ITIL CSI 2011 Vernon Lloyd

(1)

ITIL CSI 2011

Vernon Lloyd

(2)

International Client Director

Fox IT

Vernon Lloyd

(3)

30/11/2011 CSI Improved - How ITIL 2011 will benefit IT 3

Here is Pooh Bear,

coming downstairs now,

bump, bump, bump, on the

back of his head, behind

Christopher Robin.

It is, as far as he knows,

the only way of coming

downstairs, but sometimes

he feels that there really is

another way, if only he

could stop bumping for a

moment and think of it.

AA Milne

Without change there is no innovation,

(4)

ITIL 2011 a reminder

(5)

New Edition

• Not 4.0; not 3.1; but 2011

• 5 core books released on

July 29

th

• Introduction quite soon

• KEGs and other pocket

guides in a few months

• No trumpets

• No capitals

(6)

30/11/2011 CSI Improved - How ITIL 2011 will benefit IT 6 More Swirls More Swirls Official Seal of Approval Official Seal of Approval Same Organic Mysteries Same Organic Mysteries 2011 Edition Title 2011 Edition Title

Highlights

(7)

In & Out

• In scope

– Clearer roles & responsibilities

– Ensuring consistent presentation of processes – Standardize glossary definitions & their use in text

– Consistent chapters across lifecycle and much more on interfaces

• Out of scope

– Completely new concepts

– Any change that would invalidate current use of ITIL, either in adoption or certification

• Many previously confusing diagrams have been replaced or

(8)

An example – Service Portfolio

2007

Service Catalogue Market spaces Service concepts Customer outcomes Service Design Service

Transition _OperationService

Third-party catalogue Resources engaged Return on assets earned from Service operation Resources released

Common pool of resources

Retired Services Service Pipeline

(9)

The same diagram - 2011

Business and market opportunities Technology opportunities Customer requests for new services Service improvements _Service pipeline Service catalogue Retired services

(10)

CSI

•

Seven-step improvement process

– Now has 7 steps

– Documented as every other ITIL process

– Relationship with Plan-Do-Check-Act more explicit •

CSI model renamed CSI approach

•

CSI register introduced

•

Improved interfaces between CSI and other lifecycle stages

•

Lots of small improvements

•

Measuring and reporting not defined as processes now covered in

chapters 3&5

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Seven-step improvement

PLAN DO ACT CHECK Data Information Knowledge

Wisdom 1._• Identify strategy for improvement_Vision

• Business need • Strategy • Tactical goals • Operational goals

2. Define what you will measure

3. Gather the data • Who? How? When? • Criteria to evaluate

integrity of data • Operational goals • Service measurement

4. Process the data • Frequency? • Format?

• Tools and systems? • Accuracy?

5. Analyse the information and data

• Trends? • Targets?

• Improvements required?

6. Present and use the information

• Assessment summary? • Action plans?

• Etc.

(12)

Analyzing the data

• Data analysis transforms the information into knowledge of events that are affecting an

organization

• During analysis the following questions need to be answered

– Are there any clear trends?

– Are they positive or negative trends? – Are there underlying structural problems? – Are changes required?

– Are we operating according to plan? – Are we meeting targets?

– Are improvements required?

• Analysts also need to ask

– Is this good or bad? – Is this expected?

(13)

CSI approach

13

How do we keep the momentum going?

What is the vision?

Where are we now?

Where do we want to be?

How do we get there?

Did we get there?

Business vision, mission, goals and objectives

Baseline assessments

Measurable targets

Service and process improvement

Measurements and metrics

(14)

Where are you now?

