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Service Management Improvement Service Management Improvement Program (SMIP)Program (SMIP)

Process Improvement in ITSBProcess Improvement in ITSB

Canadian Public Sector Quality AssociationCanadian Public Sector Quality Association10 May 200710 May 2007

2

• SMIP Vision & History

• Organizing to Deliver ITSM

• Phase 1 Situation Report

• Phase 2 “Go-Forward” Plans:

– ITSM Process Optimization

– Technology / IT Optimization

• Measuring the Improvement

• Conclusions / Open Discussion

Agenda:Agenda:

3

Our Vision for Our Vision for TransformationTransformation

4

Context: Context: Our Vision for TransformationOur Vision for Transformation• SMIP is driving the transformation to a GC-wide IT Shared Services

Organization (IT-SSO) … based on the principles of Operational Excellence, Optimization, Virtualization, etc. An ITSM “miracle” should not be expected “overnight”.

• Transformation to repeatable / scaleable “factory-like” production & delivery will take time (e.g. moving from hand-built / one-off production to high quality, mass-production). Persistence is critical: SMIP is a multi-year transformation & Management of Change (MoC) program!

• The IT-SSO, like the auto industry, is be driven by: optimal service cost (“right price”), shorter design cycles; faster move to production; quicker unit production; ever increasing quality demands, etc.

5

• ITSM Initiatives need to be well defined, communicated and understood by all.• Our ITSM vision needs to be translated into operational objectives which are

measurable & considered important at the “Coal Face” - otherwise they are not!• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”)

and rapidly (“boil the ocean”?).

Is There a Clear Vision / Mission? Who Understands the Vision?

Source: Renaissance/CFO Magazine Survey

Vision Vision …… Understanding at the Understanding at the ““Coal FaceCoal Face”” is Criticalis Critical

6

Technology

People

Processes

People are the key to People are the key to our successour success

Initiatives must be aimed at Changing the Way People Work … from the many old ways … to the “new” way; & helping staff understand/cope with the changes (i.e. right-pacing).

““YouYou”” are the key to our success!are the key to our success!

Making the Transformation WorkMaking the Transformation Work…… Balancing People, Processes & TechnologyBalancing People, Processes & Technology

7

Spring 2007: We are here!

Most “tangible benefits”(ROI) are hard to touch – until MOST is done .. has our full team got the critical understanding & patience???

Good News Good News …… Persistence & Patience are Paying OffPersistence & Patience are Paying OffWe are Getting TractionWe are Getting Traction

Trough of Disillusionment

The Path to Transformation is Known & Predictable

Fall 2006 Situation

8

History:History:

How We Got HereHow We Got Here

8

9

What is SMIP?What is SMIP?

9

ITSB’s Service Management Improvement Program (SMIP):

• Implements a Service Management framework for the provision of high quality IT products / services to clients, from initial contact through service delivery & ongoing support.

• Embodies IT Service Management (ITSM) “best practices” of industry & government worldwide.

• Introduces & institutionalizes repeatable, “industrial strength”, scalable and measurable Service Management processes/tools to position the future ITSSO to deliver Shared IT Services GC Enterprise-wide.

A Comprehensive A Comprehensive Approach to ITSM is Approach to ITSM is Critical to Achieve Critical to Achieve

Full Benefits for the Full Benefits for the BusinessBusiness

10

Recall: Key Thrusts for Sustainable SMIRecall: Key Thrusts for Sustainable SMI

• Collaboration: Leverage the knowledge / experience ofother public / private sector organizations and solicit their input / views on our approach to Service Management Improvement.

• Consultation: Engage top Industry experts to acquire their expertise & advice on best strategies for:

– Implementation of ITIL / ITSM in the GC context (including ISO 20000 certification);

– IT Infrastructure Mgmt & Optimization / Evolution.

• Transformation: Focus on shifting our culture to continuous improvement, through comprehensive staff / stakeholder communications, training & support.

• Credibility: Build confidence in the minds of our staff, OGD partners & suppliers through Quick Wins, tangible Pragmatic Projects & early results.

11

SMIP Approach: SMIP Approach: Integrated Service Mgmt Model (SMM)Integrated Service Mgmt Model (SMM)

Service Management “Processes” Span all ITSB Business Functions

Security

Tact

ics

Ope

ratio

nsSt

rate

gy

Supp

liers

Strategic Processes

A/C Management Design and Development Service Planning

Operational Processes

IT Services

RelationshipManagement

Service LevelManagement

ServiceBuild & Test

ServiceDesign

IT Service Continuity andAvailability Management

FinancialMgt.

CapacityMgt.

IncidentManagement

(Service Desk)Problem

Management

ConfigurationManagement

ICT Production

ReleaseManagement

Commercial Policy Personnel & Organization Architectures Finance

RfC Dat

aB

CP

RfC

ChangeManagement

Note: there are a few other processes / frameworks outside of ITSM (e.g. SDLC, EAP, etc).

12

SMIP Approach: SMIP Approach: Integrated Service Mgmt ModelIntegrated Service Mgmt Model

SM “Disciplines” Span all ITSB / ITSSO Functions (end-to-end)

Note: on Dec 4 2005 the ISO 20000 standard was issued, replacing BS 15000.

13

SMIP Approach SMIP Approach –– 20052005

Phase I12 – 18 Months

Full (Complete) Implementation SDs• Incident Mgmt• Change Mgmt• Configuration Mgmt• Service Level Mgmt• IT Financial Mgmt• Security Mgmt• ICT Infrastructure Mgmt

Partial Implementation SDs• Problem Mgmt• Release Mgmt• Capacity Mgmt• Availability Mgmt• IT Svc Cont Mgmt• Svc Desk Function

Phase II18 - 32 Months

Aligned

Implementation of most Phase

1 SDs

Process Development

in Full

Phase III32+ Months

Optimized(Enterprise)

Continuous Improvement

Implementation of Phase 2 SDs; then


More Efficient; Common Language & Info

Optimized: Effective, Efficient & Agile Service DeliveryValue Robust, Repeatable,

Scaleable, Adaptable

Defined

Process Development

Process Development in support of Full Implementation

SDs

Phasing

14

SMIP Approach SMIP Approach -- OverviewOverview

Release

Change

Configuration

Management of Infrastructure

Changes

Problem

Service Desk

Incident

Management of Failures and

Service Requests

IT Financial

Availability

SLM

Management of Client Relations

And Service Requests

ITSM Focus Areas – Aligning with Business Functions

IT ServiceContinuity

Capacity

Stability of the Infrastructure

Security

ICTIM - TechInfrast Mgmt(Processes,

Tools)

SD Owner who will lead Focus Area

Management of Integrated IT Services

OverallITSM

Process

Supplier &Procurement

Mgmt

Client &Business

RelationshipMgmt * SM&D Strategy Executive

is the overall ITSM Process Owner for ITSB

*

15

WG Coordinators

SMIP Approach SMIP Approach –– Team StructureTeam StructureFA 1: Mgmt of Failures

