Secrets to a Successful ITIL Implementation

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1 1

Secrets to a

Successful ITIL

Implementation

IBM Canada Ltd itSMF Upper Canada Conference

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Agenda

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IBM ITSM Services and Experiences

_{IBM ITSM Services and Experiences}

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Case Study 1

_{Case Study 1}

–

IBM Services

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A successful IT Service Management initiative

should be based on a lifecycle approach

ITIL V3 Lifecycle

based framework

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Successful design & implementation is based on

building a solution from previous experiences

Process Model (ITIL / ITUP)

SM Adoption Model

SM Reference Architecture

Services Reference Model

IT Business Management IT Operations Business Driven Development Business-IT Alignment IT Service Management IT Governance IT Development Service Provisioning Resource Management Capacity Management Financial Management Release Management

Service Asset Management

Configuration Management Asset Management Discovery Service Request Management Service Level Management IT Portfolio Management Service Management Foundation Change Management Problem Management Knowledge Management

Service Quality Management

Availability Management Service Continuity Management Performance Management Service Monitoring Business System Management Event Management Service Request Service Execution & Choreography Service Catalog User Contact Management Incident Management Reporting & Dashboards Operational Monitoring Service Provisioning Resource Management Capacity Management Financial Management Release Management Service Asset Management Configuration Management Asset Management Discovery Svc Request Mgmnt Service Level Management IT Portfolio Management Service Mgmnt Foundation Change Management Problem Management Knowledge Management

Service Quality Management

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Open Process Automation Library (OPAL) IBM Global Technology Services Ecosystem of System Integrators and Business Partners IBM Tivoli Unified

Process (ITUP) Best Practices

Tivoli Change and Configuration

Management Database (CCMDB)

Server, Network & Device Management Storage Management Security Management Business Application Management Service Delivery Financial & Asset Management Information Lifecycle Management Business Resilience Service Support

A Comprehensive Approach to IT Service Management

IT Service Management Platform IT Process Management Products IT Operational Management Products

IBM IT Service

Management

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Although solution approaches vary from custom to

accelerated, all must consider the key building blocks

You need well

You need well--trained people armed with the right information to execute welltrained people armed with the right information to execute well--defined, technologydefined, technology-

-enabled processes to deliver high

enabled processes to deliver high--quality services to the business functions they supportquality services to the business functions they support

People

People z

z Roles, teams and functionsRoles, teams and functions

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z Skill requirementsSkill requirements

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z Job descriptionsJob descriptions

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z Performance indicatorsPerformance indicators

Process

Process z

z Technology and information requirementsTechnology and information requirements

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z Policies and governancePolicies and governance

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z Process designProcess design

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z Detailed workflowsDetailed workflows

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z Workflow implementationWorkflow implementation

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z ProceduresProcedures

Information

Information z

z Information requirements Information requirements

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z Data modelData model

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z Information flowsInformation flows

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z Interfaces and integrationInterfaces and integration

z z MeasurementsMeasurements z z ReportsReports Technology Technology z

z ITSM architectureITSM architecture

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z Tool requirementsTool requirements

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z Tool evaluation and selectionTool evaluation and selection

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z Tool installationTool installation

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z Staffing levelsStaffing levels

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z Resource acquisitionResource acquisition

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z Training curriculumTraining curriculum

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z Staff trainingStaff training

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z Development environmentsDevelopment environments

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z Customization and integrationCustomization and integration

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z TestingTesting

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z DeploymentDeployment

For each of these work products and deliverables we start with t

For each of these work products and deliverables we start with templates derived from emplates derived from our experiences around the world

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Critical Success Factors

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z Active Management participation in championing the project. EnsActive Management participation in championing the project. Ensure everyone ure everyone understands why an ITIL based Service Management environment is

understands why an ITIL based Service Management environment is being built (i.e. being built (i.e. the business objectives)

the business objectives) –– and that it is not ITIL for ITILand that it is not ITIL for ITIL’’ss sakesake

z

z Establish and maintain momentum. Shifting to a services oriented, processes based Establish and maintain momentum. Shifting to a services oriented, processes based environment often takes 5 or more years to complete. Build an o

environment often takes 5 or more years to complete. Build an overall plan and then verall plan and then develop and manage to achievable annual goals.