• Need to assess the current situation – techniques

include

– Gap – SWOT – CMMI – Benchmark – Risk – ISO/IEC 20000 audit

• What are you assessing

– Processes (don’t be restricted by ITIL but use it as guidance)

– Organization structure and capabilities including roles and responsibilities – Technology

(15)

Assessments – advantages and risks

• Advantages include

– The provision of an objective perspective of the current operational process state compared to a standard model

– The provision of a repeatable process giving results which can be compared to previous assessments

– Assists in comparing company process maturity to industry benchmarks

• Risks include

– An assessment is only a snapshot in time

– Organizations may strive to achieve maturity scores rather than improve effectiveness and efficiency of the process

– Assessments can be very labour intensive

– Although an assessment attempts to be objective, the results are still the opinion of the assessor

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Type of assessment – internal or

external

•Lack of objectivity (internal agendas)

•Little acceptance of findings

•Internal politics

•Limited knowledge or skills

•Resource intensive

•Assessment often needs a fresh set of eyes

•Detracts from the day job

•No expensive consultants

•Self-assessments available for free

•Promotes internal cooperation and communication

•Good place to get started

•Internal knowledge of environment

•Can repeat exercise in future at minimal cost, using newly acquired skills

•Cost

•Risk of acceptance

•Limited knowledge of existing environments

•Improper preparation affects effectiveness

•May not be there to see it through to the end – witness the results, good or not

•Objectivity

•Expert knowledge

•Broad exposure to multiple IT organizations

•Analytical skills

•Credibility

•Minimal impact to operations

Disadvantages Advantages

In

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rn

a

l

-E

x

te

rn

a

l

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Method

• Don’t assume knowledge • Plan the initiative carefully

– Raise awareness to alleviate fears – Organization chart

– Rooms and meetings – Capturing data

• Interview service provider staff at all levels

– You need to prepare questions but do not be restricted by them – Be wary of what they say

(18)

Method

•

Seek confirmation of findings

– In documentation

– By attending meetings

– Following or initiating the process – By observing

(19)

Consideration of required maturity

levels

(20)

Output

•

Prioritized list of recommendations for improvement – input to the CSI

Register

•

Roadmap for improvement

•

Regular assessment of changing current situation

•

Full re-assessment every 1 or 2 years

(21)

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CSI register

• CSI register will record all the improvement opportunities

• It will be a coordinated and consistent view of the many

improvement opportunities

• Each opportunity should

– Be categorized by size (amount of effort)

– Be defined as a long, medium or short term aim – Show the benefits that will be achieved

(23)

CSI register

(cont.)

Date required by To be actioned by Raised by

Justification

KPI metric (n% reduction in failures) Priority

Description

Timescale (short, medium, long) Size (small, medium, large)

Date raised

Opportunity number

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Return On Investment

• “Sounds like a good idea” is no longer an acceptable way of

making a decision of whether or not to proceed with an

improvement

• Organizations today want to see a solid business case for

expending resources on improvement

• This, however, can present some challenges

– Limited experience in identifying measurable benefits

– Lack of understanding about the difference between a benefit and ROI

– Tangible and intangible benefits are difficult to distinguish – no intrinsic value in a service

– Success criteria are inadequately identified or measurement is not straightforward – Failure to progressively measure and monitor benefits and returns

(25)

ROI Examples for ITSM

• Average incident costs the business £50

– By using problem management techniques we can reduce repeat incidents by 10 per week

– 10*50*52 = £26,000 per year

• Reduce failed changes by 40% by better process and

testing

– 1,000 changes per month 10% fail = 100 reduction = 40 changes – Average cost of failed change = £2,500 * 12 = £30,000 per year

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Value chain

Value added Value realized

•

If IT wants to show that it has added value, it must link its activities to

where the business realizes value

(27)

What needs to be considered?

•

The business objectives

•

The business/IT alignment

•

Organizational change

•

Clear ownership for the processes

•

Integrated technology

•

Evidence of success (CSFs and KPIs)

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The ITIL lifecycle

• The better the strategy the more cost effective delivery will be

• The better the design the less the need for rework

• The better the transition the less chance of failure

• The better the operation the happier IT customers will be

• The better the CSI activities the better the business will be

Vernon Lloyd 2011

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