David Mainville, CEO of Navvia lead this interactive workshop and discussed: - What’s wrong with today's Service Management programs? - Positioning and selling the value of your Service Management program in Business Terms - Identifying opportunities for improvement by soliciting feedback directly from your users - Getting everyone on the same page by designing, documenting and communicating what needs to be done - Continually improving your value to the Business For more great content please visit: http://navvia.com/resources/

1. IMPROVING
THE
BUSINESS
VALUE
OF
YOUR
SERVICE
MANAGEMENT
PROGRAM
David
Mainville
CEO,
Cofounder
–
Navvia
December
13,
2012

2. Time
Session
12:00
–
12:30
Vendor
IntroducQons
12:45
Workshop
begins
14:00
15
Minute
Break
15:30
15
Minute
Break
17:00
Workshop
ends
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
2
ConsulQng-­‐Portal

3. Company
Overview
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
3
ConsulQng-­‐Portal

4. ServiceNow
Triple
Play
• Consolidate
mulQple
systems
onto
one
global
plaorm
to
drive
ConsolidaQon
standards
and
improve
processes
• One
system
of
record
for
reporQng
of
Qme
and
dimension
based
metrics
• Interact
with
IT
through
a
Slick
Service
Catalog
TransformaQon
• Leverage
flexible
workflow
engine
• Google/Amazon
user
experience
• Using
workflow
and
Runbook
to
automate
your
the
most
common
requests
AutomaQon
• Automate
on
and
off
boarding,
password
resets,
server
reboots,
Provision/Decommission
of
VM,
etc.
©
2012
ServiceNow
All
Rights
Reserved
ConfidenQal
4

5. Process
and
Technology
Landscape
IT
GRC
REPORTING
IT
ASSET
&
CONTRACTS
Owner
Tool
Owner
Tool
S T R A T E G Y
Owner
Tool
IT
COST
SERVICE
CATALOG
D E S I G N
WORKFLOW
Owner
Tool
Owner
Tool
Owner
Tool
PROJECT
PORTFOLIO
SERVICE
LEVEL
Owner
Tool
BROWSER
Owner
Tool
SERVICE
PORTFOLIO
SOFTWARE
DEV
LIFECYCLE
Owner
Tool
Owner
Tool
SERVICE
DESK
MOBILE
CHANGE
O P E R A T I O N S
T R A N S I T I O N
Owner
Tool
Owner
Tool
SELF-­‐SERVICE
INCIDENT
KNOWLEDGE
Owner
Tool
Owner
Tool
Owner
Tool
PROBLEM
CHAT
CONFIG
MGT
/
CMDB
Owner
Tool
Owner
Tool
Owner
Tool
REQUEST
COLLABORATION
FEED
RELEASE
Owner
Tool
Owner
Tool
Owner
Tool
DISCOVERY
RUN
BOOK
/
SYSTEMS
MGMT
A U T O M A T I O N
Owner
Tool
Owner
Tool
S Y S T E M S
PUBLIC
CLOUD
PRIVATE
CLOUD
VIRTUALIZATION
MOBILITY
Owner
Owner
Owner
Owner
ConfidenQal
© 2012 ServiceNow All Rights Reserved www.service-­‐now.com
|
5

6. IT
TransformaLon
Cloud
PlaNorm
B U S T N M S SN
A G E M M N T
I A PNP
S P P S
I I
E A AUTO E AT O A
S T R A T E G Y
D E S I G N
T R A N S I T I O N
O P E R A T E
B U I L D
IT
Governance
IT
Asset
and
Contract
CMDB
Request
Workflow
IT
Cost
Service
Level
Change
Incident
Resource
management
Project
and
Porolio
Service
Catalog
Release
Problem
Self-­‐service
Service
Porolio
Sohware
Dev
Lifecycle
Discovery
Manage
Docs
Business
request
Runbook
AutomaQon
Field
Service
management
Knowledge
P L A T F O R M
Content
Email
Workflow
Chat
Live
Approvals
NoQficaQon
Search
AnalyQcs
IntegraQons
Management
© 2012 ServiceNow All Rights Reserved ConfidenQal
6

