Starting & extending itil (coit)2

STARTING AND EXTENDING ITIL

Chris J Jones, MSEd.

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Starting & Extending

ITIL- A follow up from

Introduction to ITIL (COIT 2013)

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A Review…Last year at the 2013 COIT IT Summit: ITIL Introduction & Planning• Purpose of ITIL• Overview of ITIL• Processes & Lifecycles• PlanningAvailable at http://bit.ly/itil_coit

• IT exists to delivery value to our customers (internal & external)

• Value through services which convert capabilities & resources into “usability”

Purpose of IT

ITIL matters because better services = greater value for your organization

People

ProcessTechnology

IT Services Matter

ITIL Processes & Lifecycles

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FoundationsBuilding on a successful foundation:• Agreeing together

that this is what you are going to do

• Gather people who think outside the day-to-day

• Know key players & where they fit

Organizational

Vision

Stakeholders

(internal, external)

Process-thinkers

Govern-ance

Key Ingredients

Executive support

Champion(s) Training & Education

Realistic Expectations Endurance*

* NOT a “project” but a way of working

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“Services” DefinedStep #1 is always to figure out what it is you do to bring value to your customers:• Customer-facing terms• Meaningful groupings• Portfolio & Catalog• Foundation for any

process

Creating Process

INPUTS• Who/What

is needed

ACTIVITY• The steps

taken

OUTPUT• Results

(and new inputs)

Creating Process

Bottom-up communication

Top-down communication

• Often picking where to begin is one of the most difficult questions– Fairly common to

begin with Incident Mngt, but not a Service Desk “thing”

• Developing process is collaborative, iterative and much harder than you might think

Process example: Incident Management

Process example: Incident Management

Building BlocksYou will need new roles in your organization:

– New activities (process) require ownership, responsibility, emphasis, etc.

– RACI can help get you started

You may need new groups/teams in your organization

New teams may need new organizational structures to be successful

Organization

Teams

Roles

Changing CultureIn 2009, Dr. John Kotter (Harvard Business School) proposed 8 keys to leading change within an organization:

Urgency

Coalition

Vision

Buy-in

Empowering

Wins

Persistence

Culture

People3

Many people will not like all this structure:• Asking for new

behaviors• Defining process &

measuring compliance creates new accountability

• Need to find some personal benefit

“people first”

Measuring Success

“You can’t manage what you can’t measure…”

It is true, however, that you can manage it maturely when you start to measure…• Process execution

(incident, request, change)

• Financial accounting (service costing, service revenue)

REALLY?

Example Metrics

Example Metrics

Using ToolsUsually the first place people start…• Easy• Expedient,

and• Wrong!

Recommend:– Built for ITIL– Inherent

understanding of IT workflow and process, not just “tickets”

– Adapt, adopt, extend, invest

Tomorrow: Paige Duffey @ 11:15a“Using ServiceNow for ITSM”

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Process for PurposeThere is common hazard with taking ITIL too literally…

Use ITIL as a tool in your tool belt• It should serve you,

not the other way around

“ITIL says we should…”

Continual Improvement

Final lifecycle stage (strategy, design, transition, operations) is continual service (or process) improvement.• Service planning &

management are not a one-time thing

• Process, not a project– How do you make CSI

part of what you do vs a project?

Extending ToolsThere are a number of ways to add greater value or extend your tools…

AutomationCommunicationAction-ableSelf-service

Better RolesUse RACI to discuss, agree and execute on effective process is a good start.

Roles will evolve in the areas of:• Process• Functions• Leadership/Mngt/

Ownership

Questions & Discussion

Thank You

Chris-Jones@ouhsc.edu@itcxvision

Christopher-j-jones.tumblr.com

This presentation will be available athttp://www.slideshare.net/ckckjones