& Service RequestsFA 2: Mgmt of IT

Infrastructure ChangesFA 3: Mgmt of IT

Infrastructure StabilityFA 4: Mgmt of Service

Level Objectives

Problem Mgmt

Service Desk

ReleaseMgmt

Change Mgmt

IT SCM

Capacity Mgmt

Availability Mgmt

IT FinancialMgmt

Incident Mgmt Config Mgmt Security

MgmtService

Level Mgmt

FA 4 Process

Specialist

Process Support & Coordination

ITSM Support

FA 2 Process

Specialist

FA 3 Process

Specialist

FA 1 Process

Specialist

ITSM SD Integration

IQTT / WaveLiaison

Document Mgmt

QA / QC Manager

ITSMSimulation

Process Modelers

Regional Interfaces

Quick Win Initiatives Control

ITSM Strategic

DeliverableCoordinator

Pragmatic Projects Liaison

ITSM / OptStrategic Advisors

ITSM ProjectTeam Leader

16

SMIP Approach SMIP Approach -- GovernanceGovernance

WGs include members from OGDs & ITSB /

PWGSC

SM ProgramDelivery Committee

ITSB TEC

Svc LevelMgmt WG

Quick Wins & Full Implementation Partial Implementation

Integration WG

ITSB Service Management Governance

IncidentMgmt WG

ChangeMgmt WG

ConfigMgmt WG

FinancialMgmt WG

SecurityMgmt WG

Service Desk WG

CapacityMgmt WG

ContinuityMgmt WG

ReleaseMgmt WG

ProblemMgmt WG

AvailabilityMgmt WG

Role of ITSB TEC:– Direction (Steering)– Approvals (Priorities, Funding)– Advice

Role of PDC:– Delivery / Progress Mgmt– Decisions (Arbitration)– Advice / Guidance to SD WGs– Linkage to CIOB for GC SM

strategies / policies

Role of SD WGs:– Delivery in its SD (data structures,

technologies, processes)– Advice to PDC

Chair: DG, STIMembers: CEO, COO, DGs; SMIP Program

Director attends for SMIP UpdatesSecretariat: Transition PMO

Chair: SMIP Program DirectorMembers: SD Owners, select technicalexperts, SM&D / ITSB architecture reps,senior Product Mgmt reps / advisorsSecretariat: SMIP PMO

PDC turning ITSB TEC Vision to reality

Involves more than 200 staff from different part of ITSB NCA/Regions and OGDs All WGs will meet together on a regular basis to share ideas,

harmonize efforts, and entrench an SM culture

17

SMIP Approach SMIP Approach -- 20052005

SMIP Launch

Set-up:• SMI PMO, PCO• Funding & Approval• Framework for: Program & Project Mgt, Perf Mgt, SMIP Reporting / Review Mechanisms, Procurement• SMIP Governance• Establish MoC Project

ITSM Project• ITSM Launch - set-up framework, owner, WG for all Service Disciplines (SDs)• “Full Implementation” SDs -SLM, Change, Configuration *, Incident, Financial Mgt & Security Mgt• “Partial Implementation” SDs - Problem, Release, Avail, Cap & Bus Cont Mgt, plus Service Desk Function

Urgent TISO SMIP“Positioning”Adjustments

Initi

atin

gTr

ansf

orm

atio

n

Communication

Education

Adjust (examples):• TISO Governance, Org/Roles & Accountabilities• TISO Business Intake Process• Client Relationship Model•“As is” TISO P&S Catalogue Update• TISO Financial Mgt (for SLAs) / Contract Mgt

Performance & Risk Mgt

Key

Com

pone

nts

of M

oC

Completed

Completed

(Implementation Underway)

(Phase I Target = Jan 07)

* includes Asset Management

18

SMIP Approach SMIP Approach –– 2006/07: Shifting the Focus2006/07: Shifting the Focus ……

EDUCATION

EDUCATION

COMMUNICATION

COMMUNICATION

Program Management OfficeProgram Management Office

Quick Win Initiatives A

vaila

bilit

y

StrategicDeliverables

Quick Win Initiatives IT

Fin

anci

al


Quick Win Initiatives

SLMStrategic

Deliverables


ITSC

MStrategicDeliverables


Cap

acityStrategic

Deliverables


Secu

rityStrategic

Deliverables


Rel

easeStrategic

Deliverables


Cha

ngeStrategic

Deliverables

Quick Win Initiatives C

onfig

urat

ion


ITSM Service DisciplinesITSM Service Disciplines (Process Optimization)

ITSM Project TeamITSM Project Team

Advice, Guidance, Review, Validation, Support, Integration

(e.g. Unified Console, Interim CMDB, Interim Asset Management, Integrated Service Desk, Interim BI Processes/Systems and Catalogue)


Prob

lemStrategic

Deliverables

Quick Win Initiatives Se

rvic

e D

esk



Inci

dentStrategic

Deliverables

Pragmatic / Technology Optimization Project TeamsPragmatic / Technology Optimization Project Teams

19

Organizing to Deliver Organizing to Deliver ITSMITSM

20

• Service Level Mgmt(Execution)

CEOCEO

COOCOO

PWGSC CIO

Functions

PWGSC CIO

Functions

ApplicationManagement

Services

ApplicationManagement

Services

GovernmentOf Canada

Marketplace

GovernmentOf Canada

Marketplace

BusinessPlanning &

Management

BusinessPlanning &

Management

EnterprisePartnership

Management


ManagementProduct

ManagementProduct

Management

ServiceManagement

& Delivery

NCA &Regions

ServiceManagement

& Delivery

NCA &Regions

ChiefTechnology

Officer

ChiefTechnology

Officer

ServiceQualification& Transfer

ServiceQualification& Transfer

MajorProjectsMajor

Projects

• IT Financial Mgmt

• Service Level Mgmt(Ownership)

• All Other Disciplines

• Security Mgmt

(Ownership)

- Develop and Manage - Svc Catalogue ** - SLA **- OLA

- Manage UC

- Stewardship of IT Finance - Budgeting **- IT Accounting (Cost model **)- Charging (includes pricing)

-Develop Security Policy ** -Ensure compliancy-Validation and Verification- Management reports

** : priority maturity requirements

Project Progress / Financial Oversight

Program Steering via TEC

CIOB Linkages:- IT Standards - CTO- SM Standards - SMIP

Organizational Optimization to Deliver ITSM ... in Organizational Optimization to Deliver ITSM ... in ITSBITSB““SMIP UnpluggedSMIP Unplugged””

21

• Configuration Mgmt • Security Mgmt (Management)

Delivery Executives

InfrastructureServices

Business Integration Mgmt

End UserServices Mgmt

Server SystemsManagement

AssetManagement

SecurityOperations Mgmt

Transition & Project Mgmt

DistributedComputing Svs

NetworkingServices

Enablement Services & Day-to-

Day Operations

Competency Centre Leads

Competency CentresExecutive

• Capacity Mgmt (all DEs)

