kickoff title of the project (date). project title kickoff october 18, 2015© company name all...

KickoffTitle of the Project

(date)

Project TitleKickoff

April 20, 2023 © Company Name All rights reserved 2

AgendaAgenda

• Introduce the purpose of the project and the goal of this phase

• Present the approach that will be used

• Review project schedule

• Failure of So Many ITSM Projects

• Benefits and Possible Challenges

• Planning & Implementing Processes

• Planning for Organizational Change (including culture and awareness)

• The Processes

• The Process Questionnaires

• Identify participants’ role in the project

• Q & A



Purpose of the ProjectPurpose of the Project

To contribute to the profitability of the firm by ensuring client productivity through fast and efficient Client Support

processes, introducing change into the environment via a structured and non-impacting Change Management

process, and through accurate and comprehensive Asset Management



Goal of this PhaseGoal of this Phase

To conduct an IT Service Management maturity assessment, of core Client Support and related

processes, and the Client Support organizational structure and the tools it uses



Approach – AssessmentApproach – Assessment

ITSM Process Assessment Workshops & Interviews Analyze existing documentation

Current state on the processes Observe current methods and procedures

Conduct Online Assessment Questionnaires Conduct ITSM Process Workshops, Interviews, and Discussions

Get input and build consensus with key stakeholders Validate approach and get organization buy in

Conduct Tools Workshop to identify current tools and future needs

Project Deliverables Validation of key pain points and opportunities for process improvement; building organization

consensus An executive summary An approach and methodology Summary of observations and findings Gap analysis; compared to best practices and desired state Provide additional CP recommendations for organizational structure, tools, and processes Implementation activities and timeline

CP Resource – Dave Gagen



“The true value of an assessment is NOT a 1 to 5 score but the

opportunity it provides to listen to your stakeholders and to bring

about improvement ”

Value of an AssessmentValue of an Assessment



Assessment ScopeAssessment Scope

PROCESSPROCESS

ORGANIZATIONORGANIZATION TECHNOLOGYTECHNOLOGY



Assessment TechniquesAssessment Techniques

Questionnaires Data Gathering

WorkshopsInterviews



High-Level TimelineHigh-Level Timeline



Failure of So Many ITSM ProgramsFailure of So Many ITSM Programs

• Strategy behind the project poorly articulated.

• Initial excitement based on a desired result without investing in the necessary underpinning processes.

• Wishful thinking on timeframes means not enough planning for longer term (scenarios/phases) – programs typically 12 – 36 months in length depending on scope.

• Too much emphasis on tools too early in process.

• Inadequate focus on human element.

• Any longer-term program needs to overcome:– Changes in sponsorship/leadership

– Changes in the program team

– Changes in business (mergers/acquisitions)

– Temporary changes in economic fortunes



Benefits of Implementing ProcessBenefits of Implementing Process

• Improved quality of IT services

• Long term financial benefits - cost savings / increased revenue

• Improved forecasting

• Enables cost comparison - to counter / justify outsourcing

• Increased productivity (IT and customers)

• Improved metrics and management reporting

• Improved visibility and reputation for the IT department

• Improved communication and inter-team working (IT and customer)

• Better control of IT and IT services

• Clearly defined processes and responsibilities



Possible Challenges ImplementingPossible Challenges Implementing

• Lack of commitment (IT, Users & Management)

• Resistance to change (IT & User)

• Where do you start

• Over expectation

• Lack of information

• Lack of planning

• Lack of training

• Lack of resources

• Lack of tools

• Vendor influence

• Culture shock

• Cost justification

• By-passing procedures



Planning & Implementing ProcessesPlanning & Implementing Processes

• Implementing IT Service Management processes require:1. People - organizational structure, roles and responsibilities defined.

2. Processes – designed and built to meet the business needs.

3. Tools - to enable, automate and streamline the processes.

4. Strategy - to shape the development of 1), 2) and 3)

• Use a Project Approach for the implementation of the IT Service Management processes.

• Implementation of a number of processes will require the establishment of a Program of related projects. Careful consideration must be given to dependencies and relationships to other processes.



Typical Project ApproachTypical Project Approach

• Feasibility study

• Initiation stage

• Specification stage

• Product selection & overall design

• Development & validation

• Implementation

• Post-implementation review

• On-going operation and Maintenance



Design & Implementation ApproachDesign & Implementation Approach

DarWIN

Design Wide

ImplementNarrow



Planning for Organizational ChangePlanning for Organizational Change

Kotter’s 8-Step Approach to Organizational Change

Creating a sense of urgencyCreating a sense of urgency

Forming a guiding coalitionForming a guiding coalition

Creating a visionCreating a vision

Communicating the visionCommunicating the vision

Empowering others to actEmpowering others to act

Planning for and creating quick wins

Planning for and creating quick wins

Consolidating improvements and producing more change

Consolidating improvements and producing more change

Institutionalizing changeInstitutionalizing change



Cultural Aspects (Gartner)Cultural Aspects (Gartner)

• Learning a new culture is inherently difficult and slow

• What could you do to make this initiative successful?

• The best way to learn the culture of ITIL service management is through "immersion“ and experiential learning

• Many organizations send their staff to ITIL training courses, but the value of such courses is limited unless they are clearly linked to changes in service delivery culture and practices.

• ITIL initiatives based on simply trying to apply the ITIL reference materials are likely to create only limited long-term benefits.

