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SESSION 804 Friday, November 3,10:15am - 11:15am
Track: The Specialist
ITSM Governance Is Imperative to Succeed
Thorsten Manthey Director, TCS [email protected]
Session Description Here’s a fact: ITSM governance is imperative to the success of ITSM programs. This session will describe what must be done to establish a comprehensive ITSM governance framework to ensure long-term success and return on ITSM investment. Join us to find out what governance roles should be defined, what each role is accountable for, how escalation is managed, the communication channels necessary, and the required organizational structures needed to succeed.
Speaker Background Thorsten Manthey is passionate about IT Service Management, ITSM governance and cultural and organizational transformation. Thorsten has worked across multiple industries including health care, pharmaceutical, oil and gas, financial services, insurance and telecommunications in North America, Europe and Scandinavia. Thorsten holds a Master’s degree in Computer Science and Engineering and is an ITIL V3 Expert and ITIL V2 master, and a Certified Change Management Professional (CCMP). Thorsten speaks English, German and Swedish and is an international speaker and presenter.
ITSM Governance is Imperative to Succeed
Ensuring clear roles, responsibilities, accountabilities, escalation paths and thresholds are defined for IT Service Management.
Establishing a Strategic Process Roadmap.
What is ITSM Governance?If you ask 10 people what ITSM Governance is, you will likely get 11 different answers…
The Beast
Governance vs. Management
• Management plans, builds, runs and monitors activities in alignment with the direction set by the governance body to achieve the enterprise objectives.
• Governance ensures that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.
COBIT 5: A Business Framework for the Governance and Management of Enterprise IT
Process Manager vs. Process Owner
The Process Manager is concerned
with the management of the process
(e.g. day-to-day execution,
measurements, documentation,
training etc.)
The Process Owner is concerned
with the govern the process
(e.g. set direction, prioritization,
goal setting, decision making
etc.).
Both roles are required but can in some cases be executed by the same person.
ITSM Governance – An Actionable DefinitionThe organizational structures that need to be put in place, the
roles that need to be assigned, responsibilities and
accountabilities for each role, the meetings and councils to
be established to manage escalations and defined thresholds
in order to operate and govern IT Processes, Technology
Platforms and IT Services within our IT organization.
This is a very “actionable” definition of ITSM Governance I have used in some organizations
1. Establish Organizational Structures
2. Identify and assign Roles
3. Make sure Responsibilities & Accountabilities are clear
4. Set up Meetings & Councils to communicate and share info
5. Manage Escalations and defined Thresholds
6. Define a clear scope (Processes, Technology & Services)
IT Strategy & Vision• Strategic Plans• Business Alignment• Vision & Mission
Process Manager and Technical Review Council (PMTRC)
Process Manager / Technology Review (Operationally responsible for a
consistent execution/integration)
Process Meetings for each ProcessPractitioners / Process Engineers
(across organization / functional areas)
Process Owner and Architecture Council (POAC)
Process Owner / Platform Architect (Strategic & long term goals. Strategic
Roadmaps)
IT Governance Board (ITGB)
Process Operation• Process Execution• Process Documentation• Process Training• Automation & Technology• Monitoring & Reporting of
KPIs and Metrics
Process Strategy• Strategic Process Roadmap• Strategic Platform Roadmap• 12-month rolling plan• Set process / platform goals,
scope and future maturity• Prioritization and decisions
Threshold for escalation• Impacting >1 processes• Tool / Process integrations• Process Input / Output
Threshold for escalation• Funding request e.g. >$1• New tools / technology• Tool customization• Staff changes / updates• Strategic process impact
Threshold for escalation• New funding e.g. > $25.000• New tools / technology• Organizational changes• Strategic / Roadmaps
Consolidated Strategic Roadmaps
ITSM Governance Framework Focus Escalation(Examples only, organizational specific)
PMTRC
POAC
ITGB
IT and Business Leaders(Business and IT Vision)
SME
John Co
nfi
g M
anag
er
Fred
2. John, that is a great idea but I must check with the other processes e.g. Change and the Problem process that will be affected by this change / modification of the CI attribute.
SME Process Manager
Process Manager and Technology Review Council
1. The Configuration Management process would improve if I could modify this Attribute to the ABC CI. I will ask Fred, my Process Manager, if we can do that in the tool.
Escalation8. If no resolution can be found in the PMTRC or a thresholds is breached it is escalated to the Process Owner and Architecture Board
STRATEGICTACTICAL
PMTRC
Fred
Co
nfi
gura
tio
n
Man
agem
ent
PaulPro
ble
m M
anag
emen
t
EricaCh
ange
Man
agem
ent
CarlaInci
den
t M
anag
emen
t
David Pla
tfo
rm /
Te
chn
olo
gy
4. Fred, great idea! I think it will improve my process as well.
5. Fred, I think this will work if we do the following changes to the CI Attribute you are proposing…
6. Incident Management.Wait I am also impacted…
7. ServiceNowThat should be a simple configuration change. No problem!
POAC
Pla
tfo
rm A
rch
itec
t
JeanPro
cess
Ow
ner
Mary
8. I think this is in line with the ITSM Strategy
8. Platform Strategic direction is validated
Escalation
In the PMTRB3. Paul & Erica, How would the modified CI Attribute affect your process?Would you be ok with this improvement?