develop and manage to achievable annual goals.

z

z Ensuring any solution includes a balanced combination of process, organization, and Ensuring any solution includes a balanced combination of process, organization, and technology. Build and maintain a Service Management mechanism

technology. Build and maintain a Service Management mechanism with clearly with clearly defined roles, accountabilities, and decision rights

defined roles, accountabilities, and decision rights

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z Identify a Service Management Architect responsible for overseeing the Service Identify a Service Management Architect responsible for overseeing the Service Management environment, including integration across current and

Management environment, including integration across current and proposed Service proposed Service Management initiatives. Ensure initiatives are linked with info

Management initiatives. Ensure initiatives are linked with information being shared rmation being shared across all service management processes

across all service management processes

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z Enable metrics that measure quality as well as performance –Enable metrics that measure quality as well as performance – for a user, satisfaction for a user, satisfaction is not having to call the help desk in the first place, and not

is not having to call the help desk in the first place, and not necessarily how fast the necessarily how fast the call was resolved

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Lessons Learned

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z Ensure project governance mechanisms are clearly understood and communicatedEnsure project governance mechanisms are clearly understood and communicated

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z Build ongoing, regular twoBuild ongoing, regular two-way communication with all stakeholders impacted by the -way communication with all stakeholders impacted by the initiative

initiative

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z Allow time between process deployments for cultural change to beAllow time between process deployments for cultural change to be absorbedabsorbed

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z Encourage IT staff to use project documentation (i.e. user guides) rather than the Encourage IT staff to use project documentation (i.e. user guides) rather than the project team to help build self sufficiency. Ensure documentati

project team to help build self sufficiency. Ensure documentation is clear but conciseon is clear but concise

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z Establish clear objectives and milestones for the project. Ensure there are regular Establish clear objectives and milestones for the project. Ensure there are regular opportunities for evaluation and mid

opportunities for evaluation and mid--course correctionscourse corrections

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z Provide adequate training for not only the process being deployed, but also in service Provide adequate training for not only the process being deployed, but also in service management and how the pieces fit together

management and how the pieces fit together

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z Minimize complexity Minimize complexity –– processes containing 6-processes containing 6-12 steps are easier to adopt and 12 steps are easier to adopt and manage than those with 25 or 30 steps

manage than those with 25 or 30 steps

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z Build and publish a standard vocabulary so when stakeholders communicate, their Build and publish a standard vocabulary so when stakeholders communicate, their messages are clearly understood (Service, Process, Service Catal

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Case Study #1

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Brian

LaButte

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A consultant with IBM's Global Technologies Services. In his 24

_{A consultant with IBM's Global Technologies Services. In his 24}

years with IBM, Brian developed extensive experience with system

s

management tools, ITIL best practices processes, systems and

operational productivity improvement projects.

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As a certified ITIL Service Manager, Brian works with clients wi

_{As a certified ITIL Service Manager, Brian works with clients wi}

th

diverse I/T requirements in many industries to improve their ser

vice

management environments to achieve maximum return on their I/T

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Property Management Company

Project

Service Support and Delivery Program

Description

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z IBM has assisted in the definition and deployment of a Service SIBM has assisted in the definition and deployment of a Service Support and upport and Delivery Program. The program is a 2

Delivery Program. The program is a 2-year plan that consists of 10 projects that -year plan that consists of 10 projects that will implement many of the Service Support and Service Delivery.

will implement many of the Service Support and Service Delivery. The solution The solution was implemented on Remedy technology.

was implemented on Remedy technology.