AvailabilityManagement

Network Mgmt

• Problem Mgmt• Availability Mgmt• ITSCM

• Service Desk• Incident Mgmt

Service Management & Delivery (SM&D)Strategy Executive

Service Management & Delivery (SM&D)Strategy Executive

-Information protection-Threat monitoring- Intrusion detection-Vulnerability assessments - Identity and access-Investigations

• Change Mgmt

• SMIP Oversight + PMO• ITSM Process Owner

Organizing to Deliver Service Management Organizing to Deliver Service Management …… in in SM&DSM&DAligning Delivery into Competency CentresAligning Delivery into Competency Centres

• Release Mgmt

22

Organizing to Deliver Service Management Organizing to Deliver Service Management ……Optimizing Optimizing ““Enterprise InterlocksEnterprise Interlocks””

Cha

nge

Man

agem

ent

Bus

ines

s

Impa

ct A

sses

sors

Tech

nica

l Ass

esso

rsB

usin

ess

Ass

esso

rsFi

nanc

ial A

sses

sors

TIA

BIA

FIA

SE1

GS1

5.04.05.01Gather

TechnicalInformation

5.04.05.02GatherInitiator

Information

5.04.05.03Gather

FinancialInformation

5.04.05.07Review

TIA

GJ1 XE1

GD2

TIA Completed

Incomplete

5.04.05.05Produce BusinessImpact

Assessment

5.04.05.08Review

BIA

GD4

BIA Completed

Incomplete

5.04.05.06Produce Financial Impact

Assessment

5.04.05.09Review

FIA

GD6

FIA Completed

Incomplete

EmergencyIA

Financial Assessors determinefinancial impact includingcapital and cost of resources

Technical Assessors determine impact on the IT infrastructure and participate in resource assessment

Business Assessors determineimpact on the client's operations

Emergency Assessors perform anabbreviated Business, Financial (capital& resource) and Technical Assessments

GD1

Done

GD3

Done

GD5

Done

More Info Req'd

More Info Req'd

More Info Req'd

OR

CMDBInfo

CMDBInfo

CMDBInfo

Resource &FinancialInformation

InitiatorFeedback

ConsultSLM, etc.

5.04.05.04Produce Technical

Impact Assessment

5.04.05 – Perform Impact Assessments

Cha

nge

Mgm

t.

An Organization provides to the Process Owner the resourcesrequired for executing activities within their process.

CEO

Administrative Assistant

CTOCOOService

Management & Delivery

Application Mgmt. Services

Business Planning & Mgmt. Services

Government of Canada

Marketplace

PWGSC CIO Functions

Enterprise Partnership Mgmt. Major Projects Product Mgmt.

Service Qualification &

Transfer

Service Level Mgmt.

Competency Centre Leads Delivery Executives

People Process

Technology

IT ServiceManagement

A Process Owner is Accountable for the overall quality and executionof their Process to meet stated Business Objectives of an Organization.

Shared Services Organization

23

Established Established ““Guiding PrinciplesGuiding Principles”” to Navigate the Changeto Navigate the Change:

• Leverage GC/TBS & PWGSC Management of Change (MoC) Frameworks & Tools

• Utilize Industry / proven “best practices” – validate our MoC Strategies with Industry / MoC experts

• Share our MoC Strategies & Action Plans with everyone:– Remain receptive to suggestions for improvement

• Communicate (& listen) continuously:– Pass messages (on why, what, and how) from level to level, with

responsibility shared / assumed by all

• Engage our managers as our primary “Change Leaders”• Refine / adjust our “Navigating Change” Strategy & direction as we

go .. Change is a journey !!

Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the ChangePeople & Managing the Change

24

Implemented Mechanisms/Events for Engagement of StaffImplemented Mechanisms/Events for Engagement of Staff::

• Established a Navigating Change National Network (NCNN)– Staff engagement/communication & bottom-up advice to Management

• Set Up a Navigating Change Website & Email Box (monitored daily) • Monthly DG Café Sessions & DG Confidential Email Box• Semi-Annual All Staff Meetings – Quarterly Extended Mgmt Meetings • Lunch & Learns – on MoC techniques, SMIP Projects & “Quick Wins”• Navigating Change “Toolbox” for use by MoC leaders / staff• Lending Library of MoC & Navigating Change Info / Tools• Executing scheduled Navigating Change Health Checks / Surveys• Leadership / Change training for Directors, Managers &

Supervisors - to help them fulfill their change leader roles• MoC KPIs & Monitoring Framework

– “measurable, meaningful & real” KPIs, i.e. Staff Satisfaction, Staff Retention/Growth, Training Investment/Results, Success Recognition & others to be identified, based on the advice of NCNN

• Incorporating Navigating Change / MoC goals in Managers’ Performance Agreements

Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)

25

Other Ongoing MoC Activities:• Provide continuous engagement initiatives / collateral, including:

– SMIP Engagement bulletins, briefings and presentation materials– Frequently Asked Questions (FAQs), Program Overview sheets– Communiqués on accomplishments, activity/strategy changes or issues

relevant to SMIP

• SMIP Monthly Accomplishments Reports which provide regular summary / progress report of SMIP accomplishments and outcomes

• Maintain staff awareness of SMIP initiatives via “Engagement Events”, including SMIP Outreaches (Regional, NCA), All Staff meetings, Lunch and Learns, 101-Education Sessions, etc.

• Continue promoting updates to the SMIP website• Service Discipline Artifacts: Provide a toolkit / knowledge base for all

SMIP artifacts (processes, templates, lessons learned, tools and best practice experiences)

• Execute Regional Action Plans resulting from SMIP 06/07 Outreaches

Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)

26

Situation Report:Situation Report:

SMIP Phase 1SMIP Phase 1

27

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……AccomplishmentsAccomplishments

INTEGRATIONINTEGRATION

Jul 05

Jun 05 Aug 05

Sep 05

Nov 05

Jan 06

Feb 06

Mar 06

Apr 06

May 06

Summer 06

Jul 06

Program Launch

Activities

SMIP Team “Boot Camp”

Training “Check Point”Binders

Published

Extensive ITIL

Foundation Training

Start of Phase 1

(SDO Kit)SMIP Team

Process Training SD Pilot Planning

Completed

SD Technical Requirements

Identified

SD Training Requirements

Identified

Initiate SD Simulation

End of Phase 1

“Quick-Wins”Implementation

Starts

SQT / Wave 1 SMIP Master Project & PCO

in place

Wave 1 Engagement Begins – Projects & SD Collaborations

SD Communication Requirements

Identified

Dec 05

List of next “Quick Win”

improvements

Mar 07

Begin distributionof SD Ownership

Across ITSB

PRAGMATIC PROJECTSPRAGMATIC PROJECTS

Fall 06

WIO Creation

Completed

Completed

Mar 30 / 0

7

Mar 30 / 0

7

28

Phase I12 – 18 Months

Full (Complete) Implementation SDs• Incident Mgmt• Change Mgmt• Configuration Mgmt• Service Level Mgmt• IT Financial Mgmt• Security Mgmt• ICT Infrastructure Mgmt