7. ConfidenQal
© 2011 ServiceNow All Rights Reserved www.service-­‐now.com
|
7

8. ©
2012
ServiceNow
All
Rights
Reserved
ConfidenQal
8

9. ©
2012
ServiceNow
All
Rights
Reserved
ConfidenQal
9

10. ServiceNow
Workflow
&
Runbook
AutomaLon
Benefits
• Automate, capture and standardize
defined processes
• Empower first line technicians to
perform both routine & complex tasks
• Reduce risk of human error
Features
• Library of pre-defined process packs
• Service catalog integration for
demand capture
• Automatic documentation and audit
trails
Why ServiceNow?
• Graphical interface with point and
click creation
• Trigger automated processes directly
from chat sessions
• Zero touch automation
©
2012
ServiceNow
All
Rights
Reserved
ConfidenQal
10

11. Logicalis Overview
Dan Pellegrini
Area Sales Director
(413) 548-4558

12. About Logicalis
n Logicalis is an international provider of integrated IT
solutions and services, focusing on communications and
collaboration; data center; professional and managed
services.
n $1.4 billion in revenues.
n Operations in Europe, USA, Latin America and Asia
Pacific.
n Over 3,000 employees worldwide
n Over 6,000 corporate and public sector customers.
n Debt free with $50+ million in bank financing available
n Backing of $5 billion parent company, Datatec (LSE:
DTC)
n Over 30 offices nationally (US Headquarters in NYC)
12 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

13. Logicalis International Footprint
Data Centres
North America South America
West Chester São Paulo (Brazil)
Phoenix
Europe Asia Pacific
Slough (UK) Shanghai (China)
Bracknell (UK) Cyberjaya (Malaysia)
Sydney (Aus)
Managed Service Centres
North America South America
West Chester São Paulo (Brazil)
Phoenix Buenos Aires (Argentina)
Europe Asia Pacific
Slough (UK) Shanghai (China)
Cologne (Germany) Cyberjaya (Malaysia)
North America South America Europe Asia Pacific
Market Position Market Position Market Position Market Position
#1 HP Enterprise Partner, Top 3 IBM #1 ICT Integrator in the region, Present in Present in UK & Germany, UK Top 3 Cisco Present in Australia, Singapore, Taiwan,
Business Partner, Cisco Gold partner Brazil, Argentina, Bolivia, Chile, Colombia, Gold Partner, UK #1 IBM System i & z Malaysia, China & Hong Kong Cisco
Ecuador, Peru, Paraguay and Uruguay Partner, UK #2 IBM Business Partner, Gold Partner
UK Top 5 HP Partner
Revenues: Employees: Revenues: Employees: Revenues: Employees: Revenues: Employees:
$435m 730 $500m 1,175 $350m 575 $125m 495
13 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

14. Access to industry’s best R&D – by design
n Logicalis has built strong strategic partnerships with the world’s most respected
technology solutions and services vendors
n Our role is to act as our customers advocate and advisor
n Multi-vendor relationships allows us to choose the right solution for our customers
n The $15 billion+ annual R&D budgets of these vendors provide the building blocks of
our solutions and services portfolios
n We achieve the highest level of accreditations and retain the highest quality expertise
14 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

15. International Solutions & Services Framework
Integration Infrastructure and ■ Data Centre & Virtualisation ■ Business Analytics
Software Solutions ■ Unified Communications ■ Consulting Services
and Collaboration ■ Professional Services
■ Communications Networks
Cloud Unified Communications Data Centre Security
and Collaboration ■ Data Centre Hosting ■ Infrastructure Security
Services ■ UC aaS ■ Managed Hosting ■ SIEM
■ Video aaS ■ IaaS ■ MDM
■ Collaboration aaS ■ PaaS ■ Application Firewalls
■ Hosted UC ■ VMaaS ■ AAA
■ VDesk aaS ■ VDIaaS ■ Consulting Services
■ Consulting Services ■ Consulting Services
Managed Remote Infrastructure ■ Communications Networks ■ Storage
Management and ■ Unified Communications ■ Virtualisation
Services Support Services ■ Computing ■ Maintenance
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

