using itil's key metrics to impact core business decisions
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HDI and HDI Capital Area Updates and Presentation on Using ITIL's Key Metrics to Impact Core Business DecisionsTRANSCRIPT
Updates from
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USING ITIL'S KEY METRICS TO USING ITIL'S KEY METRICS TO IMPACT CORE BUSINESS DECISIONSIMPACT CORE BUSINESS DECISIONS
HDI Capital Area Local Chapter
July 17, 2013July 17, 2013
INTRODUCTIONINTRODUCTION
Nikki Haase ITIL 3 S i M– ITIL v3 Service Manager
– HDI Support Center Manager
– nikki haase@rightstarsystems [email protected]
RightStar– IT consultancy focused solely in Service ManagementIT consultancy focused solely in Service Management
– ITIL/Best Practice consulting experience
– ITSM & ITSME (Remedy and Service Desk Express) implementation experience
– BMC Elite Partner since 2007
ITIL HISTORYITIL HISTORY
V1 – 1986 ‐ 1999 Th i i l ITIL f ti b d ti– The original ITIL function‐based practice
– 40+ books dealing with a variety of IT practices.
– Development sponsored by CCTA (Central Computer andDevelopment sponsored by CCTA (Central Computer andTelecommunications Agency) in the UK
V2 – 1999 ‐ 2006 – Updated process‐based practice
– The globally accepted best practice framework for ITSM:• Service Support
• Service Delivery
ITIL V3 ITIL V3 –– MAY 2007MAY 2007
ITIL service lifecycle‐based practice
d 2 ll dIncorporates V1 and V2 as well as tested current best practices for IT Service Management.
U d t d f 2011Updated for 2011
Five core lifecycle titles:S i St t– Service Strategy
– Service Design
– Service TransitionService Transition
– Service Operation
– Continual Service Improvementp
IT AND “THE BUSINESS”IT AND “THE BUSINESS”
Early Adoption of
IT
Enthusiasm for IT
Exclusion of ITIT
IT SERVICE MANAGEMENT TODAYIT SERVICE MANAGEMENT TODAY
IT management is under increased pressure to cut spendingspending.
Cutting too deeply can have a negative impact on the organization's ability to function effectivelythe organization s ability to function effectively.
The right spending can lead to business value if IT can:can:– Prioritize work efforts
– Clearly define services and service level commitmentsy
– Streamline processes
Arraj, Valerie. “2009: The Year Of Doing More With Less.” January 16, 2009. ITSMWatch.com<http://www.itsmwatch.com/itil/article.php/3796936>
GOALS FOR ITGOALS FOR IT
To become a VALUE
To negotiateeffecti el ith
partner in strategicbusiness
decisions not just
To ensure integrity of
effectively with suppliers to
minimize costs and maximize
decisions, not just a technician to
implement operational
i t
To design the organization’s IT
integrity of systems that
manage sensitive financial and legal
value of services received
requirements
ginfrastructure data
7
CSI: CSFS AND KPISCSI: CSFS AND KPIS
Critical Success Factor (CSF)– Something that must happen if a Process Project Plan or IT ServiceSomething that must happen if a Process, Project, Plan, or IT Service
is to succeed. KPIs are used to measure the achievement of each CSF. For example a CSF of “protect IT Services when making Changes” could be measured by KPIs such as “percentage reduction of y p gunsuccessful Changes”, “percentage reduction in Changes causing Incidents”, etc.
Key Performance Indicator (KPI)Key Performance Indicator (KPI)– A Metric that is used to help manage a Process, IT Service or Activity.
Many Metrics may be measured, but only the most important of these are defined as KPIs and used to actively manage and report onthese are defined as KPIs and used to actively manage and report on the Process, IT Service or Activity. KPIs should be selected to ensure that Efficiency, Effectiveness, and Cost Effectiveness are all managed. g
8
KEY PERFORMANCE INDICATORS BY KEY PERFORMANCE INDICATORS BY PROCESSPROCESS
Security Management
ChChange Management
Release Management
Problem and Capacity Management
Service Desk and Incident Management
SERVICE DESIGN: SECURITY SERVICE DESIGN: SECURITY MANAGEMENTMANAGEMENT
IT Security Management should be in line with business security policies and should allcontrolbusiness security policies and should all aspects of service management activities.
control
Confidentiality
AvailabilityIntegrity
SECURITY MANAGEMENTSECURITY MANAGEMENT
CSF: Effective security management to ensure confidentiality integrity and availability of dataconfidentiality, integrity and availability of data– HIPAA (healthcare), PCI (credit cards)
– Customer confidenceCustomer confidence
KPIs– Number of incidents causedNumber of incidents caused by security failures
– Number of security audit and testing failures
– Number of security improvement initiatives in placeinitiatives in place
SERVICE TRANSITION: CHANGE SERVICE TRANSITION: CHANGE MANAGEMENTMANAGEMENT
The purpose of the Change Management process is to allow for successful IT changes that are beneficialto allow for successful IT changes that are beneficial to the business while minimizing disruptions.