Partial Implementation SDs• Problem Mgmt• Release Mgmt• Capacity Mgmt• Availability Mgmt• IT Svc Cont Mgmt• Svc Desk Function

Phase II18 - 32 Months

Aligned

Implementation of most Phase

1 SDs

Process Development

in Full

Phase III32+ Months

Optimized(Enterprise)


Implementation of Phase 2 SDs; then


More Efficient; Common Language & Info

Optimized: Effective, Efficient & Agile Service DeliveryValue Robust, Repeatable,

Scaleable, Adaptable

Phasing

(March ’07 status shown)

Defined

Process Development

Process Development in support of Full Implementation

SDs

Completed

Completed

30 MAR

30 MAR’’0707

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Accomplishments Accomplishments (Cont(Cont’’d)d)

29

Security

Tact

ics

Ope

ratio

nsSt

rate

gy

Supp

liers

Strategic Processes

A/C Management Design and Development Service Planning

Operational Processes

IT Services

RelationshipManagement

Service LevelManagement

ServiceBuild & Test

ServiceDesign

IT Service Continuity andAvailability Management

FinancialMgt.

CapacityMgt.

IncidentManagement

(Service Desk)Problem

Management

ConfigurationManagement

ICT Production

ReleaseManagement

Commercial Policy Personnel & Organization Architectures Finance

RfC Dat

aB

CP

RfC

ChangeManagement

Full Implementation SD

Partial Implementation SD

Specific Initiative

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Accomplishments Accomplishments (Cont(Cont’’d)d)

30

IT-SSO Organization Model

PW GSCCIO

Functions

Project Delivery Office

ChiefTechnology

Officer

ServiceTransform ation

Initiative

Technology Transition

PW GSC Deputy M inister

PW GSC M inister

Business Planning &

Managem entServices

CEOCOO

Governm entof Canada

Marketplace

ProductManagem ent

Products

PRODUCTS

LifecycleManagem ent

ProductManagem ent

Products

PRODUCTS


PRODUCTS


ServiceManagem ent

& Delivery

Delivery

DELIVERY

OperationalExcellence

ServiceManagem ent

& Delivery

Delivery

DELIVERY


DELIVERY



Managem ent

Stakeholders

Needsand Care

CLIENTS


Managem ent

Stakeholders

Needsand Care

CLIENTS

Needsand Care

CLIENTS

PW GSCApplication

M anagem entServices

Enterprise Technology

Technology

Organization Model

Business Management Model

(BMM)

Service Management Model

(SMM)

IT S

har

e d S

ervi

ces

Client Department &

AgenciesClient

Department & AgenciesClient

Department & AgenciesClient

Department & Agencies

Client

Relationsh

ip

Mgmt Model

/ SDI

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our ITRelating to Our IT--SSO Business ModelSSO Business Model

31

SRD

Service Specification

Document (SSD & Cost) Solution & Cost (SSD)

Signed Agreement

(SLA) Allocate $$

DEs

SR (with completed SRD)

DEs

CCs

DEs

Signed Agreement & $

ServiceRequests

Solution

Agreement

Product Manger Weekly List/Report of Priorities

Review Priorities(Info only; but DEs can requestclarification or to stop work)Option: Discuss at Weekly DE Meeting

ConsultedCCs

1 1

2

Inform

Design Solution and CostIssue SSD (May consult CRM/PM for clarification)Future: Develop SM&D section of the ITSB Exit Plan

BIM

1

Start

Start

Stop

1

2

2

BIM

Enter Project(s) in PCS (all)Assume Leadership for implementation

(via Service Delivery Manager - SDM & Technical Coordinator - TC)

Work with CCs to Implement Solution (May include TPM for large projects)

Coordinate Post-Implementation Review (PIR)Execute formal Sign-off of Implementation

Implement

2

Stop

Plan

Implem

ent

Workload Integration Office SM&D

Define ScopeValidate SRD (e.g. Catalogue)Future: Review / Update RFC

Set PriceDraft SLAFuture: Develop ITSB Exit Plan

CRM

WIO

1

New: Notice sent to WIO via BITS; WIO then assigns to appropriate Solution Design GroupValidate (Verify that it is SR Work)Review for completeness (against Checklist)Prioritize

WIO

1

Review

WIO

2

Review & Validate Agreement& Availability of Funds

WIO

2

CRM Sign-off Template

Notification to execute and support

Notification to Begin (SDM)

Future:Close RFC

Create ARTS RFC Code

Create ARTS SLA Code

RFC

Future: RFC

1

WIO

Reject

Stop

1

To Client for Sign-off

Back from Client

Triage

To CRM for Client signature

To Product Manager (Scoping Issues) / CRM (Requirements Definition Issues)

for Revision

Obtain Client Sign-Off / Acceptance

CRM

Client Signed-off

CCs

3 S

upport

Sign-off Template (signed)

Notify BPMS Sector to Create Financial Structure

+ Release Funding

No

Yes

Funds committed?

SLA

PAUSED;Notify CRM

Legend:SR - Service Request ; sub-components:

SRD - Service Requirement DocumentSSD - Service Specification Document

BITS - Business Intake Tracking System (formally known as BPMS)

PCS - Project Control SystemRFC - Request for Change

CC Execution

Notification (Stop Clock)

GOAL: WIO Transition to TPM by July 1st, 2007

CRM

BIRB (optional)

Create SRDFuture: Raise RFC

SM&D / WIO Rules:No Solution Development without proper

Service requirements definition via SRDLarge Scale Solution Designs will require

up front funds (credited in the SLA)No Implementation without a signed

agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are

recorded in PCSNo operation/execution (support) without

Client Sign-off / Acceptance

Amendments and Renewals (A&R)Simple Service Requests not requiring SM&D analysis/assistance wil l be reviewed by WIO to confirm CapacityOther A&R Service Requests will follow this process, recognizing the need for quick turnaround

A

B

C

D

E

F

Product Manger

DATEREVISIONVERSION1 0 JAN 29 '07

DRAWN BY

TITLE

Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)

Service Management Strategy Executive

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & TodayRelating to Our SMM & Today’’s Service Requestss Service Requests

32

EPM

PMS

SRD

Service Specification Document (SSD & Cost)

Signed Agreement

(SLA)

Agreement

Plan

Implem

ent

SM&DDefine ScopeValidate SRD (e.g. Catalogue)Future: Review / Update RFC

Set PriceCreate Draft SLAFuture: Develop ITSB Exit Plan for SLA

CRMSign-off Template

RFC

To Client forAcceptance & Sign-off

Review & Finalize SLAObtain ITSB & Client Signatures

CRM

Client Accepted/Signed-off

Support

Sign-off Template (signed)

Notify BPMS Sector to Create Financial Structure

+ Release Funding

SLA

Legend:SR - Service Request ; sub-components:

SRD - Service Requirement DocumentSSD - Service Specification Document

BITS - Business Intake Tracking System (formally known as BPMS)

PCS - Project Control SystemRFC - Request for Change

CRM

Create SRDFuture: Raise RFC

1

Serv ice Request

Client

SignedAgreement

Triage

BIRB

SRD

ProductManager

ProductManager

CRM

Client

CRM

Back from Client Signed SLA

Client

Sign-off Template

Solution

Support

SM&D Rules:No Solution Development without proper

Service requirements definition via SRDLarge Scale Solution Designs will require upfront funds (credited in the SLA)No Implementation without a signed

agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are

recorded in PCSNo operation/execution (support) without

Client Sign-off / Acceptance

Future: RFCA

B

C

D

E

F

Clarify Requirements Definition Issues

BIRB?