16. Logicalis “Integrated Practices”
CONSULT DESIGN/BUILD
Help customers define their Help customers build their
IT/Cloud strategy. private clouds.
§ Detailed private cloud design
§ Private versus public § Infrastructure build out
§ ITIL/ITSM § Application re-engineering
§ High level cloud strategy and § Implement Operational and Management
architecture consulting tools
§ Network design and build out
OPERATE/OFFER MANAGE
Cloud solutions Help customers manage
their cloud strategy
§ IaaS
§ Cloud Platform § Full Managed Service offerings
§ Cloud Solutions § Remote infrastructure management
§ Service Desk
§ ITSM
16 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

17. Integrated Practice Alignment
Integrated Practice
Communication & Cloud and Data Data /Storage
Collaboration Solutions Application Solutions
Center Solutions Solutions
Unified Private Cloud / DC Backup/Archive
Communication Solutions Solutions ITSM
Network
Solutions
Data Center
Solutions Data Optimization ITSM
App Dev (vFabric)
BYOD Manage/Cloud
Services Cloud Storage Big Data
Service/Solution Cloud/hosted On-Premise
Continuum
Compute Models
17 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

18. ITSM Practice Segments
Service Tool-Set Process
Desk • Service Now • Design services
• Dedicated or shared • Assessment services
• Remote Level 1 & 2 models
desktop support
• First point of Contact
18 CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

19. Logicalis Service Desk
14 Years in operation
24 x 7 x 365 Availability
Over 120+ Agents
ITIL Certified Management
Members of Help Desk Institute (HDI)
Wide variety of industry certifications
Support contracts with over 675 companies
Over 850,000 Incidents Per Year
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

20. Logicalis Service Desk
Service Offerings
n Single Point of Contact
§ Dispatch and routing
§ Customer Branded Call Pick-up
n Level 1 and Level 2 Desktop Support Services
§ On-site (dedicated) or remote (shared) models
§ Guaranteed Service Level Agreements (SLAs)
n Application-specific support
§ With training and system access
n Seamless escalation to Managed Services
n Break-fix support
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

21. Tool Offerings and Features
n Service-Now: ITSM tools set
§ MS instance- Built based on our Managed Services model, very limited customization
used mostly by our MS customers.
§ Service-Desk instance- Good flexibility with some limitations, geared for customers
that are looking to implement their own processes but cannot hit the minimum seat
levels dictated by Service-Now for a dedicated instance.
§ Customer owned Instance- Fully customizable, can utilize our managed Services IP
but is more likely to be based off of customer requirements. (minimum of 35 licenses).
n Nimsoft: CI monitoring tool set
§ A SaaS offering that monitors the key processes and utilizations of CI resources to
give a proactive view on performance and availability by the CI.
n IT optimizer
§ Virtual ITIL Training
§ Repository for processes documentation
§ Correlates processes to COBIT and ITIL framework to help with audits.
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

22. Reporting - Analysis
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

23. ITSM Process
Process development in partnership with
Navvia:
§ Process maturity assessments
§ Process development & documentation
§ Help gage organizations commitment to process
improvement
§ Document and layout processes to be automated
with ServiceNow
§ ITIL training and certification
§ Hold workshops to get stake holders on the same
page
CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

24. CORPORATE OVERVIEW V1.0 - COPYRIGHT LOGICALIS 2012

25. Our Company
ITSM Consulting u ITSM BPM Tools
Helping organizations Navigate IT and Business
Process Complexity Via our tools and services
Copyright 2012, Navvia - a division of 25
Consulting-Portal

26. Consulting Services
When you need the help we are here!
• Virtual Consulting - access to ITSM and
Process help when you need it
• Onsite Consulting - From strategy
through to process assessments,
design and implementation
• ITSM Tool Implementation
• Onsite ITSM Education - a robust
curriculum of ITSM courses delivered
on-premise
Copyright 2012, Navvia - a division of 26
Consulting-Portal

27. Navvia BPM Platform
A powerful business process management
tool for your service management program
SURVEY DESIGN VERIFY LEARN
http://navvia.com/tools/test-drive/
Copyright 2012, Navvia - a division of 27
Consulting-Portal

28. IMPROVING
THE
BUSINESS
VALUE
OF
YOUR
SERVICE
MANAGEMENT
PROGRAM
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
28
ConsulQng-­‐Portal

