Managing improvement

We are doing it wrong

v4

enthusiasm

Gartner Hype Curve

ITIL

time

What do these mean?

• We are doing incident first then change

• 73.27% of organisations do incident management first

• 17% are doing configuration

• You have to do service catalogue before you can do request

The wrong unit of work

One practice at a time

practices

maturity

outputs

incident request

everything

Human pace of change

change

time

lag

valueneed/problem/risk

outputsprogramme

outcomesimprovement

objectivesorganisation

Why?

Granularity

practices

maturity

outputs

incident request

Granularity

practices

maturity

outputs

incident request

We’re doing it wrong• A “process” is the wrong unit of work

• ITSM mega-projects have a bad rep

• People change at a human rate

• Must align with the organisation

• CSI comes at the start not the end

What do these mean?

• We must implement properly

• We can’t move forward until the data model is complete

• The CMDB is inaccurate and incomplete – we can’t use it.

• We can’t assess impact, we don’t have all the information

Excessive Technical Fastidiousness

We’re doing it wrong• Best practice is a reference framework not

a blueprint

• Good enough is near enough

• Resources are constrained

Improvement

• All professionals want to improve

• It is expected

• Everyone wants next year to be better

• ITIL CSI

• COBIT5 MEA1, EDM2, EDM3, EDM4

Much improvement is done by projects

But what about the rest?

Business as usual (BAU)

• We do it as part of BAU, in our “spare time”

Pros and cons

• We own the task• Work on our own domain, reap the

benefits• Small is beautiful

• Frustrating when the urgent trumps the important

• So much to do, so little time• Working in isolation

How do we coordinate that effort?

• Have a plan

• Empower staff

• Create teams

• Coordinate the work

• Executive support

Professionalism

• Make a difference• Better next year• Transfer knowledge

Scope

Projects Operations

CSI

ScopeDevelopment Operations

CSI

Systems Practices

How do we make the list of work achievable?

• Link to business and IT goals

• Sort on value and risk

• Estimate resources

• Start

Risk

Unknown

Known

Managed

Mitigated

Eliminated

Sprints Sprint 1 Sprint 2 Sprint 3Ends: April 30, 2011 July 31st 2011 October 31st, 2011

16 work packages 296 18 work packages 400 16 work packages 352

Management 4.4 Risk management 16

41.3 Service Improvement Programme 3241.2 CSI Plan 32

13.3 Outlier control 1640.1 Service Excellence Communication 16 40.3 Service Excellence Collaboration 16 40.5 Service Excellence Motivation 3240.2 Service Excellence team and mission 16 40.4 Service Excellence Education 48

24.11 Document management 32 24.2 Knowledge policy and strategy/plan 323.3 Service Management Framework 8 24.9 Connect to external knowledge 16

48.6 Generic OLA 1648.3 Work tracking 32

Operations 5.4 Capacity planning 16IT Continuity policy and plan 9.2 IT Continuity preparation and mitigation 48 9.5 IT Continuity maintenance and invocation 16

7.1 Service Catalogue Development 16 24.3 Configuration management 32 7.3 Service Catalogue Implement 1624.5 Impact assessment 16

42.1 Generic Service Level Targets 16 42.2 Generic SLA 16 42.4 Generic UC 16

43.1 Measure customer satisfaction 8 43.2 Measure user experience 32 43.3 Measure SLTs 1624.6 Support knowledgebase 32

32.1 Problem Tracking 32 32.2 Root Cause Analysis 16 32.3 Problem Resolution 3237.1 Request tracking 16 37.2 Request Fulfillment process develop 32 37.3 Request Fulfillment process implement 3223.1 Incident tracking 16 23.2 Incident escalation 8 23.3 Incident resolution 32

Incident impact assessment27.1 Major Incident Management 16 27.2 Major Incident rehearsal 16

8.1 Change tracking 8 8.4 Emergency change 16 8.5 Forward schedule of change 328.2 Change approval process 16 8.7 Change risk and impact 168.6 Change Advisory Board 8 15.1 Release approvals 16

26.1 Environment management 32

Manage risk• Align to goals

• Communicate risks

• Programme management

• CSI Board

• Service Excellence team

• Service Architect

We still have projects

• Spin off projects

• Draw in projects

• Contribute to projects

Approach

• Survey current state and priorities

• CSI Programme implementation

• CSI Plan

• Iterative cycles (“Agile sprints”)

• or work flow (“Kanban”)

• Review and replan

Capability Risk OutcomesGroup Group Group

1 Access Management r a 1

3 Enterprise Architecture g g 3

Availability Management (and Capacity Management)

6 System Build a r 37 Service Catalogue r a 18 Operational Change

Managementa a 2

9 Service Continuity Management

g g 2

Customer Relations Management

Data Management

12 Service Requirements Definition

a a 2

Service Delivery 33

14 Demand Management r r 3Release and Deployment15

2

13

11

2

3

3

3

1

1

g

g

a

g

a

r

a

4

Acquisition

Service Assurance

10

5

a

g

g

g

g

a

r

Service improvement programme and plan createdCultural change programme and team Work programme initiatedBest Places to Work survey Service principles and updated business principles completeA Service Plan to guide service managementManagement practices framework Operational readiness roles, process and meetingsOperational readiness checklistOperational readiness templatesService catalogue revisedServices defined and reviewed with customersCustomer satisfaction surveys designed and implementedImproved document search toolsKnowledge management policy draft, and categorisation of document typesWork tracking codes include BAU tasksSeparation of problems and incidentsProblem process designed and Problem Manager role createdRoot cause analysis technique documentedStarted tracking problems Risk policy revisedRisk capture process designedChange management processes for normal, emergency and standard Request For Change form introducedInitiated project for infrastructure monitoringIdentified some deficiencies in Change Management toolRequirements gathering for service management toolsetNew work assignment templateIT Continuity Plan templateKnowledge meta-data collection toolStarted collecting knowledge meta-dataMajor Incident Management process IT events calendar established and functioningChange management procedures handbook

Tipu

• Business as usual• Integrates with projects• Professional• Agile, nimble, iterative• Managed risk• Coordinated empowerment• Grass roots• Public domain

www.basicsm.com/tipu

Managed improvement

www.basicsm.com