How to ensure your itsm improvement programmes succeed

How to ensure your ITSM improvement

programmes succeed

Presented by: Peter Hubbard, Principal ITSM Consultant

Pink Elephant EMEA

Pink Elephant EMEA Ltd

Think Differently. Think Pink

How to ensure your ITSM improvement programmes succeed © Pink Elephant, 2016 All Rights Reserved.

ITIL® is a Registered Trade Mark of AXELOS Limited 2

Introduction – Peter Hubbard

Principal ITSM Consultant

Worked in ITSM for almost 20 years

Regular speaker at industry events

Worked in all sorts of organisations, large and small.

City of London

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Service Lifecycle Processes

SERVICE STRATEGY

Strategy Management For

IT Services

Service Portfolio Management

Business Relationship

Management

Financial Management For

IT Services

Demand Management

SERVICE OPERATION

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Functions

Service Desk

Technical Management

IT Operations Management

Application Management

SERVICE DESIGN

Design Coordination

Service Catalog Management

Service Level Management

Availability Management

Capacity Management

IT Service Continuity Management

Information Security Management

Supplier Management

SERVICE TRANSITION

Transition Planning & Support

Change Management

Service Asset & Configuration

Management

Release & Deployment

Management

Service Validation & Testing

Change Evaluation

Knowledge Management

CONTINUAL SERVICE IMPROVEMENT

Seven Step Improvement


ITIL® is a Registered Trade Mark of AXELOS Limited

The promised land…

State of Illinois: The implementation of a strong enterprise architecture and IT governance

programme in conjunction with ITIL saved the state over $130 million annually. Public CIO

State of North Carolina: The State of North Carolina’s IT department (ITS) made

improvements with ITIL in less than three months:

improved its ability to resolve incidents within their target timeframe by 32%

improved its ability to resolve Requests within its target timeframe by 20%

Sallie Mae: Began adopting ITIL Service Support processes in 2005, resulting in a reduction

in the length of Help Desk calls by 40% and improving the rate of first-call resolution to a

two-year high. Bank Tech News

Avaya: ITIL has helped the telecom provider cut their IT budget by 30% while also helping

to comply with Sarbanes-Oxley legislation. Their CIO now sits on the board, as IT is now

viewed as part of the business, and not just an operational cost. Techworld

Source: http://www3.pinkelephant.com/articles/TheBenefitsOfITILv26.pdf

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From Rocket Scientists to Micky Mouse

“ITIL is fostering NASA's

alignment with

recognition that

information is the most

important strategic

resource any organization

has to manage.”

Source: http://www.nasa.gov/offices/ocio/ittalk/06-2010_itil.html

“Parks & Resorts, the

largest division at the

Walt Disney Company, is

rolling out the IT service

management

methodology ITIL to help

the business give visitors

to the Disney resorts the

best possible

experience.”

Source: http://www.computerweekly.com/feature/IT-staff-learn-their-

ITIL-lines-at-Walt-Disney-Parks-Resorts

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So is ITIL Popular then?

Since 2011 almost

750,000 foundation

ITIL exams taken

Globally

Source: http://www.itil-officialsite.com/News/ExamStats.aspx

2013 2012 2011

Jan 16045 16165 14609

Feb 20008 19059 17186

Mar 24381 25286 22458

Apr 21143 20304 18667

May 22092 22514 21164

Jun 24068 23864 21978

Jul 21100 20433 19088

Aug 18280 19493 17918

Sep 23717 24158 23497

Oct 24768 25189 23055

Nov 25226 23900 24994

Dec 28292 22838 24948

Total 271,133 263,203 249,562

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ITIL programmes don’t have a good reputation

“ITIL stands for IT

Infrastructure Library, which

documents many IT best

practises and processes, and

the ITIL programme has had a

reputation of spending years

merely walking in circles”

The Phoenix Project (Kim, Behr &

Spafford) 2013

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Change Project Failure Rates

1995 Kotter published research showing that only 30% of change

programmes were successful

1998 Turner & Crawford published a study showing only 33% of change

programmes achieved partial or complete success

2005 Prosci published of study of 10,000 projects and found 29% were

successful

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2008 McKinsey report indicates that success

rate for change projects is still just 30%

2011 Standish Group report that the success

rate still just is 34%





We don’t need all of that….do we?

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A good vision acts as a guide

"Would you tell me, please, which

way I ought to go from here?“

"That depends a good deal on

where you want to get to," said

the Cat.

"I don’t much care where" said

Alice.

"Then it doesn’t matter which way

you go," said the Cat.

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Common Mistakes

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Mistake: There is no vision. No one is sure of what is

happening with ITIL and there are no clear answers.

What to do: Make sure the plan and focus for the ITIL

project is clear, so you can get buy-in or support. A vision

will also build momentum for the initiative. If YOU can’t

explain why your doing this and WHAT the future looks like

why on earth should anyone follow you?

Please note: A vision statement is NOT the same as a

coherent vision. It must spark a reaction of ‘I get it. I want to

go there too…’





Process Re-Engineering Changes Everything!

People

Enhanced skillsMulti-functional teams Values/beliefs Cultural biases Training Career development

Process Single point of accountability Logical group of activities Cross departmental Defined proceduresRepeatable, consistentGlobal standards

Management

Mgmt. commitment

Mgmt. participation

Compensation/rewards

Values/beliefs

Coaching/enabler

Career opportunities

Organisational design

Technology

Teamwork enabled

Service Management tools

Integrated data sharing

Knowledge management

Management information

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Don’t focus just on ITIL

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Mistake: The ITIL programme is treated as JUST an

ITIL programme…

What to do: Although ITSM (not just ITIL) knowledge is

important it’s not the only skillset you need:

• ITSM Skills

• Business Analyst Skills

• Project Management Skills

• Technology Skills

• Org Change Skills

• Etc…





It’s the people…stupid!

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“People don’t resist change – they resist BEING changed”

Peter Senge: The Fifth Discipline: Art and practises of the learning organisation

Mistake No. 10: We don't expect much resistance to ITIL.

We'll just tell them what to do.

What to do: People will resist change and need a reason to

change. Let your staff know what's in it for them. You're not

just changing processes with ITIL -- you're changing culture

and people, too.

Don’t forget the bonus system!





Its just BAU right?

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Mistake No. 5: ITIL is not a strategic project, so we can use existing

resources to implement it.

What to do: Create a formal project plan and identify the best resources

for the project, not just people who have free time. Create a "Dream Team"

of ITIL resources that includes the following:

• an executive sponsor

• steering committee

• Stakeholders

• process owner

• process manager

• project manager

• process advisor

• process team members

You’re changing the whole way your IT Department operates! Does that

sound like BAU?!





Mistake No. 7: We don't need an overall process strategy. Different process

teams can do their own thing and we'll worry about process integration later.

Let's just get it done.

What to do: Introduce document control and establish common templates for

all processes. Be consistent. Design your processes with integration in mind.

Mistake No. 4: We don't need an initial baseline. Let's just get started.

What to do: Figure out what you're trying to improve on. Have specific

targets identified and have examples of usable baseline methods such as

maturity assessment and change readiness assessment.





Questions?

[email protected]

[email protected]

www.pinkelephant.co.uk

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