CHANGE MANAGEMENTCHANGE MANAGEMENT
CSF: Well‐managed change processes that minimize disruptions and, at the same time, provide system updatesdisruptions and, at the same time, provide system updates that meet business requirements– Visibility into CMDB to identify impacted and related CIs
l d h dl l i il– Example: In order to handle more sales transactions, a retailer wants to replace their existing credit card handling systems. The change is scheduled during a maintenance window outside of peak business time periods well after the holiday shopping seasontime periods well after the holiday shopping season.
KPIs– Number of incidents caused by a change – Number of RFCs processed
– Number of changes bypassing CAB
– Number of changes not tested before implementationNumber of changes not tested before implementation
– Number of unauthorized changes detected
SERVICE TRANSITION: RELEASE AND SERVICE TRANSITION: RELEASE AND DEPLOYMENTDEPLOYMENT
The Release and Deployment Management process works in conjunction with implementation phase of Changeconjunction with implementation phase of Change Management. The purpose is to ensure, through reliance on an accurate CMDB and thorough testing, the successful l d d l t f h d i t threlease and deployment of new or enhanced services to the
production environment. Providing training to the users is also a part of the deployment process.
14
RELEASE AND DEPLOYMENT RELEASE AND DEPLOYMENT MANAGEMENTMANAGEMENT
CSF: The release of new business services and features that open up new business opportunitiesfeatures that open up new business opportunities while balancing IT’s desire for system stability– Testing!Testing!
KPIs– Number of releases implementedNumber of releases implemented without adequate testing
– Number of urgent releases– Number of incidents caused by releases
Number of failed releases– Number of failed releases
Sutton, Mike and Moore, Tym. “7 Ways to Improve Your Software Release Management.” July 30, 2008 CIOhttp://www.cio.com/article/440101/_Ways_to_Improve_Your_Software_Release_Management
SERVICE OPERATION AND DESIGN: SERVICE OPERATION AND DESIGN: PROBLEM AND CAPACITY MANAGEMENTPROBLEM AND CAPACITY MANAGEMENT
The first goal of Problem Management: To prevent problems from happening in the first place!from happening in the first place!
The Problem Management process includes:– Identifying known errors
– Root cause analysis
– Developing work arounds when problems cannot be resolved quickly
– Providing documentation and communication of these activities, g ,especially to the Service Desk
Capacity ManagementPro ides s pport for ser ice design and reporting to problem– Provides support for service design and reporting to problem management for capacity and performance related issues
PROBLEM AND CAPACITY PROBLEM AND CAPACITY MANAGEMENTMANAGEMENT
CSF: Proactive problem management to anticipate and avoid disruptions in service.disruptions in service.– Trends in errors and faults
– Example: IT notices that, over time, network traffic has increased. There have been some failures of redundant or backup systems butThere have been some failures of redundant or backup systems, but customers have not yet been impacted. Business forecasts indicate that customer transactions and activity will continue to increase.
KPIKPIs– Number of repeat incidents
– Number of existing known errors
– Average time for diagnosis of problems
– Average time for resolution of known errors
– Number of incidents related to capacity/performance issuesNumber of incidents related to capacity/performance issues
– Number of SLA performance targets missed due to capacity
SERVICE OPERATION: SERVICE DESKSERVICE OPERATION: SERVICE DESK
Definition: A functional unit made up of a group of individuals responsible for managing requests fromindividuals responsible for managing requests from the business. The Service Desk should serve as a single point‐of‐contact between IT and thesingle point of contact between IT and the business. Incident Management is typically the primary focus of the Service Desk.
SERVICE OPERATION: INCIDENT SERVICE OPERATION: INCIDENT MANAGEMENTMANAGEMENT
Goal: To resolve disruptions to service as quickly as possible in a prioritized fashion with minimalpossible in a prioritized fashion with minimal impact on the business.
Incident Management should follow a documentedIncident Management should follow a documented process model for identifying, registering, categorizing, diagnosing, escalating, resolving and g g, g g, g, gclosing incidents.
SERVICE DESK AND INCIDENT SERVICE DESK AND INCIDENT MANAGEMENTMANAGEMENT
CSFs: The ability to handle increasing call volume and to restore service to customers more quicklyrestore service to customers more quickly– Business value measured in minutes
KPIs– Mean time to restore service – Percentage of incidents resolved
within service targets
– Number of incidents bypassing service desk
– Number of incidents escalated
– Average customer satisfaction ratingAverage customer satisfaction rating
– Staff turnover rate
– Average cost per call
OTHER IDEAS?OTHER IDEAS?
IT Service Asset and Configuration ManagementId tif l b f i id t b CI t– Identify large number of incidents by CI category• Select a different equipment vendor or model
• Provide additional training
Event and Problem Managementg– Identify incident trends over time
• Determine root cause
l d l bl• Eliminate underlying problems
21
CONTINUAL SERVICE CONTINUAL SERVICE IMPROVEMENT: DEMING CYCLEIMPROVEMENT: DEMING CYCLE
Focuses on
th PlanActthe process
elements
involved in
identifying and
introducing
service
DoCheckse ce
management
improvements
22
improvements.
WHEN IT IS INTEGRATED WITH THE WHEN IT IS INTEGRATED WITH THE BUSINESS… BUSINESS…
"The new reality is that technology doesn't just support the business technology powers thesupport the business – technology powers the business and helps drive growth.”
‐ Ann Livermore, Executive VP,Ann Livermore, Executive VP, technology solutions group, HP
