem Management by

defining and assigning Problem Management roles, responsibilities andactivities.

Configuration Management – Phase 1– Discover what CI information exists in what form and to what level of detail.– Compile a complete list of the required CI information.– Explore the consolidation of existing CI information into one tool.

Begin to discover and document existing core processes foreach IT Team

– Establish documentation standards.– Establish processes and procedures to maintain documentation.– Result: Sets a platform for future improvement and control

Roadmap – Recommendations Review the Change process, assess the efficacy and modify as

necessary to drive compliance Begin the process of centralizing Problem Management –

Phase 1– Modify Remedy to support centralized Problem Management– Implement the new data input standards based on modifications.– Review results and move to Phase 2 – centralizing Problem Management by

defining and assigning Problem Management roles, responsibilities andactivities.

Configuration Management – Phase 1– Discover what CI information exists in what form and to what level of detail.– Compile a complete list of the required CI information.– Explore the consolidation of existing CI information into one tool.

Begin to discover and document existing core processes foreach IT Team

– Establish documentation standards.– Establish processes and procedures to maintain documentation.– Result: Sets a platform for future improvement and control

Questions?

Thank you!

Questions?

Thank you!