No

Yes

Depending on BIRB's Business Rules

Clarify Scope RejectReturn or Reject

Return or Reject

Once SLA is created, minimal negotiation and reviews will occur across EPM, PMS and SM&D

DATEREVISIONVERSION

1 0 JAN 29 '07

DRAW N BY

TITLE

Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)

Service Management Strategy Executive

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & Service Requests Relating to Our SMM & Service Requests (Cont(Cont’’d)d)

33

On-track - minor slippages only (Kudos!)Leadership for ITSM Service Disciplines completed in Phase 1(e.g. Change, Incident, Configuration, SLM, Service Desk, etc.) are now being transitioned to ITSB / SM&D organizations for “implementation”; governance / oversight of progress & alignment will be monitored by SMIP PMO throughout Phase 1 Implementation Phase & ongoing continuous improvement)

• Working closely with IT-SSO BMM teams / tracks to ensure best practices / end-to-end process models, tools & governance developed through SMIP are leveraged / put into practice across the future IT-SSO (incl. WIO Flows)

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress SummaryProgress Summary

33

34

• Established CAB / Change Advisory Board (Change Mgmt)• Created Emergency Change Process & CAB (Change Mgmt)• Developed FSC / Forward Schedule of Change (Change Mgmt)• Developed Preliminary Change Mgmt Policy (Change Mgmt)• Created RFC / Request for Change Form (Change Mgmt)• Created Formal Release Mgmt Policy (Release Mgmt) • Developed Preliminary Sign-off Procedures (Release Mgmt) • Piloting the Technical Overview Document (TOD) to SM&D (Release

Mgmt)• Developed Critical Incident Review (CIR) Process (Incident Mgmt)• Implemented Mgmt Escalation Policy & Process (Incident Mgmt)• Launched ITSB Service Desk Forum (Service Desk)• Created and implemented Daily Satisfaction Survey (IM/SD)• Developed and Initiated Service Excellence Program in collaboration

with MoC (IM/SD)• Developed and implemented an Incident Priority Matrix (IM/SD)

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick WinsQuick Wins

35

• Implemented a standard Service Level Requirement Template for “On Profile” services for Wave 1 POs (SLM)

• Implemented a standard SLA Template (SLM)• Integrated Secure Channel mgmt within SM&D (IT Financial Mgmt)• Automated JV Process (IT Financial Mgmt) • Developed Corporate Capacity Plan (Capacity Mgmt) • Service Disruption Review (SDR) (Availability Mgmt)• Reviewed Optimize Maintenance Windows and created Findings Report

(Availability Mgmt)• Completed MTTR Review and produced Findings Report (Availability

Mgmt)• Established mechanism to identify Mean Time To Repair components

(Availability Mgmt)

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick Wins Quick Wins (Cont(Cont’’d)d)

36

• Created Business Impact Analysis (BIA) Template (ITSCM)• Developed Criteria to identify Security-Related Incidents (Security

Mgmt)• Implemented an Interim Known Error DB Repository (Get-Answer)

& Creation of Known Error Record Template (Problem Mgmt)• Completed the Pilot of Proactive Problem Management within

SM&D; training sessions provided to employees (Problem Mgmt)

Quick Win identification and implementation will continue,in the name of Continuous Service Improvement

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick Wins Quick Wins (Cont(Cont’’d)d)

37

• Using our own people in senior / leadership roles, and recruiting from within the GC

• Getting our people ready for their new roles through education (451 ITIL Foundations, 125 Practitioners, 8 Masters)

• Taking SMIP caused culture “change” seriously – establishing our “Navigating Change” network / tools

• Running SMIP as a comprehensive program using strong project management disciplines

• Holding SMIP HQ / Regional Staff Workshops (great interactive exchange of information, team building exercise)

• Establishing mechanisms for integration (IWG, Focus Areas, WG Coordinators, etc.)

– Excellent collaboration between teams / workgroups

• Establishing comprehensive process modeling standards/methodology, common notation (BPMN) & toolset (iGrafx); providing related training “bootcamps” on iGrafx tools & BPMN notation for 12 all Work Groups, ITSM process specialists, etc.

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““HitsHits””

38

• Performed Process Cycle Time Simulation of 6 Service Disciplines(Incident, Change, Problem, Configuration, SLM, IT Financial Mgmt), & QA on all SD Process Models

• Established ourselves as industry leaders in Process Modelling /Simulation, and provided formal / informal briefings and expert advice to government departments & private sector groups

• Securing funding from the GC Treasury Board• Launching the SMIP Pragmatic Projects and Quick Wins • Improving the Service Management & Delivery organization along ITSM best practices (Concept of Org & Functional Org Mapping)

– Also, helping other sectors in ITSB align / improve (Product Mgmt, CTO)• Using formal Working Groups to lead in SD development

– Excellent / skilled workgroups, with strong team members– Good regional representation / participation

• Getting a head-start & progressing rapidly on some Phase 2 SDs (e.g. Problem Mgmt)

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““HitsHits”” (Cont(Cont’’d)d)

39

• Challenges inherent in communicating “everything to everyone”; an expected “miss” given the wide and varied audience, dynamic & challenging content and PWGSC corporate comms - mitigation: continuing aggressive Engagement Program

• Maintaining the momentum on educating our people and our new partners; our training Institute shut down leaving us without a vehicle - mitigation: establishing alternate sourcing arrangements

• “Landing” some SDs in ITSB (e.g. IT Financial Mgmt) - mitigation: increasing focused alignment efforts by ITSM Core Team on urgentpriorities, e.g. to IT-SSO Business Mgmt Model / Mgmt Framework (BMM / MF) efforts

• Limited focus on ITSM “automation” via ITSM tools; need to standardize / rationalize / integrate all ITSM tools - mitigation: proceeding rapidly towards ITSM Tool RFP in collaboration with Availability Mgmt CC & IT-SSO CTO

• SME availability due to other priorities / workload (e.g. “lights on”operational responsibilities) - mitigation: SMIP Program will continue to provide “backfill” funding where needed

