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HDI North Coast Local Chapter Tech Expo 2012

New Rules, New Roles, New PeopleNew Organization For Service Management

Brenda IniguezStrategic Business Development

Pink Elephant

[email protected]


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New Rules, New Roles, New People – New Organization For ITSM © Pink Elephant, 2012. All Rights Reserved.ITIL® is a Registered Trade Mark of the Cabinet Office.

A Service Management Organization

As organizations move from a technology to a ServiceManagement focus, new enterprise structures and rolesare required to sustain and support ongoing continualimprovement.

Service Management Lifecycle: end-to-end focus

During the transition, most organizations struggle withquestions about where to place these new process and

service ownership roles within traditional technologycentric organizational charts.

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New Rules, New Roles, New People – New Organization For ITSM © Pink Elephant, 2012. All Rights Reserved.ITIL® is a Registered Trade Mark of the Cabinet Office. 3

How Is The Role Of IT Changing?

Focused on technology

Fire-fighting mode

Organizational silos

Unknown costs

Technical metrics

Focused on customer outcomes

Demand driven

Enterprise services & processes

Financial transparency

Business value


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Starting With The End In Mind

IT Operations Management

Console ManagementJob SchedulingBackup & RestorePrint & Output

IT OperationsControl

Data Centers

Recovery SitesConsolidationContracts

FacilitiesManagement

Mainframe

Server

Network

Storage

Databases

Directory

Desktop

Middleware

Internet / Web

Financial Apps

HR Apps

Business Apps

Service Desk

Application ManagementTechnical Management

© Crown Copyright 2011. Reproduced under license from the Cabinet Off ice Based on Figure 6.1 Service Operation 6.1


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Follow The Sun

Service Desk Organizational Structures

First Line SupportLocalService Desk

Third PartySupport

Network & OperationsSupport

ApplicationSupport

DesktopSupport

CentralizedService Desk

Second Line Support

Third Party

Support

Network &

OperationsSupport

Application

Support

Desktop

Support

SKMS

© Crown Copyright 2011. Reproduced under license from the Cabinet Off ice Based on Figure 6.2, 6.3 and 6.4. Service Operation 6.1


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ITSM ProcessesITSM Processes

Optimizing Business & IT Services

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Business Product

Business Service

Business ProcessBusiness ProcessBusiness Process

IT Service

IT Systems

IT Components

IT SystemsIT System

Produce

Ship

Distribute

Market

ExploreDevelop

RefineBlend

StorePipe

Data-

base

ITSM Process


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First up: New Thinking

SERVICE vs. Technology Thinking… end-to-end for the customer

Outside-In Thinking … from the Customer’s eyes

Ask & Listen to the Business

IT: Let go of the control … let control go to the Business

Effective Service Management based Operating Model

Governance structure for Service Management Processes Sustainable organizations: process-based vs. people-based

Don’t have processes for process sake or tools for tools sake

o Processes and Tools need to add value and make a difference

Create a perpetual Learning organization

o Learning as a skill and a habit

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Operating Model

An Operating Model defines:

all the Services the organization delivers the capabilities of an organization

how value is generated thru those capabilities• Defining the Value Stream across the entire Lifecycle of a

‘Plan-Build-Run’ structured organization

Service Management Lifecycle = end-to-end focus

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Evolving IT Organization Culture

Value Chain Focused • Business revenue is directly generated by the sale of IT services toexternal customers

• IT based services and their digital transactions are perceived to beintegral and synonymous with the business processes they support

• Market share and stock price is influenced by the market’s perception ofthe quality and stability of IT capability

Business Partner Focused • IT Executives are part of the strategic business planning processes• The CIO has oversight and responsibility for other departments outsideof traditional IT function (e.g.: facilities, processing, fleet mgmt.)

• IT measures its success in terms of business transactional volume /availability

Business Customer Focused • IT services are understood to support the business process• The IT organization is understood to be an enterprise function made up

of both internal and external suppliers using common processes & tools• Enterprise governance is mature enough to enforce standards across all

IT groups• IT is taking and fulfilling orders from its business customer

Service / System Focused • Shared Services Organizations are establishing common services,tools and processes

• Service Level Agreements are based on services rather than technology

• IT services are typically defined as infrastructure and user basedservices

Technology Focused • IT Domains / Depts. (Database, Servers, Desktop, etc..)• IT Operations• Infrastructure Organizations, Service Desk• Network

Technology Silos

Application vs. Infrastructure

IT Supports The Line

IT Is The Line

IT Service Provider

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Organization

Environment

Corporate or Management Processes

General

IT Services

Primary Business Processes

Innovation,Development,

Knowledge TransferProcesses

Business Support

Processes

Major Business Functions & Processes

© Van Haren Publishing, Defining IT Success Through The Service Catalog . Adapted from Figure 2.1, p24

Service Desk


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The ITIL Service Management Lifecycle

ServiceDesk


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Service Lifecycle Processes

SERVICE STRATEGY Strategy Management For

IT Services Service Portfolio Management Business Relationship

Management Financial Management ForIT Services

Demand Management

SERVICE OPERATION Event Management Incident Management Request Fulfillment Problem Management Access Management

Functions Service Desk Technical Management IT Operations Management Application Management

SERVICE DESIGN Design Coordination Service Catalog Management Service Level Management Availability Management Capacity Management IT Service Continuity Management Information Security Management Supplier Management

SERVICE TRANSITION Transition Planning & Support Change Management Service Asset & Configuration

Management Release & Deployment Management

Service Validation & Testing Change Evaluation Knowledge Management

CONTINUAL SERVICE IMPROVEMENT Seven-Step Improvement

© Crown Copyright 2011. Reproduced under license from the Cabinet Off iceFigure 1.1 Service Strategy


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New Service Management Organization …New Focus?