Engagement at the correct level within the ITSM
Governance Framework
Example: Modifying a CI Attribute
IT Governance Board
• Funding• Strategy Change
IT a
nd
Bu
sin
ess
Lead
ers
hip
Process Owner andArchitecture Council
ITSM Roadmap
Change Ticket
Assign Roles – Do We Need To Hire All These People?
• Do we have to hire all the people in this new Governance Framework being implemented? (Process Managers, Process Owners, Platform Owners etc.)• We have NO budget for this!!
• We are already working at 100% capacity, who is going to do all this work?• I have no extra staff to assign for this!
Qu
esti
on
s I o
ften
Rec
eive
…
You are already doing all (or most) of this work in one form or another but not as structured and formal!
You are structuring the work, making it “official”, and individuals will be recognized for their efforts (assigned Process Roles etc.)
Responsibilities & AccountabilitiesProcess Manager1. Responsible for planning and coordination of all tactical
and operational activities
2. Responsible for the process / procedure definition, development, documentation, implementation, execution and improvement
3. Custodian of process related documentation and training material
4. Champion for consistent processes and tool usage, and ensures standardization, integration, and consistency
5. Monitors and measures the quality and content of the delivery and output of the process
6. Dedicates time to the process and develops expert process knowledge
Process Owner1. Accountable for the strategic direction
and long term goal of the process
2. Accountable for the overall performance and results of the process
3. Responsible to define process scope and goals
4. Accountable to ensure support and commitment of resources
5. Assisting in assigning a Process Manager
Detailed Role descriptions can be downloaded from my web page: http://www.tmanthey.com/speaker.html
Feeding the Beast…
• The beast feeds on anything that is not clear, confusing or lacks structure and guidance.
• It will drain the organization of progress and ensure no continuous improvement takes place.
The Information gap between IT leadership and IT operations
You can eliminate (kill) this beast, but how?
The Information gap between IT leadership and IT operations
Process Managers and PractitionersExecuting the Process day-to-day
IT Strategy & Vision
INFORMATION GAP
Process Managers and PractitionersExecuting the Process day-to-day
IT Strategy & Vision
StrategicProcess
Roadmap Bri
dgi
ng
the
Info
rmat
ion
Gap
Process Owner
Bridging the Information gap
Value PropositionStrategic Alignment Alignment with IT’s & Business Vision and Goals End-to-end Customer and Service focus
Long Term Strategic Focus People: Staffing levels, required skills, training, communications
Process: Execution, improvements, integrations, automations
Technology: Tool changes/updates, new requirements/capabilities
Vendor/Partners: Contracts, SLAs, Strategic relationships
Focus on Business Value Identifying the most urgent business issue that must be improved
Customer needs vs. tactical tool/process “fixes”
Optimized Process for Improvements and Investments Coordinated approach from all Process Owners to focus on the “right” improvements vs.
many “one-off” requests from Process Managers (not a holistic approach)
IT Leadership can decide which investments to be prioritized (IT Governance Board) based on IT Strategy and Vision
Steps to Develop a Strategic Process Roadmap
Answer the Strategic Process Roadmap
Questionnaire
2
+
Review Process Assessment findings,
CSI register, Customer feedback
etc.
3
+Understand and
Execute the Accountabilities of
Process Owners
1
4 3-year Strategic outlook plan
PopulateTemplates
12-month rollingTactical plan
Key Activities & Milestones
Understand and Execute the Accountabilities of Process Owners1. Accountable for the strategic direction and long term goal of the process Set short term (12-month rolling) and long term (3 years) process goals Define current maturity baseline and future process maturity level to be
reached
2. Accountable for the overall performance and results of the process
3. Responsible to define process scope and goals
4. Accountable to ensure support and commitment of resources
5. Assisting in assigning a Process Manager
1
Answer the Strategic Process Roadmap Questionnaire• The Excel workbook consist of questions a Process Owner should ask
themselves for each process they own.
• This is only a starting point but provides great guidance
Workbook with questions• Workbook contains detailed instructions
• Questions in five domains: People, Process, Technology, Governance and Partners
• The Process Owner must identify process specific questions for their process
2
Review Process Artifacts, Information & Data
• There is usually a lot of existing information and data a Process Owner can use as input to the Strategic Process Roadmap.
3
Process Assessments
Customer Feedback CSI RegisterOngoing Initiatives
• IT Strategy & Vision• Business Strategy• BRM feedback
Strategy & Vision Additional Data
Populate Templates4
1-page Summary, 3 year focus
1-Page Milestone Details
1-page 12 Month Rolling Plan
Lessons Learned
Define clear Roles and Responsibilities / Accountabilities (RACI)• Process Managers / Platform Manager• Process Owners / Platform Owner / Enterprise Architecture• IT Governance Board / IT Leadership
Define the ITSM Governance Framework • Formalize Roles (empower roles, e.g. formal roles for career path)• Set up Councils (Process Manager Council, Process Owner Council etc.)• Define Escalations (Who do I escalate to?)• Define Thresholds (When do I escalate?)• Agree on Decision Rights (Who can decide? What can they decide on?)
Start with a few processes and adapt… (Crawl, Walk, Run)
Questions
Add to your toolbox• Process Manager Responsibilities
• Process Owner Accountabilities
• Strategic Process Roadmap Templates
• This Presentation
• Article: Implement Strategic Process Roadmaps or keep feeding the beast
• To download templates go to: http://www.tmanthey.com/speaker.html
Thorsten Manthey – Session [email protected]: (617) 513 0000