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““MissesMisses””

40

• Phase 1 Service Disciplines are moving into “implementation”– Go forward implementation framework defined (e.g. R&R, OLA Model,

Services to be provided by SMIP Team)• Achieved important progress in other Phase 1 and 2 SDs• Established ourselves as a leading / visionary ITSM program

– Recognition from across GC, other governments, and industry• Proved ourselves to Federal Government Treasury Board (TB), i.e. our successful funding submission

• Shown we are serious about improvements in tools / technology• Secured CEO approval for our IT Optimization Program• Leveraged our Phase 1 “hits” and learned from our “misses” as we started into Phase 2

• Reached agreement to tightly integrate BMM / MF efforts with SMIP process modeling efforts to ensure a comprehensive IT-SSO business model

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Summing Up Process Improvement WorkSumming Up Process Improvement Work

41

Q3 Q4 Q1 Q2ITSM Phase 1 Deliverables (Binders)

Phase 1 LL

QC Phase 1 ITSM Deliverables

ITSM Phase 1 QWs Implementation

Pre-Phase 2 Gap AnalysisPre-Phase 2 SWOT Analysis

Pre-Phase 2 Assessment

Phase 2 ITSM Project Plan

Reboot 2Activate SMIP artefact

RepositoryProvide Training on QWs

SMIP Electronic Binder

Implement SMIP Phase 1 outcomes for Wave PO transition

Develop ITSM FrameworkPrepare Phase 2 SD Project Plan

High-level Procedures for QWs

Identify Critical QWs forPhase 2

Document Work Instructions for QWs

Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes

Align with SM&D/ITSBFin Mgmt Practices, ITSB BMM

Phase 1 Development

Phase 1 Implementation

Phase 2 Preparation

SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Activity to CompleteActivity to Complete

42

Phase 2 GoPhase 2 Go--Forward Plan Forward Plan (Process & Technology Optimization)(Process & Technology Optimization)

43

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM Action PlanForward ITSM Action Plan

• Implement SMIP Phase 1 deliverables for Incident, Change, Configuration, Service Desk, and SLM through the transfer of responsibility to SD Owners via a signed agreement (e.g. SMIP Agreement/OLA) … “SMIP Unplugged”

• Fully develop Phase 2 Service Disciplines, and complete development of IT Financial & Security Management SDs

• Align / integrate Phase 2 Process Development outputs to accord with existing Phase 1 Processes

• Continue aligning SMIP SMM, BMM / MF, aimed at institutionalizing specific end-to-end processes across the IT-SSO (e.g. Service Request / RFC Handling, CAB roles, “Call to Cash”, etc.)

• Continue the implementation of previously identified (Phase 1) & new (Phase 2) Quick Wins & Pragmatic Projects

• Continue aligning / integrating with SMIP IT Optimization Program (e.g. ITSM process requirements to feed Tool strategies / requirements); support realization of projected savings / benefits as driven by process improvements

44

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM Action Plan Forward ITSM Action Plan (Cont(Cont’’d)d)

• Energize & re-focus Integration Working Group (IWG) across the IT-SSO

• Complete integrating the GC Secure Channel “Service Lifecycle Mgmt Framework” (SLMF) within SMIP Process Framework

• Continue development of processes and implementation of tools required for MITS (“Mgmt of IT Security”) policy compliancy

• Develop & issue ITSM Toolset RFI / RFP, aligned to SMIP processes, in collaboration with CTO; a critical success factor for SMIP’s plan to fully embed / automate ITSM

• Start planning for ISO 20000 certification (will be initially targeted for specific ITSM SDs, IT Shared Services, etc.)

• Issue SMIP Professional Services RFP (covering ITSM, Project Management, supporting technology, etc.) to manage rising per diem rates & skills shortages

45

Q4Q1 Q2 Q3Build Action

Plan forPhase 1 LL

Plan SC SLMF/SMIP Integration

Execute SC SLMC/SMIP Integration

Implement SMIP Phase 1 outcomes for Wave PO transition

Update SDs Integration points

Prepare Phase 2 SD Proj Mgmt Plan

Adjust ITSM Governance Models within ITSB

Redefine & Implement the ITSM Training Plan

Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes

Identify, Develop & Implement Strategic Deliverables

Phase 1 Implementation

Phase 2 Development

Final Detailed report (SWOT,

GAP and Assessment

Reboot Result Report

Develop ITSM Framework

Continue to Identify, Develop and Implement Quick Wins

Identify new Pragmatic Projects

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM ScheduleForward ITSM Schedule

46

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……Realigned ITSM Team OrganizationRealigned ITSM Team Organization

ITSM Consultant PoolITSM Consultant Pool

ITSMITSM

ITSM Integration

ITSM Integration

ITSM Verification and Audit

ITSM Verification and Audit

ITSM Control Office

ITSM Control Office

47

• Optimize ITSB’s current & future IT Infrastructure investments in the context of being the GC ITSSO, & in a way which supports SMIP’s Process Optimizations

• Reduce the complexity & cost of IT Infrastructure Management now & for the near future, driven by Dec ’06 TB Submission “Savings Commitments” & “Loan Repayment” provisions (see Figure below)

• Free funding for re-investment in key IT Optimization / Service Management initiatives over the next 5 years (to drive out further efficiencies)

• Position ITSB to transition to a Utility Computing environment that can take on new workload & provide a more robust, more highly available infrastructure that is flexible, self healing, & more easily managed

• Generate returns of $18 Million/annum by Year 5 of the IT Optimization Program

Time (in Years)

“ITSB must rapidly put its plan into action …”

TB Sub Annual “Savings Commitments”

TB Sub Annual “Loan Repayment”$3.5 M

$18 M

$7.6 M

$3.5 M

FY 07/08

$ 18

M$ 0

M

FY 10/11

$16M Total Repayment

$46M Total Savings

TB Sub StatedBusiness Growth

5%

10% 10%

15%

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Project OverviewIT Optimization Project Overview

48

The vision for IT Optimization is to increase Service Levels & reduce operational costs through an optimized Utility Computing Model:

• “Consolidated / Simplified”: A consolidated, logical view which provides easy access to all available resources through “Virtualization”

• “Capacity On Demand”: Vertically & horizontally scalable systems that have the flexibility to grow quickly & easily when required

• “Always On”: A robust environment achieved by implementing highly available configurations with fault tolerant components where required

• “Services-Oriented”: Resources pooled based on functional capabilities & deployed utilizing Orchestration & Provisioning tools / techniques

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Project Overview IT Optimization Project Overview (Cont(Cont’’d)d)

One workload per serverMany physical constraintsDisparate management toolsMultiple Data Centres

PhysicalConsolidationComplex Logical

ConsolidationImproved resource flexibilityDisparate management toolsFewer servers & licencesConsolidated Data Centers

Virtualization of all resources(including Data Centers)Maximum resource flexibilityUnified mgmt & automation

38 cost-saving opportunities were identified during initial triage, ranging from Quick Wins (2-3 months implementation), Pragmatics (9-12 months), to Strategic (future / multi-year) – covers “Managed Services”to Consolidation / Simplification initiatives. First set of “Immediate” Cost Saving Opportunities completed.

