Many ITSM initiatives fail because they are unable to demonstrate value to the business. One reason for this is that ITSM is treated as a project and not a program. the three critical steps for embedding ITSM into your organization. Assess your current state as a catalyst for change Design practical processes to drive business value Govern your processes with an eye on continual improvement Regardless of where you are in your ITSM journey, this lively and interactive discussion will get you thinking about ways to make your program a success!

1. 3
Steps
to
ITSM
Success:
How
to
deliver
las7ng
business
value
March
14,
2013

2. Three
Steps
to
ITSM
Success:
How
to
Deliver
Las7ng
Business
Value
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for
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3. Today’s
Hosts
David
Mainville,
Co-­‐founder
Rafael
Alencar,
Marke7ng
Navvia
Navvia
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4. Live
from
beau7ful…
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5. Housekeeping
QA &
Type
Your
Ques7ons
Here
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6. Helping organizations Navigate IT and Business
Process Complexity Via our tools and services
Combining
fresh
ideas
with
14
years
of
ITSM
success
Navvia is a division of:
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7. The Navvia Business Process
Management Toolkit
SURVEY DESIGN VERIFY LEARN
hXp://navvia.com/tools/test-­‐drive/
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8. When
you
need
the
help
we
are
here!
• Virtual
Consul5ng
-­‐
access
to
ITSM
and
Process
help
when
you
need
it
• Onsite
Consul5ng
-­‐
From
strategy
through
to
process
assessments,
design
and
implementa7on
• ITSM
Tool
Implementa5on
• Onsite
ITSM
Educa5on
-­‐
a
robust
curriculum
of
ITSM
courses
delivered
on-­‐
premise
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9. David
Mainville
• 32
Years
in
IT
Service
Management
– Field
Engineer
– Customer
Support
Manager
– Director
ITSM
Services
– ESM
Solu7ons
Architect
– ESM
Prac7ce
Director
– CEO
&
Co-­‐founder
Navvia
• TwiXer:
@mainville
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2013
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10. Why
do
you
think
ITSM
programs
fail?
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11. The
vendor
says
no
need
for
process,
it’s
“out
of
the
box”….
…It
takes
too
long
&
it
is
hard
work
We’ll
just
do
a
“lif
and
shif”
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
suppor7ve…
…It’s
SaaS,
just
turn
it
on
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12. Three
Steps
to
ITSM
Success
Assess
–
as
a
catalyst
for
change
Design
–
to
drive
business
value
Govern
–
with
an
eye
on
CSI
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2013
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13. 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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14. 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
informa7on
flowing
• During
Interviews
and
Workshops
– Never
miss
the
opportunity
to
sell
the
why
• Valida7on
sessions
and
final
report
are
your
opportunity
to
shine
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15. Assessments
–
An
approach
Interviews
Workshops
Ques7onnaires
Observa7ons
ITSM
Strategy
&
Plan
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2013
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16. Assessments
-­‐
Building
a
roadmap
Future
Organiza7onal
State
Change
Technology
Deployment
Process
Enhancement
Quick
Wins
Current
State
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19,
2013
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17. Assessments
-­‐
Management
report
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2013
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18. Assessments
–
In
summary
• It’s
not
about
the
score
• Assessments
are
an
opportunity
to
communicate
value
and
drive
change
• Ques7onnaires
are
only
one
small
part
of
an
assessment
• Spend
7me
with
people.
Ask
ques7ons
and
make
observa7ons
• Base
recommenda7ons
on
findings
and
observa7ons
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19. Process
Design
• Can’t
be
done
in
a
vacuum
• Must
engage
the
stakeholders
• Must
balance
best-­‐prac7ce
with
prac7cality
• Must
drive
out
requirements
for
automa7on
• Must
also
get
down
to
the
procedural,
tool
and
data
level
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19,
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20. Design
-­‐
Don’t
start
from
scratch
• What
are
you
doing
today
from
a
process
perspec7ve?
• Are
there
templates
or
standards
you
can
leverage?
• What
is
being
employed
in
other
areas
of
your
organiza7on?
• Can
you
leverage
other
programs
(ISO,
Six
Sigma…)
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19,
2013
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21. Best
prac7ces,
by
their
very
nature,
are
absent
of
your
company's
organiza7on,
business,
cultural
and
technology
requirements
To
realize
the
full
benefits,
organiza7ons
must
re-­‐introduce
their
own
reality
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19,
2013
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22. Design
-­‐
Don’t
try
this
on
your
own
• Processes
built
in
a
vacuum,
in
isola7on,
will
not
get
adop7on
• People
need
to
understand
“why”
• Do
you
understand
your
stakeholders
requirements?
