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What ITIL V3 doesn’t say aboutpeople and organisation,[object Object],Patrick Keogh,[object Object],Lucid IT,[object Object]
Agenda,[object Object],Review,[object Object],ITIL V2 roles and functions,[object Object],ITIL V3 roles and functions,[object Object],How would this fit together?,[object Object],Other sources of good practice - what did ITIL V3 leave out?,[object Object],What about the people?,[object Object]
ITIL V2,[object Object],Roles,[object Object],Process owners,[object Object],Service Desk Manager,[object Object],CIO,[object Object],Change Owners, CAB and CAB/EC (becomes ECAB in V3),[object Object],Implied (operators, programmers, testers etc.),[object Object],Functions,[object Object],Service Desk,[object Object],(IT Security Management),[object Object],(Support teams for Incident Management),[object Object]
CIO,[object Object],ITIL V2,[object Object],?,[object Object],?,[object Object],?,[object Object],?,[object Object],?,[object Object],Service Desk andService Desk Manager,[object Object],?,[object Object],?,[object Object],?,[object Object],IT Staff,[object Object],Process Owners,[object Object]
ITIL V3 Additional Roles,[object Object],Service Owners,[object Object],Product Owners,[object Object],Service Design Manager,[object Object],IT Architect,[object Object],Applications Analyst/Architect,[object Object],Technical Analyst/Architect,[object Object],Risk Manager,[object Object],Project Managers,[object Object],IT Facilities Manager,[object Object],Major Incident Team,[object Object]
ITIL V3 Additional Functions,[object Object],IT Steering Group,[object Object],IT Operations Management,[object Object],Technical Management,[object Object],Applications Management,[object Object]
ITIL V3 – The Structure Emerges,[object Object],CIO,[object Object],ITSteeringGroup,[object Object],Service Desk andService Desk Manager,[object Object],TechnicalManagement,[object Object],IT OperationsManagement,[object Object],ApplicationsManagement,[object Object]
ITIL V3 – But some bits are left over!,[object Object],Some process owners do not have a “natural” place in this structure,[object Object],Security,[object Object],Change,[object Object],Service Portfolio, Catalogue and SLM,[object Object],Some ITIL V3 roles not catered for explicitly:,[object Object],Service Owners,[object Object],Product Owners,[object Object],Service Design Manager,[object Object],IT Architect,[object Object],Risk Manager,[object Object],Project Managers,[object Object]
Other sources of good practice,[object Object],Project and programme management (Prince2, MSP, PMBOK etc.),[object Object],Governance and assurance (COBIT, ISO38500, ISO9000 etc.),[object Object],Information Security (PSM, ACSI33, ISO27001 etc.),[object Object]
Additional Functions,[object Object],Project/Programme Management Office (PMO),[object Object],Recent thinking combines Portfolio, Program and Project Management into a P3O – more on that later!,[object Object],Quality, Assurance and Risk,[object Object],Require separation of duties, professional standards,[object Object],Service Management Office (SMO),[object Object],Bring together all of the whole-of-service roles, especially the customer facing ones.,[object Object],IT Training,[object Object],Others?,[object Object]
The P3O,[object Object],The purpose of the Portfolio, Programme and Project Offices (P3O) guidance is to provide universally applicable guidance ... That will allow:,[object Object],Informed senior management decision making on strategic alignment, prioritisation, risk management, optimisation of resource etc to successfully deliver their business objectives (portfolio management) ,[object Object],Identification and realisation of business outcomes and benefits via programmes ,[object Object],Successful delivery of project outputs that enable benefits within time, cost and quality restraints.,[object Object],From OGC P3O web site http://www.p3o-officialsite.com/,[object Object]
A possible Structure – one of many!,[object Object]
Your mileage may vary!,[object Object],Organisational structures depend on,[object Object],total size,[object Object],available management skill sets,[object Object],range of duties associated with team leadership,[object Object],	So don’t take what I say or what ITIL says as gospel, consider how it will best work in your organisation!,[object Object]
But what about the people?,[object Object],ITIL says we need skilled people…,[object Object],What skills?,[object Object],How will we define and test them?,[object Object],For which job roles?,[object Object],To what level?,[object Object],	Plenty of questions, but ITIL V3 does not give us the answers!,[object Object]
Best practice to the rescue – SFIA,[object Object]
SFIA Model ,[object Object],Two dimensions,[object Object],Skill areas,[object Object],Levels of Responsibility,[object Object],These can the be mapped to job roles to fully describe IS/IT skill levels,[object Object],Current version of SFIA is V4,[object Object]
SFIA Skill areas,[object Object],Eighty eight skill areas covering:,[object Object],Strategy & architecture,[object Object],Solution development and implementation,[object Object],Business change,[object Object],Service management,[object Object],Service Strategy,[object Object],Service Design,[object Object],Service Transition,[object Object],Service Operation,[object Object],Procurement & management support,[object Object],Client interface,[object Object]
SFIA Levels of Responsibility,[object Object],Follow,[object Object],Assist,[object Object],Apply,[object Object],Enable,[object Object],Ensure/advise,[object Object],Initiate, influence,[object Object],Set strategy, inspire, mobilise,[object Object]
SFIA Example – Change Management,[object Object],Skill area:,[object Object],The management of change to the service infrastructure including service assets, configuration items and associated documentation, be it via request for change (RFC), emergency changes, incidents and problems, so providing effective control and mitigation of risk to the availability, performance, security and compliance of the business services impacted.,[object Object]
SFIA Example – Change Management,[object Object],Levels:,[object Object],Level 3Develops, documents and implements changes based on requests for change. Applies change control procedures.,[object Object],Level 4Assesses analyses, develops, documents and implements changes based on requests for change.,[object Object],Level 5 Develops implementation plans for dealing with more complex requests for change, evaluates risks to integrity of infrastructure inherent in proposed implementations, seeks authority for those activities, reviews the effectiveness of change implementation, suggests improvement to organisational procedures governing change management. Leads the assessment, analysis, development, documentation and implementation of changes based on requests for change.,[object Object],Level 6Sets the organisation's policy for the management of change in live services and test environments, and ensures that the policy is reflected in practice.,[object Object]
Summary,[object Object],ITIL V3 provides significant additional meat in the area of people and organisation, but not enough.,[object Object],Other sources of best practice can make a very significant contribution to our knowledge in these areas.,[object Object],The trick is understanding how all these best practices and standards “click together”.,[object Object],Organisational structure is not a panacea, but is part of an overall service management approach, as part of the “Four Ps” – people, product, process & partners.,[object Object]
Questions ?,[object Object]

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