What are the essential roles that need to be defined for IT ServiceManagement?

Is a new organization structure needed? If so, what should it look

like? Can’t we just incorporate new responsibilities to fit within the

current roles and structure?

How far up and down should any new IT Service Management

roles go? Is the concept of a Service Management Office (SMO) something

that can help?

Moving from a technology to a Service focus requirespeople be focused on the right activities, with the rightlevels of empowerment and support.


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New Roles

SMO – Service Management Office

o SMO Leader

• Substantial authority to make & carry out decisions

• Credible, SM Expert, Cross-Team Leader

• Process governance of the Process Owners

PMO & SMO should complement one another

• Eg: designing for quality up-front

Service Owners: responsible for end-to-end service

Process Owners: responsible for overall process

Process Manager: responsible for tactical process aspect Service Management Expert / SME – on best practices

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Org 3Org 2Org 1External

Scaled & Distributed Process Ownership

Process Owner: Has overallorganizational process accountability andmay as well have specific accountabilityfor their own group or region.

Process Manager: Has processaccountability for their specific functionalgroup or region and is accountable to theProcess Owner for organizationalcompliance

ProcessOwner

Sponsor

ITSM Executive

ITSM Governance

(p)rocessowner

Coordinator

ProcessManager

ProcessManager


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The Service Management Office

ITSM Process Owners

Business Process & Service Improvement

Service Mgmt.

Office

Service Desk

Desktop

End User Services

Operators

IT Operations

SW Dev

Applications

Engineers

Info Sec.

IT Planning

CIO

Process & Service Management

Technical / Functional Mgmt.

Training & Communication Coordination

Network

NOC

Administrators

ITSM Governance

Service Level & CSI Mgmt.


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ITSM Roles & Customer Engagement

ServiceOwner

Business Relationship Manager

MonthlyServiceReport

toBU Mgr.

Monthly Service Report(to Customer)

Customer

BusinessApplication

Services

Infrastructure/TechnicalServices

ProfessionalServices

S e r v i c e C a t a l o g

o r

S e r v i c e D e s k

Service(Delivery)Manager

SLM Process Owner

SubmitRequest

Supporting ServiceOwners


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Service Organization Structures

Applications Infrastructure

SLA

Desktop

Hosting

Business App.Service Owner

SO

Application Service

Infrastructure Service

(Incident, Problem & Change)Process Owner

Professional Service

SO

BusinessRelationship

Mgmt.Service Mgmt.

Office

Business LineCustomer

IT Process Owners

Training & Comm.

ITSM Governance

Process Owners

Tool Ownership

Business ServicesBusiness Services

Supporting ServicesSupporting Services

Professional ServicesProfessional Services

Service Owners


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New People

Remember: Competency is made up of 3 key elements:

• Skills - Attitude - Behavior

Consider the EI factor: Emotional Intelligence• Emotional intelligence (EI): the ability to perceive, control and evaluate emotions

and to use this information to guide one's thinking and actions

Hire and cultivate Perpetual Learners• Explore Simulation learning & KCS: Knowledge Centered Support

For SM Leaders: go for the Curious, Courageous & Inventive • Surround yourself with Truth-tellers

Consider your organization’s Generational Demographics

• Keep all 3 generations engaged and productive• Start Mentoring programs for effective pairing and knowledge sharing

Set your organization’s People Retention strategy• Define a Model for Exit Strategy behavior

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WORLD WAR II+ ages 88+ 1910-1924 20M

BUILDERS(Radio Babies) ages 67-87 1925-1945 56M

BABY BOOMER ages 48-66 1946-1964 80M

GENERATION X ages 35-47 1965-1977 38M

U.S. population of 307 millionUS Decennial Census 2010

GENERATION Y ages 16-34 1978-1996 78M

The new total represented an addition of22 million Americans since the 2000 Census

The 2000 Census recorded a population gainin every state during the 1990s – the onlydecade in the 20th century with such growth

Defining The Generations

“0 GENERATION” (Kids) ages 1-15 1997-2010 35M


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New Rules

SM Lifecycle thinking and actions vs. vertical silos

Executive Dashboard Metrics vs. endless operational reports

Results-based outcomes vs. tactical tasks

See & design your processes from your Customer’s eyes

Ask & Listen to the Business… make tangible improvements

Start small, make a difference to the Business … add value

Deliver value in quick Sprints vs. long 9-12 month projects

Knowledge is power; sharing knowledge is more powerful

o Skills in finding, authoring, documenting and proofing knowledge

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Reference Material

Millennials Rising The Next GreatGeneration - Neil Howe

William StraussR.J. Matson

What Millennial Workers Want: How toAttract and Retain Gen Y Workers

whitepaper - RHT


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Knowledge into Results !