29. Welcome
to
today’s
session
David
Mainville
CEO
and
Co-­‐founder
of
Navvia
• 33
years
of
Service
Management
experience
• Over
17
years
of
ITSM
&
ESM
consulQng
experience
• Lead
architect
of
the
Navvia
Business
Process
Management
(BPM)
applicaQon
• Twiper
@mainville
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
29
ConsulQng-­‐Portal

30. Welcome
and
introducQons
• Your
name
• Your
company
• What
you
hope
to
get
from
this
session
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
30
ConsulQng-­‐Portal

31. The
workshop
format…
I’ve
got
a
lot
of
slides…
But
interacQon
is
much
beper!
Let’s
use
the
slides
as
a
catalyst
to
foster
an
open
discussion!
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
31
ConsulQng-­‐Portal

32. The
workshop
format…
We’ll
start
each
secQon
with
a
brief
We’ll wrap up each
presentaQon
/
section with an open
demonstraQon
to
get
discussion…
things
going…
We will capture the
discussion and share it
with the attendees…
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
32
ConsulQng-­‐Portal

33. WHAT’S
WRONG
WITH
TODAY’S
SERVICE
MANAGEMENT
PROGRAMS?
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
33
ConsulQng-­‐Portal

34. Why
do
you
think
ITSM
programs
fail?
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
34
ConsulQng-­‐Portal

35. There
is
no
need
for
process,
we’ll
just
implement
“out
of
the
box”….
…It
takes
too
long
&
it
is
hard
work
We’ll
just
do
a
“lih
and
shih”
from
our
old
tool…
…We
can
never
get
anyone
to
agree
The
last
project
that
focused
on
process
failed…
…We
tried
to
implement
ITIL
and
that
didn’t
work
Our
management
is
not
supporQve…
…It’s
SaaS,
just
turn
it
on
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
35
ConsulQng-­‐Portal

36. Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
36
ConsulQng-­‐Portal

37. The
world’s
most
successful
brands
Achieve
Business
Outcomes
through
Consistent
Processes
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
37
ConsulQng-­‐Portal

38. Many
programs
are
stuck
in
the
weeds!
December
13,
2012
ITSM
Copyright
2013,
Navvia
-­‐
a
division
of
ConsulQng-­‐Portal
38

39. We’re
not
the
only
ones
who
think
so…
“Process
maturity
is
a
good
thing
to
focus
on
and
measure,
but
it
is
a
means
to
an
end...
Businesses
care
about
IT
process
maturity
in
so
far
as
there
is
a
demonstrable
link
to
improving
service
outcomes”.
Gartner
Inc.
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
39
ConsulQng-­‐Portal

40. ITSM
/
I TIL
i s
a
b ody
o f
k nowledge….
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
40
ConsulQng-­‐Portal

41. Copyright
2013,
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-­‐
a
division
of
December
13,
2012
41
ConsulQng-­‐Portal

42. Four
Steps
to
ITSM
Success
Market
–
sell
the
value
of
ITSM
Assess
–
as
a
catalyst
for
change
Design
–
to
drive
business
value
Governance
–
with
an
eye
on
CSI
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
42
ConsulQng-­‐Portal

43. MARKET
–
SELL
THE
VALUE
OF
IT
SERVICE
MANAGEMENT
Copyright
2013,
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-­‐
a
division
of
December
13,
2012
43
ConsulQng-­‐Portal

44. Are
you
having
trouble
selling
the
value
of
ITSM?
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
44
ConsulQng-­‐Portal

45. Has
y our
m anagement
s aid…
Not
another
word
abut
I
don’t
want
to
ITIL!
hear
about
Process!
6
months
to
implement
change?
Just
slam
it
in!
Copyright
Navvia
-­‐
a
division
of
ConsulQng-­‐
2012-­‐12-­‐13
45
Portal