Benefits

¾

¾ Organization is much better equipped to provide a high quality of servicesOrganization is much better equipped to provide a high quality of services

¾

¾ Despite a mid-Despite a mid-project downsizing that resulted in 33% less staff, the ServiceDproject downsizing that resulted in 33% less staff, the ServiceDesk esk continued to meet their service level targets and growing their

continued to meet their service level targets and growing their call volumes due to call volumes due to the increased efficiencies

the increased efficiencies

¾

¾ Able to resolve user issues in a much timelier basis, which ultiAble to resolve user issues in a much timelier basis, which ultimately reduces the mately reduces the impact of incidents to the business

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Case Study #2

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Mike Popovic

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Senior Vice President of Createch. Responsible for the Asset an

_{Senior Vice President of Createch. Responsible for the Asset an}

d

Service Management Business Unit of Createch, based in Hamilton,

ON.

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Mike has been in the Asset Management and Service Management

_{Mike has been in the Asset Management and Service Management}

industry for over 20 years. The last 10 working mostly with Max

imo,

and the last 3 focusing on Service Management and the Maximo

ITAM and ITSM product lines.

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Createch is a Channel and Services Partner of IBM, and is one of

_{Createch is a Channel and Services Partner of IBM, and is one of}

the most successful such partners with IBM

…

this year winning the

Tivoli Americas Channel Challenge award.

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Createch has implemented over 40 Maximo installations, and most

_{Createch has implemented over 40 Maximo installations, and most}

recently implemented Maximo Service Management and Service

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About Bell Canada

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Bell Canada is Canada's largest telecommunications company.

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In its 127

’

th year of business

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Over 28 million customer connections,

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Telecom infrastructure services residential and business custome

rs across

Canada.

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Under the Bell brand, the Company's services include:

_{Under the Bell brand, the Company's services include:}

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z local, long distance and wireless phone serviceslocal, long distance and wireless phone services

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z high-high-speed and wireless Internet accessspeed and wireless Internet access

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z IP-IP-broadband servicesbroadband services

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z information and communications technology servicesinformation and communications technology services

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z direct-direct-toto--home satellite and VDSL television serviceshome satellite and VDSL television services

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Other BCE holdings include Telesat Canada, a pioneer and world l

eader in

satellite operations and systems management, and an interest in

CTVglobemedia, Canada's premier media company

…

. and The Createch

Group!

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The Challenge

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In recent years, the telcom industry has been faced with increas

_{In recent years, the telcom industry has been faced with increas}

ing

regulatory demands and stiffer competition.

Managing costs while at the

same time servicing customers to ensure high retention rates and

customer

satisfaction is a constant battle.

z z DeregulationDeregulation z z CompetitionCompetition z z VOIPVOIP z

z Mobile Phone NetworksMobile Phone Networks

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z …… the old business model is in unrecoverable declinethe old business model is in unrecoverable decline

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The company is responding to competition, by optimizing and dive

rsifying its

business. With this objective it is seeking out its competitive

advantages.

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Since 2001 Bell has been offering

_{Since 2001 Bell has been offering}

Managed Network Services, but to the

larges enterprise in the country

…

and each service is customized for that

particular customer.

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z Custom and costly business model.Custom and costly business model.

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Bell see

_{Bell see}

’

s large opportunities in Managed Network Services, but needed a

different business model:

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z Existing customers contracts were to be renewed, but the environment has Existing customers contracts were to be renewed, but the environment has changed a lot since the fist contracts were signed 5 years ago:

changed a lot since the fist contracts were signed 5 years ago:

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z Customers have a better understanding of the service they wantCustomers have a better understanding of the service they want

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z Customers are not prepared to pay Customers are not prepared to pay anyany““cost pluscost plus””for the servicefor the service

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Accomplishments

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Objective was to develop a standardized service offering for Man

aged

Network Service, that could give Bell a competitive advantage, a

nd that

could deliver a consistent, ITIL compliant, service delivery mod

el:

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z Looked at Remedy, Provance, Peregrine, inLooked at Remedy, Provance, Peregrine, in-house systems.. Etc.-house systems.. Etc.