• Are
you
actually
making
things
beXer
for
people?
• Balance
consensus
with
gerng
things
done
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23. Design
-­‐
What’s
in
it
for
me?
“Why
should
I
embrace
your
vision
or
change,
what’s
in
it
for
me”?
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19,
2013
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24. Design
-­‐
Everyone
has
their
own
perspec7ve
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
Those
users
just
don’t
my
budget,
I
can’t
fund
understand!
new
projects
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19,
2013
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25. Design
-­‐
Who
needs
to
be
involved?
Steering
CommiXee
Stakeholders
S.M.E.’s
Core
Team
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26. Design
-­‐
Simultaneous
process
&
technology
Process & Technology - You can’t do one without the other!
Process
Path
Technology
Path
Process Design Timeline
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19,
2013
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27. “It’s
seldom
the
tool
that’s
the
problem”
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2013
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28. Design
-­‐
Business
outcomes
Start
Here
Business
Tools
and
Requirements
Processes
Outcomes
Technology
Not
Here
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19,
2013
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29. Design
-­‐
Don’t
be
a
technophobe
• Out
of
the
box
seldom
works
• Map
business
outcomes
to
tool
and
data
requirements
• Iden7fy
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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19,
2013
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30. Design
-­‐
Detailed
requirements
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31. Design
-­‐
Don’t
forget
to
validate
• Itera7ve
process
design
• Use
of
“show
&
tell”
sessions
• Watch
out
for
scope
creep
• Validate
ofen
and
get
sign
off
against
requirements
• Be
wary
of
“I
didn’t
agree
to
that…”
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19,
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32. Design
-­‐
Remember
to
educate
• Training
fosters
adop7on
of
the
processes
• Build
an
educa7on
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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33. Process
design
-­‐
In
summary…
• Don’t
design
your
processes
in
isola7on
• Get
the
right
people
involved
• Balance
consensus
building
with
execu7on
• Simultaneous
process
&
technical
design
• Gather
the
requirements
to
tailor
the
tool
• Remember
to
educate
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34. Governance
• Maximize
value
from
the
organiza7ons
significant
investment
in
IT
• Support
complex
regulatory
requirements
• Sarbanes-­‐Oxley,
Basel-­‐II
• Third
party
cer7fica7ons
• ISO20000,
SAS70…
• Con7nual
Service
Improvement
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2013
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35. 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
combinaBon
of
frameworks
for
ITSM
governance
• Defines
a
standard
for
a
Service
Management
System
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36. Governance
-­‐
Roles
• Prescrip(ve
role
assigns
authority
and
accountability
• Audit
role
reports
on
compliance
to
process
owners,
execu7ves
and
directors
• CoordinaBon
role
assigns
and
coordinates
the
governance
tasks
• Monitor
role
tracks
governance
repor7ng
for
the
audit
role
An
ITSM
“Program
Office”
or
“Governance
• User/Provider
roles
execute
the
Board”
is
the
ideal
place
to
center
your
governance
tasks
governance
acBviBes
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2013
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37. Governance
-­‐
An
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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38. Governance
-­‐
Service
delivery
Actual
Service
Levels
Desired
Service
Levels
— Ungoverned
processes
“wear
down”
over
7me
— The
result
is
service
variability
versus
consistency
— More
effort
to
manage/less
customer
sa7sfac7on
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19,
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39. Governance
-­‐
In
summary…
• Define
the
controls,
policies
&
standards
then
make
people
accountable
• Define
your
governance
organiza7on
and
structure
• Define
the
controls
&
frameworks
you
are
required
to
report
against
• Governance
is
key
to
CSI
• Governance
of
cloud
applica7ons
means
extending
your
controls
to
your
vendor
– Remember,
you
are
s7ll
accountable
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40. Assess
Design
Govern
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41. Our
Social
Media
Links
TwiLer:
GoNavvia
Facebook:
Navvia
LinkedIn:
Navvia
SlideShare:
GoNavvia
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19,
2013
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42. hIps://navvia.net/OpenSurvey/default.aspx?UniqueID=c29d4bad-­‐a36e-­‐4cf3-­‐9652-­‐58073ccf6c93&Email=webinar
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19,
2013
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43. Thank You!!
David
Mainville
dmainville@navvia.com
TwiXer:
@mainville
navvia.com/resources
February
19,
2013
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2013,
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