• Action Item: Focus strongly on the challenge of cultural change as part of your ITIL implementation plan.



Awareness CampaignAwareness Campaign

• Purpose:– To raise awareness amongst customers, IT staff and management.

– To gain commitment.

– To inform people - what is going to happen, when, to what benefit and how people are affected.

• Identify the various target groups, what are the messages that you wish them to receive, how will you deliver the messages and at what frequency.

• Method: Seminars, discussions, working parties, newsletters, mouse-mats, official launch etc.



The ProcessesThe Processes

• Incident Management,

• Problem Management,

• Service Request Fulfillment,

• Change Management, and

• Asset Management



Incident ManagementIncident Management

Process Goal:

Incident Management exists to get the operation of a service back to 'normal' as quickly as possible and to minimize adverse affects on the supported business processes. The reason: to ensure that service quality levels are maintained at the best possible level.



Problem ManagementProblem Management

Process Goal:

The goal of Problem Management is to prevent Incidents from occurring. It aims to minimize the impact of unavoidable Incidents. To achieve this goal, Problem Management seeks to get to the root cause of problems and then aims to resolve the situation.



Service Request FulfillmentService Request Fulfillment

Process Goal:

The goal of the process is to manage all types of requests for the customers and users. Request types may include facilities, moves, and supplies, or they may be specific to IT services. The process is responsible for capturing, tracking, routing, and (where applicable) approving the requests.



Change ManagementChange Management

Process Goal:

The goal of the Change Management process is to conduct a formal, standardized methodology in the handling of all Changes. With a standard, formal approach the potential for Change-related Incidents are diminished, the quality of the Changes are improved, and their impact upon the day-to-day operations of the organization are controlled.



Asset ManagementAsset Management

Process Goal:

The goal of the Asset Management Process is to meet the needs of the business in providing financial stewardship for all IT assets. This is done by providing the ability to introduce new IT assets into the organization in a controlled and authorized manner, record physical and logical changes to those assets while they are within the organization, and control their temporary or permanent departure from the organization, maintaining a database containing the key physical and logical and financial attributes of those assets and providing the means to quality-check and reconcile that database against reality on a periodic or impromptu basis.



Process DefinitionProcess Definition

• When a process is defined, the following attributes of each process should be reviewed and adjusted throughout the project:– Description

– Goals, Objectives, Inputs & Outputs

– Controls

– States

– Metrics

– Roles and Responsibilities

– Policies and Governance

– Tool and Data requirements

– All process activities and their tasks

– Cross Functional Flow Diagrams (CFFDs) for each activity



The Process QuestionnairesThe Process Questionnaires

• ITSM Process Maturity Questionnaire(s)– To be completed by selected staff

– Separate questionnaires for each process under assessment

– May be selected to complete more than 1 questionnaire

• Browser based – Launched by the Navvia Survey module

• Estimated time to complete– 10-15 minutes per questionnaire



Questionnaire StructureQuestionnaire Structure

• The questionnaires consist of:– Process-specific questions unique to a particular process– Plus a common set of questions repeated for each process

• You can save and exit the questionnaire at any time and resume at some later point. The questionnaire remembers where you left off.

• The questionnaires must be completed and returned prior to the expiry date (included in the email).– Our back-end processing system requires all questionnaires to be

returned by a specific date (processed all at once) – Questionnaires cannot be opened after they have expired



Question StructureQuestion Structure

Question

Question Number

Additional information or

definition

Question Domain(people, process,

technology)

Answers(choose one)

Select NEXT to continue or RETURN LATER to save where you are and

come back later to finish



Completing the QuestionnaireCompleting the Questionnaire

• If you are not completely sure about an answer, please give your answer as if it were prefaced by:

– “It is my understanding that…”

– “As far as I know…”

– “To the best of my knowledge…”

• Select “No” for those questions for which you have no idea of the answer

• Questions that have a supporting question and to which you replied “Yes”, must have a textual response provided before the Next button becomes enabled

• Use the Comments field– We welcome additional information



Questionnaire ScoringQuestionnaire Scoring

Little process management activityAd hoc, reactive approachesIrregular, unplanned activities

Processes defined and documentedProcess activities uncoordinated High degree of reliance on ‘Head knowledge

Clearly defined processesProcess governance, deviations may not be detectedAutomation and tools are usedMetrics defined but not used for process improvement

Management monitors and measures compliance with processAutomation and tools have fully-integrated process workflowsProcesses are proactive and integrated with other ITSM processes

Processes have institutionalized strategic objectivesPerformance superior to competitorsProcesses are defect free

Managed

Initial

Repeatable

Optimized

Defined

1

2

3

4

5



Questionnaire ScoringQuestionnaire Scoring

Overall Client Assessment Individual Process Assessment(s)



Your RoleYour Role

• Active participation in the scheduled workshops, interviews, and questionnaires

• A messenger to those in your group– Inform them of the initiative and its progress

– Table their requirements & issues during the sessions

• Provide additional information or insight outside of scheduled sessions– Ad hoc offline meetings will be conducted as required

• Challenge, propose, discuss, evaluate, ask questions and…

• Try and have some fun along the way



Q & AQ & A

Thank You

kickoff title of the project (date). project title kickoff october 18, 2015© company name all...

Documents

assessment navvia

assessment techniques

projectdate navvia

process improvement

highlevel timeline navvia

current tools

organizational change

core client support