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z Bell Canada is the largest Remedy shop in North AmericaBell Canada is the largest Remedy shop in North America

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z Selected Maximo ITSM in 2006Selected Maximo ITSM in 2006

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z Pink Elephant ITIL CertifiedPink Elephant ITIL Certified

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z Asset Management strengthsAsset Management strengths……

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z Ease of Plug and Play and Interfacing with other applications (SEase of Plug and Play and Interfacing with other applications (SOA)OA)

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z Bell has many legacy applicationsBell has many legacy applications

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z Service Provider capabilitiesService Provider capabilities

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z Pricing flexibility, contractual obligation, billing capabilityPricing flexibility, contractual obligation, billing capability

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z Self Service componentSelf Service component……they liked the way customers had visibility to assets and they liked the way customers had visibility to assets and could issue orders directly and online.

could issue orders directly and online. z

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In an effort to stay competitive in the Managed Network Services

_{In an effort to stay competitive in the Managed Network Services}

space,

Bell Canada has deployed:

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z Maximo ITSD Maximo ITSD

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z Maximo ITAMMaximo ITAM

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z Maximo Self Service Maximo Self Service

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z Maximo Service Provider Industry Solution (as completed by CreatMaximo Service Provider Industry Solution (as completed by Createch)ech)

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z ITIL Compliant processesITIL Compliant processes

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z Visional DiscoveryVisional Discovery

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Benefits Realized

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z Allowed Bell to incorporate and enforce Service Management Best Allowed Bell to incorporate and enforce Service Management Best Practices (eg. ITIL +)Practices (eg. ITIL +)

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z Through workflow automated processes, escalation and notificatioThrough workflow automated processes, escalation and notification processesn processes

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z Service Catalog forced them to think about and clearly define thService Catalog forced them to think about and clearly define the service they are providinge service they are providing

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z SLA forced them to think about and clearly define the service leSLA forced them to think about and clearly define the service levels that they are defining, and helped them vels that they are defining, and helped them set expectations with customers

set expectations with customers

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z Have an ITIL compliant process, that they can take to Market!Have an ITIL compliant process, that they can take to Market!

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z Allows Bell to offer very flexible and/or per use based pricing.Allows Bell to offer very flexible and/or per use based pricing.

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z Before preBefore pre--set monthly fees.. Customer were demanding per use pricingset monthly fees.. Customer were demanding per use pricing

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z Before, either push back on customer, or do it manually at greatBefore, either push back on customer, or do it manually at greatexpense!expense!

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z Billings have increased because:Billings have increased because:

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z Everything is tracked and billed Everything is tracked and billed ––nothing is missednothing is missed

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z Customer can see more details behind the chargesCustomer can see more details behind the charges

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z Customers received a bill preview and are given a chance to dispCustomers received a bill preview and are given a chance to dispute the billing before an invoice is productsute the billing before an invoice is products

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z Customer Satisfaction has gone up!Customer Satisfaction has gone up!

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z Bell can track service levels being achieved and proactively fixBell can track service levels being achieved and proactively fixproblemsproblems

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z Customers can track service levels being provideCustomers can track service levels being provide

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z Billing is much faster, less mistakes, and with Billing is much faster, less mistakes, and with ‘‘previewpreview’’customer objectives are handled procustomer objectives are handled pro--activelyactively

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z Customers like the Self Serve optionCustomers like the Self Serve option

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z Costs have gone down. Allows Bell to do more with lessCosts have gone down. Allows Bell to do more with less

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z Speed up and streamline billing procedures and requires less peoSpeed up and streamline billing procedures and requires less people to process, review and correct the billsple to process, review and correct the bills

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z Minimize days receivable by providing accurate and detailed billMinimize days receivable by providing accurate and detailed billing information, soon after billing period is ing information, soon after billing period is complete

complete

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z Automation through Maximo Workflow has streamlined the processesAutomation through Maximo Workflow has streamlined the processesso much, that less people can handle so much, that less people can handle more customers and more incidents and service requests

more customers and more incidents and service requests

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z System integrations have reduce the amount of double keying requSystem integrations have reduce the amount of double keying required. Maximo SOA made this easier to ired. Maximo SOA made this easier to develop. Integrations are more comprehensive and are working wel

develop. Integrations are more comprehensive and are working well. l.

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z Long TermLong Term

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z Increased visibility into the processes and KPIIncreased visibility into the processes and KPI’’s, so can now keep improving the process and/or reduce s, so can now keep improving the process and/or reduce costs

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