46. Why
do
we
need
to
sell
the
value
of
ITSM?
Good
ideas
sell
themselves
Copyright
2013,
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-­‐
a
division
of
December
13,
2012
46
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47. Selling
starts
with
inspiraQon
“Start
With
Why
–
How
Great
Leaders
Inspire
Everyone
to
Take
AcQon”
–
Simon
Sinek
hpp://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_acQon.html
Copyright
2013,
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-­‐
a
division
of
December
13,
2012
47
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48. Everyone
has
their
own
perspecQve
People
need
to
know
why…
they
need
to
know
“what’s
in
it
for
me”...
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
48
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49. Everyone
has
their
own
perspecQve
The
CEO
The
CIO
Shouldn’t
IT
just
work?
How
do
I
demonstrate
I’ve
got
a
business
to
run
that
IT
is
aligned
to
the
and
services
to
deliver
business?
The
IT
Manager
The
Technical
Staff
I&O
is
consuming
60%
of
I
haven’t
got
Qme
for
my
budget,
I
can’t
afford
process,
it
just
means
an
ITSM
project
more
work!
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
49
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50. The
Universal
Translator
ITSM
Means
CEO:
Beper
Technician:
Services,
Fewer
3AM
Faster
Calls
CIO:
Clear
Manager:
Proof
of
Reduced
I&O
Alignment
Costs

51. Selling
the
value
of
ITSM
Wrong
Way
Right
Way
• Create
a
rich
communicaQon
program
focusing
• Communicate
your
program
in
an
email
and
on
why
ITSM
–
build
targeted
messages
for
each
expect
people
to
jump
onboard
group
of
stakeholders
• Collaborate
across
the
organizaQon
&
foster
buy-­‐
• Build
your
processes
in
isolaQon
then
publish
to
in
by
emphasizing
why
these
processes
are
a
SharePoint
site
criQcal
to
success
• ITIL
is
the
what
&
how
–
communicate
the
why
• Quote
ITIL
“chapter
and
verse”
and
let
people
in
the
language
of
your
company
–
ITIL
is
know
when
their
wrong
guidance
not
LAW
• Explain
why
the
program
is
essenQal,
then
lay
• Promise
the
moon
and
the
stars
then
under
out
a
plan
that
is
realisQc
and
holds
the
line
on
deliver
on
your
first
project
scope
creep
• Focus
on
why
the
business
outcomes
are
criQcal
• Focus
on
the
tool
because
the
vendor
says
its
then
translate
to
requirements
that
CAN
be
“out
of
the
box”
tailored
in
the
tool
Copyright
2013,
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of
December
13,
2012
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ConsulQng-­‐Portal

52. Where
should
the
focus
be?
Copyright
2013,
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of
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13,
2012
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53. Design
-­‐
Business
Outcomes
Start
Here
Business
Tools
and
Requirements
Processes
Outcomes
Technology
Not
Here
Copyright
2013,
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-­‐
a
division
of
December
13,
2012
53
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54. Some
other
techniques
to
consider
Dr. Robert Cialdini, Scientific American Article, 2001
Copyright
2013,
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division
of
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13,
2012
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55. The
Science
of
Persuasion
There are 6 principles you can use in selling ITSM
— Reciprocity – People want to know the “WIIFM”
— Scarcity - People want what they don’t have
— Authority - People follow expert advice
— Commitment – People do what they promise
— Consensus - People follow the lead of others
— Liking – People do things for those they like & respect
Copyright
2013,
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-­‐
a
division
of
December
13,
2012
55
ConsulQng-­‐Portal

56. In
Summary…
• Too
many
ITSM
programs
have
he
wrong
focus
• Business
Outcomes
should
drive
everything
• Map
outcomes
to
requirements,
processes
and
ulQmately
tools
&
data
• The
world’s
best
companies
have
learned
how
process
drives
value
Copyright
2013,
Navvia
-­‐
a
division
of
December
13,
2012
56
ConsulQng-­‐Portal