49

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Vision IT Optimization Vision –– How it all Fits TogetherHow it all Fits Together

Leverage GridTechnologies

Scale via resource virtualization

Autonomic managementCreate substantial new value

Optimize IndividualData Centres

Scale via consolidationsCommon processesStandardizationReduce cost, streamline operationsResource utilization – national matrix

”Always On” infrastructureResources “On Demand” (people, process &

technology)Commoditized componentsReconfigure value of IT Services (position for Services-

based delivery)

Skills leverage (Talent Mgmt)Reduce costs

Next

FutureImplement Utility

Computing

ConsolidateDelivery Centers

Now

• System monitoring across the entire IT environment

• Availability, Security & Optimization

• Provisioning & Policy-based orchestration

• Business Service Mgmt –

Service Levels to Business Objectives

• Resource Virtualization

Prod

uctiv

ity /

Bus

ines

s Va

lue

Note: Special focus required for Human Capacity (Talent) Mgmt

50

• Enterprise Systems Management– Building a Unified Master Console to produce and monitor

consolidated operations, intervene on error conditions and enable the “attachment” of new clients

• Interim CMDB– Implementing a comprehensive database for all IT Services,

components of the IT infrastructure, their interrelationships and processes used to manage them

• Interim Asset Mgt– Accurate / up-to-date detail on all managed IT components to

ensure appropriate financial / accountability management and to enable change management processes via the CMDB

• Integrated Service Desk– Enabling implementation of a truly single point of contact for

users request or handling of failures across ITSB, then evolvingto handle the GC Enterprise Service Desk

• Infrastructure Optimization– Identifying key areas of infrastructure to optimize, refresh to

simplify the operating environment and increase capacity (first / highest return focus areas Internet City, OA/Mail Servers, etc.)

SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Pragmatic Project OverviewsIT Optimization Pragmatic Project Overviews

51

How We Are Measuring the Improvement (Phases 1 & 2)How We Are Measuring the Improvement (Phases 1 & 2)““OutcomesOutcomes”” Not Not ““ProcessesProcesses””

Enterprise Performance• Business Growth (Overall; also by Each Major Service Line)• Cost of Operations (Overall; also by Operations & Engineering Views)Client Relationship / Experience• Average Score in Client Satisfaction Survey (good to satisfied returning customers)• Service Desk User (Daily) Satisfaction Survey Sample High Profile “User Cost”• % of Clients With SLAs in Place• Business Request Processing TimeInfrastructure Stability• % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets) • Number of Incidents (Business Impact 1s); also % “handled” within target resolution time• % of “Failed” Changes (Overall; by Service Line)• % of Security Incidents (Overall; by Service Line); % “handled” within target resolution timeFuture Priority KPIs• % of Items Sold that are in the Service Catalogue (by Dollar Value) Target • % of “Assets” (CIs) in the CMDB (under Change Control); also CIs in CMDB.• Employee Experience: Satisfaction Surveys; employees in “Classified” Positions, etc.

52

Conclusions Conclusions ……Lessons Learned To DateLessons Learned To Date

• SMIP / ITSM is not just a “techie” project – it impacts all areas of the business / enterprise

• ITSM Programs must be carried out holistically to be successful - i.e. include People, Process & Technology improvements / optimization

• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”) and rapidly (“boil the ocean”?)

– Optimization is a “full contact sport” !• Use Governance to set “where to draw the line”• “Value” must be demonstrated continuously:

– to investors / partners (i.e. clear SLAs, transparent pricing and service delivery that is consistent, reliable & repeatable);

– to staff to fully engage them / harness their passion• Real results (efficiency-driven savings, quick/pragmatic improvements)

must be delivered as early as possible – to prove value and demonstrate credibility

• #1 challenge is balancing “Keeping the lights on” while “transforming”• Do not underestimate the “cultural” impact & pay attention to your

People during to the transformation ... because they are the ones who will drive / embed it!

53

Conclusions Conclusions ……People are the Heart of Our TransformationPeople are the Heart of Our Transformation

SMIP Atlantic Outreach – June 2006

SMIP Pacific Outreach – September 2006

SMIP Quebec Outreach– October 2006

SMIP Ontario Outreach – February 2007

54

Open Discussion Open Discussion ……

For more information on SMIP, send an e-mail to:

[email protected]

[email protected]

People: People: The Heart of The Heart of

Our TransformationOur Transformation

54

55

Recall: ITIL 101 (Synopsis)Recall: ITIL 101 (Synopsis)

IT Service Delivery

(Medium to long-term

planning and improvement of IT service provision)

IT Service Support

(Day-to-day operation and support of IT

services)

Clie

nt R

elat

ions

and

Ser

vice

Pla

nnin

g B

est P

ract

ice

Op e

ratio

nal B

est

Pra c

tice

Availability MgmtPredicting

Service Behaviour

(Optimizing the current structure, planning to meet future customer

service availability requirements)

Capacity MgmtPreparing for the

Future (Healthy growth,

customer confidence, meet new business

needs, understand the infrastructure behaviour)

Continuity MgmtManage the Unthinkable

(Part of business continuity risk

management – plan, reduce impact, survive)

Financial MgmtManage the Cost

(Cost effective stewardship, allocation and

apportionment of service costs,

optimum VFM, good ROI, financial metrics)

Incident ManagementManage Service

Failure(Return service asap -

Lifecycle responsibility for failures, empowered,

prepared and consistent)

Problem ManagementDetect and Remove Causes of Failure

(Remove repetitive incidents from the infrastructure, prevent

incidents occurring

Change ManagementManage Service Improvements

(Ensures changes are fast, easy, consistent and authorized – manage risks)

Release ManagementMaintain Service

Integrity(Software & hardware

control and distribution –service legality & integrity)

Configuration ManagementManage infrastructure component (Configuration Item) information

What are the service components and how are they joined together? Infrastructure quality metrics)

Secu

rity M

anag

emen

tMa

nage

conf

iden

tialit

y, in

tegr

ity, a

vaila

bilit

y

Int e

grat

ed S

e rvi

ce D

esk

and

ITSM

Too

l-set

ICT

Infra

stru

ctur

e Man

agem

ent

Mana

ge In

form

atio

n an

d Co

mm

unica

tions

Tec

hnol

ogy o

pera

tions

Service Level ManagementManage the Services

(Defining, negotiating, agreeing, measuring and reporting on services, catalogues, service levels, operational support activities & relationships, service metrics)

Business Processes(Business Objectives, KPIs)

• A set of books?• Cumulative experience• A process “framework”• Documenting “best practices”• Common language• Not a methodology• Not prescriptive• Aim is consistency• Involves all areas of IT management

Plus …

‘Software Asset Management’

‘The Business Perspective’

Various other Pocket Guides and Dictionaries

Recall: ITIL Recall: ITIL -- Foundation of ITSMFoundation of ITSM

56

57

Recall: ITSM is Based on Continuous ImprovementRecall: ITSM is Based on Continuous Improvement

SMIP is embedding a Continuous

Improvement culture via this

model

58

Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Monthsfor Next 12 Months

Key Performance Indicators Target for Next 12 Months Enterprise Performance Business Growth (Overall; also by Each Major Service Line).