Brenda IniguezPink Elephant

______________________

Brenda Iniguez

ITIL Expert

Strategic Business Development510.262.9925 work510.685.6798 cell

[email protected]

"We cannot become what we need to be by remaining what we are ...

Life is not a dress rehearsal. " ~ John Maxwell ~


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New Service Organization Roles

A critical success factor for the adoption of a service management practices andservice oriented culture is the creation of roles focused on the end-to-end delivery ofIT Services and the ongoing management of the enterprise ITSM processes.

Process Ownership Structures: A tiered process ownership structure with an enterpriseprocess owner supported by process managers to enable the deployment and consistentexecution of IT management processes across technology domains

Process Governance Council: Establish a decision-making body made up of processowners, tool owners and the SMO to act as the CSI and planning group for new and existingprocesses

Service Management Office (SMO): A dedicated process governance and internal servicemanagement expertise / advisory function to support service delivery excellence and ongoingtransformation. This function provides the ongoing ITSM subject matter expertise andfacilitates the management of change.

Service Ownership: Identify IT Service Executives and Owners to support the managementand planning of services and systems based on a full service lifecycle approach

Customer Relationship Roles: Identify and establish roles to support the input of demandand the gathering of regular customer feedback related to service and process delivery

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Generational Traits – snapshot

Builders (Radio Babies) – Traits• Great Depression, WWII, GI Bill; cash based

• Authority respected; disciplined, dedicated

• Known for hard work, reliability, honor

• Often worked 1 company entire career

• “The Greatest Generation” – Tom Brokaw

BABY BOOMERS – Traits• Vietnam, Civil Rights, Cold War, Women’s Lib

• JFK & MLK assassinations; equality for all

• Credit cards, TV, Fitness …the 60s & 70s

• career, healthy, wealthy, forever young

• Technology: used to do MORE work

Gen X - Traits• Persian Gulf War, AIDS, Corporate RIFs

• Divorce rate tripled; latchkey kids

• PCs, Internet, Video games, MTV

• Work life balance is key driver; autonomy

• Technology: used to have life balance

Gen Y - Traits• 9/11, Afghan/IRAQ, Columbine, Personal Terrorism

• Cell Phones, Texting, Social Networks

• Laptops, IPODs, Personal mobility w/technology

• Nurtured, protected; grown up working on teams

• Technology: fully integrated into their life


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Generational Traits – Additional Details

Senior Generation Baby Boomer Gen X Gen Y

Value hard work

Willing to work for delayedreward

Often reserved

Loyal and expect it in return Like disciplined procedures,

lines of authority

Duty, honor, country

Dedication, sacrifice

Won’t fix what isn’t broken

Excellent interpersonalskills

Conformity, blending, unity

Patient

Value hard work

Prefer instant or moredramatic results/rewards

Defined by their job

Believe team approach iscritical to success

Expect loyalty fromcoworkers

Success is largely visible(trophies, plaques, lifestyleelements)

Believe in and evaluatethemselves and othersbased on work ethic

Expressive

Independent

Work/life balance non-negotiable (do not want tobe absent parents)

Independent and self-

reliant; open comm. Team-oriented

Not intimidated by authority

Do not like to bemicromanaged

Reject the work ethic ofbaby boomers

Excel at finding cutting-edge solutions

Guard personal time

Like modern technologyand tools

Suspicious of baby boomervalues

Raised as parents’ friends

Cynical and pessimistic

Look for a person toinvest loyalty, not acompany

Expect to change jobsfrequently; easily bored

Team/goal-oriented

Believe respect must be

earned Value fairness

Technically proficient

Busy, multi-taskers

Accustomed to gettingwhat they want

Want attention

Expect quick delivery,results; Ambitious yetappear aimless

Expect rapid ascent tohigher salaries

Optimistic, charitable, act

with integrity Relate better to Baby

Boomers than Gen X

Admire values of SeniorGeneration

Search for job thatprovides personal

fulfillment

Source : Bank of America


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10 Recommendations: working w/GEN Y

1. Pair-up the Gen Yrs on projects; keep them challenged

It will still allow collaboration AND minimize the time drain on the manager

2. Pair up Gen Yrs / Baby Boomers on projects

It will enable Gen Y creativity & “new thinking” with Boomer diligence & experience

3. Start a mentoring program on your team; embrace shadow training

4. Ask … Listen … Listen … Listen … and observe the Millennials

5. View things from the Millennials’ perspective … not from your own bias

6. Teach them the “WHY” of a job .. Not just the “what”

7. Help them see the BIG Picture and how they fit in

8. Teach them business savvy: explain & illustrate the fundamentals9. Build relationships; Relationships & guidance = credibility (not titles)

10. Don’t forget the FUN!

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Documents