57. • Is your company involved in an ITSM program?
• Do you have trouble selling your ITSM program?
• Have you clearly defined the WHY?
• Are their some things you have done well in respect to selling the
program?
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58. ASSESSMENTS
–
AS
A
CATALYST
FOR
CHANGE
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59. What
is
the
value
of
an
ITSM
Assessment?
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60. Management
is
too
focused
on
the
score…
…We
never
did
anything
with
the
results
…We
already
know
what’s
wrong,
why
assess
things?
…People
are
afraid
to
hear
the
truth
We’ve
got
too
much
on
out
plate
already…
…There
is
no
value
in
an
assessment
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61. Service
management
assessments
• Open
a
dialog
with
your
ITSM
stakeholders
• Provide
you
an
opportunity
to
communicate
the
why
• Are
a
catalyst
for
making
improvements
• Provide
a
baseline
to
measure
success
• Are
an
important
part
of
CSI
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62. Assessments
-­‐
communicate
the
value
• Kickoff
Event
– Live
and
in
person,
don’t
shy
away
from
travelling
to
your
stakeholders
• Webinars
– Recorded
and
live
to
keep
the
informaQon
flowing
• During
Interviews
and
Workshops
– Never
miss
the
opportunity
to
sell
the
why
• ValidaQon
sessions
and
final
report
are
your
opportunity
to
shine
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63. Service
management
assessments
Interviews
Workshops
QuesQonnaires
ObservaQons
Strategy
&
Roadmap
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64. Why
use
surveys?
• They
allow
you
to
touch
more
people
• Can
be
used
as
a
quick
“check-­‐up”
• They
can
be
designed
to
help
diagnose
specific
areas
– A
single
process
– A
tool
roll-­‐out
– Knowledge
of
a
process
• They
can
be
automated
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65. Sample
process
scoring
Overall Assessment Configuration Management
People
Problem Management 5
5
4.5
4.5
4
4
Security Management 3.5 Change Management 3.5
3 3
2.5 2.5
2 2
1.5 1.5
1
1
0.5
Service Level Management 0 Configuration Management 0.5
0
Capacity Management Service Desk Technology Process
Availability Management Potential Conforms Average Score
Potential Conforms Average Score
Overall
Process
Assessment
Individual
Process
Assessment
§ A
graphic
representaQon
of
the
health
of
all
§ IdenQfies
which
aspect
of
a
specific
process
assessed
processes
requires
apenQon
§ IdenQfies
which
processes
require
apenQon
§ A
graphic
representaQon
of
the
health
of
the
individual
process
§ Establishes
a
baseline
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66. Get
out
and
talk
to
people!
• Interviews,
workshops
and
onsite
observaQons
– Another
opportunity
to
“sell”
– Come
prepared
– Use
standard
“open-­‐
ended”
quesQons
– Get
people
to
talk
– Apend
“process”
meeQngs
– Visit
the
service
desk
– Ask
for
tool
demos
– Validate
your
findings
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67. Conduct
your
analysis
Benefit 1
Benefit 2
Finding 1 Benefit N
Finding 2
Recommendation
Finding 3
Finding N
Implication N
Implication 2
Implication 1
2012-­‐09-­‐17
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67