+ 15% (now at 18%+)

Cost of Operations (Overall; also by Operations & Engineering Views).

- 10% (realizing 3% now)

Client Relationship / Experience Average Score in Client Satisfaction Survey. + 25% in Fully Satisfied CustomersService Desk User (Daily) Satisfaction Survey. + 15% in Fully Satisfied Users Sample High Profile “User Cost.” - 10% Desktop TCO / User% of Clients With SLAs in Place. + 90%

- 10% in Non-Standard / Custom SLA Terms

Business Request Processing Time. Low Complexity / Single Service = 5 days(95% of the time); Medium Complexity / Single to Many Services = 15 days (95% of the time); High Complexity / Multi-Service Solution = 40 days (90% of the time); Client acknowledgement of BR at entry point / assignment to ITSB OPI within 24 hours (98% of the time).

100 % Compliance: Standard Pricing Policy

59

Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Months for Next 12 Months (Cont’d)

Key Performance Indicators Target for Next 12 Months Infrastructure Stability % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets).

- 8%

# of Incidents (Business Impact 1s). - 5%% of Business Impact 1 Incidents "handled" within target resolution time.

95%

% of “Failed” Changes (Overall; by Service Line). -15%# of Urgent Changes. -30%# of Emergency Releases. -30%% of Releases with assigned RFCs. 99%# of Security Incidents (Overall; by Service Line). -15%% of Security Incidents “handled” within target resolution time.

95%

Future (2006 / 07) Priority KPIs % of Items Sold that are in the Service Catalogue (by Dollar Value).

70%

% of “Assets” (CIs) in the CMDB (under Change Control).

+35% of RFCs controlled through the CMDB

Employee Experience: Satisfaction Surveys. + 10% in “Fully Satisfied” Employees+ 25% in “Satisfied” Employees

60

SMIP Dashboard SMIP Dashboard

Business Excellence / Enterprise Performance

Cost of Operations(Abase)

Responsible: DG, SM&D

Data Source: ABBA

Business Growth

Responsible: DG, EPM (supported by DG, BPMS)

Data Pending from

Data Pending from

DGs EPM & BPMS

DGs EPM & BPMS

Data Source no

Data Source no

longer available

longer available

as of December

as of December ‘‘0606

61

Business Request Processing Time / Complexity

Responsible: DG, PMS

Service Desk “Daily” User Satisfaction Survey


Service Excellence / Client Experience

SMIP DashboardSMIP Dashboard (Cont’d)

% of Clients with SLAs in Place

Responsible: DG, EPM(supported by DG, PMS)

% of Products & Services Sold that are in the Service

Catalogue

Responsible: DG, PMS

Average Score in Client Satisfaction Survey

Client Survey “On Hold”(at Aug 23 ‘06)

Responsible: DG, EPM (supported by DG, SM&D)

No Data No Data Available yet

Available yet


Available yet

92 94 96 98 100%

Courtesty

Knowledge

Timeliness

Overall


Available yet

020406080

100120140160180

Feb-0

6Mar-

06Apr-

06May

-06Ju

n-06

Jul-0

6Aug

-06Sep

-06Oct-

06Nov

-06Dec

-06Ja

n-07

Feb-0

7

020406080100120140160180

Low Complexity High Comlexity

62


Operational Excellence / Infrastructure Stability

Responsible: DG, SM&D DG, PMS

% of Releases with Approved RFCs


Available yet

% Business Impact 1 Incidents "handled" within Target Resolution Time


Limited Data

Limited Data AvailableAvailable(e.g. Office)(e.g. Office)

% of “IT Assets” (CIs) in the CMDB

CMDB population continues

SM&DSM&DData Pending

Data Pending



Non Standard Infoman Changes


Standard Infoman Changes

63


Operational Excellence / Infrastructure Stability (cont’d)ISD Incident Resolution Rate


ISD Total Calls Answered


ISD Call Abandoned Rate


% of Security Incidents “handled” within Target Resolution Time

Responsible: DG, SM&D & DG, PMS

Note: Need SLAs & related Targets in place

first

# of Security Incidents



Available yet

# of Incidents (Bus. Impact 1s)


1397

13170

225 668

9106

6113595

5236

0

2000

4000

6000

8000

10000

12000

14000

HDWSFWENVNETAPLSTOINFSEC

Total = 34008

(Jan 1 – Jun 30 2006)

ISD all SDs except Shediac & HC

64

SMIP DashboardSMIP Dashboard (Cont(Cont’’d)d)

SMIP/SM&D Engagement Initiatives

Responsible: Director, SMIP & DG, SM&D

Organizational Excellence (cont’d)


SM&D Non-ITIL Training Expenditures vs. Budget(FY2006/07 - cumulative)

Responsible: Director, SMIP

• 8 Masters / Mgrs; • 125 Practitioner;• 8 Exec Briefings (ITSB/SQT,

Wave1 PO’s)

Other ITIL Training Completed:

Total SMIP Expenditure on ITIL Training FY 2005/06 FY 2006/07

(YTD)

Charter $2,380,511 $430,000

TPMO Funded $559,500 $140,000

Expenditures $689,269 $135,000

#of people trained (Foundations)

318 133

# of People Trained on the BI Process/BPMS


SM&D Employee Satisfaction Survey

Responsible: DG, SM&D SM&D Survey postponed until Fall ‘07


Available yet

Staff Retention/Growth

SM&DSM&DData Pending

Data PendingResponsible: DG, SM&D


# of Success / Recognition Awards Bestowed on Employees

02040

6080

100

2006

-Jan

2006

-Mar

2006

-May

2006

-Jul

2006

-Sept

2006

-Nov

2007

-Jan

SM&D ITSB

Total people trained to date: 287

# of Briefings/ Lunch & Learns (launched May ‘06)

21

# of SMIP Regional Outreaches (launched May ‘06)

5

15

44

10

25

451

230

# of National Srv Desk Forums (launched Feb. ‘06)

# of PDCs

# of SMIP Awards

# of SM&D Awards (launched Fall ‘06)

# of Employees ITIL Foundation Trained

# of Engagement Artifacts Produced

Client Service Excellence 1

Rookie of the Year 1

Outstanding Achievement 1

Horizontal Collaboration 13

Innovation 4

Leadership 1

Ambassador of Change 1

PO Integration 1

286,200

369,000

Reamining BudgetActual

64

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