68. The
assessment
roadmap
Organizational
Future
Change State
Technology
Deployment
Process
Enhancement
Quick Wins
Current
State
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69. Assessments
-­‐
management
report
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70. In
Summary…
• It’s
not
about
the
score
• Assessments
are
an
opportunity
to
communicate
value
and
drive
change
• QuesQonnaires
are
only
ne
small
part
of
an
assessment
• Spend
Qme
with
people.
Ask
quesQons
and
make
observaQons
• Base
recommendaQon
on
findings
and
observaQons
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71. • Have you ever conducted an ITSM assessment?
• Did you find it to be of value?
• What came out of the assessment?
• What would you do differently?
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72. DESIGN
–
TO
DRIVE
BUSINESS
VALUE
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73. What
challenges
have
you
had
with
process
design
and
implementa?on?
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74. Can’t
get
people
to
agree
on
the
process…
…there
is
nothing
wrong
with
what
we
have
…Resistance
to
change
…let’s
just
implement
out
of
the
box
Processes
are
too
bureaucraQc…
…Nobody
follows
the
process
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75. Process
Design
&
ImplementaQon
Design
Develop
Deploy
• Business
requirements
• Roles
&
responsibiliQes
• Tool
and
data
• Training
plan
• AcQviQes
&
tasks
Requirements
• Role
based
training
• Controls
&
metrics
• IntegraQon
• Tool
training
• And
more…
• User
interface
• Ongoing
cerQficaQon
• Use
cases
• Work
instrucQons
&
• And
more
procedures
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76. Simultaneous
process
&
technology
Process & Technology - You can’t do one without the other!
Process
Path
Technology
Path
Process Design Timeline
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2012
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77. Who
Needs
to
be
Involved?
Steering
Commipee
Stakeholders
S.M.E.’s
Core
Team
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78. Design
-­‐
Don’t
start
from
scratch
• What
are
you
doing
today
from
a
process
perspecQve?
• Are
there
templates
or
standards
you
can
leverage?
• What
is
being
employed
in
other
areas
of
your
organizaQon?
• Can
you
leverage
other
programs
(ISO,
Six
Sigma…)
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79. Process
≠
Procedure
A
process
focuses
on
the
what
A
procedure
focuses
on
the
and
the
who:
how:
• Technology
independent
• Technology
specific
• Cross-­‐funcQonal
• Role
specific
• Business
focus
• Provides
work
instrucQons
Process
says
to
“create
Incident”
and
the
procedure
shows
how
to
do
it
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80. Anatomy
of
a
Process
Controls
The
policies
and
guiding
principles
defining
how
the
process
will
operate
Inputs
AcQviQes
Outputs
The
objects
or
data
The
specific
steps
The
desired
work
required
to
complete
the
required
to
convert
inputs
products
or
data.
May
be
acQviQes
to
outputs
input
to
another
process.
Measurements
The
acQviQes
and
metrics
to
ensure
the
process
meets
requirements
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81. Best
pracQces,
by
their
very
nature,
are
absent
of
your
company's
organizaQon,
business,
cultural
and
technology
requirements
To
realize
the
full
benefits,
organizaQons
must
re-­‐introduce
their
own
reality
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82. Design
-­‐
Don’t
try
this
on
your
own
• Processes
built
in
a
vacuum,
in
isolaQon,
will
not
get
adopQon
• People
need
to
understand
“why”
• Do
you
understand
your
stakeholders
requirements?
• Are
you
actually
making
things
beper
for
people?
• Balance
consensus
with
ge|ng
things
done
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83. Process
Design
ArQfacts
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84. “It’s
seldom
the
tool
that’s
the
problem”
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85. Mapping
Process
to
the
Tool
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86. Don’t
be
a
technophobe
• “Out
of
the
box”
doesn’t
work
for
everyone
• Map
business
outcomes
to
tool
and
data
requirements
• IdenQfy
the
mandatory
fields,
define
pick
lists,
figure
out
the
triggers
• Make
sure
you
are
capturing
the
right
data
to
produce
metrics
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87. Detailed
requirements
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88. Don’t
forget
to
validate
• IteraQve
process
design
• Use
of
“show
&
tell”
sessions
• Watch
out
for
scope
creep
• Validate
ohen
and
get
sign
off
against
requirements
• Be
wary
of
“I
didn’t
agree
to
that…”
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89. Remember
to
educate
• Training
fosters
adopQon
of
the
processes
• Build
an
educaQon
curriculum
and
plan
that
addresses
all
your
stakeholders
• Consider
various
training
formats
from
CBT
to
instructor
led
•
Consider
using
people
involved
in
the
process
to
do
the
training
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90. Typical
training
and
courses
• Awareness
and
introductory
training
• FoundaQonal
training
• Advanced
process
training
for
SME’s
• Roles
based
training
on
the
processes
and
tools
• Advanced
tool
training
for
administrators
and
developers
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90

91. In
Summary…
• Don’t
design
your
processes
in
isolaQon
• Get
the
right
people
involved
• Balance
consensus
building
with
execuQon
• Simultaneous
process
&
technical
design
• Gather
the
requirements
to
tailor
the
tool
• Don’t
forget
to
educate
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92. • What is the sate of your process design?
• Do you have standardized documentation for your processes?
• Is their a reluctance to define and document processes? Why?
• Do you formally gather requirements before tailoring your tools?
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93. GOVERNANCE
–
WITH
AN
EYE
ON
CONTINUAL
IMPROVEMENT
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94. Do
you
see
value
in
an
ITSM
governance
program?
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95. We
have
plenty
of
metrics
–
nobody
looks
at
them…
…That
is
the
auditors
job,
they’ll
tell
us
what's
wrong
…We
don’t
have
Qme
for
that,
overly
bureaucraQc
…Not
our
culture
to
hold
people
accountable
People
never
respond
to
requests,
keep
having
to
chase
them…
…Not
sure
what
the
value
is
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96. Governance
Remains
Weak
Only
28%
of
respondents
have
implemented
/
enforce
governance,
compared
to
28.4%
in
2011
Source:
2012
ITSM
Industry
Survey
!
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97. Why
ITSM
Governance?
• Maximize
value
from
the
organizaQons
significant
investment
in
IT
• Support
complex
regulatory
requirements
– Sarbanes-­‐Oxley,
Basel-­‐II
• Third
party
cerQficaQons
– ISO20000,
SAS70…
• ConQnual
Service
Improvement
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98. ITSM
Governance
Frameworks
• ITIL
version
3
– Provides
guidance
on
the
processes
• COBIT
version
4.1
– Widely
accepted
by
the
IT
audit
community
– Defines
controls,
processes
and
audit
tests
(evidence)
• ISO20000
Our
experience
shows
that
the
best
approach
is
to
use
a
combina?on
of
frameworks
for
ITSM
governance
– Defines
a
standard
for
a
Service
Management
System
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99. ITSM
Governance
Roles
• Prescrip?ve
role
assigns
authority
and
accountability
• Audit
role
reports
on
compliance
to
process
owners,
execuQves
and
directors
• Coordina?on
role
assigns
and
coordinates
the
governance
tasks
• Monitor
role
tracks
governance
reporQng
for
the
audit
role
An
ITSM
“Program
Office”
or
“Governance
Board”
is
the
ideal
place
to
center
your
• User/Provider
roles
execute
governance
ac?vi?es
the
governance
tasks
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100. An
ITSM
Governance
Approach
PROCESS
CHANGE
MANAGEMENT
CONTROLS
AI6.1
AI6.2
AI6.3
AI6.4
AI6.5
STANDARDS
&
ASSESSMENT
&
EMERGENCY
TRACKING
AND
CHANGE
CLOSURE
PROCEDURES
AUTHORIZATION
CHANGES
REPORTING
&
DOC
TASKS
Task
2
Task
1
Provide
Evidence
of
Emergency
Change
Provide
Evidence
of
Change
Mgmt.
System
Handling
EVIDENCE
Documented
Review
of
Emergency
Change
Emergency
Change
Emergency
Emergency
Categories
Reports
Procedures
Changes
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101. ITSM
Governance
&
Service
Delivery
Actual
Service
Levels
Desired
Service
Levels
— Ungoverned
processes
“wear
down”
over
Qme
— The
result
is
service
variability
versus
consistency
— More
effort
to
manage
/
less
customer
saQsfacQon
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102. Governance
and
CSI
Assess
Design
&
Govern
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103. ITSM
Governance
&
Service
Delivery
• Resolving
incidents
quicker?
• Ge|ng
to
the
root
cause
of
problems?
Ask
yourself…are
we
ge|ng
value
from
our
ITSM
iniQaQve?
• Pu|ng
reliable
businesses
services
into
producQon
faster?
• MiQgaQng
the
risk
of
changes?
• Are
our
customers
ge|ng
the
service
they
require?
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104. Achieving
ITSM
Governance
• Define
your
processes
• IdenQfy
the
Control
ObjecQves
• Assign
Accountability
for
Control
ObjecQves
• Require
evidence
of
compliance
• Measure
and
report
on
process
compliance
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105. Related
Reading
ISO/IEC
20000
COBIT
to
ISO/IEC
20000
COBIT
User
Guide
COBIT
to
ITIL
V3
Guidance
for
Service
Defines
the
standard
for
a
How
to
use
COBIT
How
to
use
COBIT
Managers
on
the
Use
of
Service
Management
System
Controls
to
support
ISO/ Controls
to
support
ITIL
COBIT
to
support
ITIL
&
(part
1&2)
IEC
20000
V3
ISO/IEC
20000
hpp://www.itgovernance.co.uk/
hpp://www.isaca.org/
hpp://www.isaca.org/
hpp://www.isaca.org/
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