Ibm Iso20000
Ibm Iso20000
Ibm Iso20000
17 January 2011
Copyright IBM Corporation 2011
Agenda
Brief Introduction IBMs ITSM Approach to ISO20000 Commitment in ITIL / ISO20000 IBM HK Certification Experience Sharing
ISO/IEC 20000 consists of consists of 3 core principles and 13 service management processes
Service Delivery Processes 1. Requirement for a management system 2. Planning and implementing service management 3. Planning and implementing new or changed services Release Processes
9. Release Management 1. Capacity Management 2. Service Continuity & Availability Management 3. Service Level Management 4. Service Reporting 5. Information Security Management 6. Budgeting & Accounting for IT Services
Control Processes
7. Configuration Management 8. Change Management
Certification also includes proving compliance with requirements for Document Control, Training and Competence
Compliance covers all ITIL IT Service Management processes with the addition of key Management System processes:
Business Relationships Supplier Relationships Security Management Service Reporting
Compliance certification audits are performed against the Part 1 Specification only by independent and approved Registered Certification Bodies (RCBs)
It is clarified in ISO 20000 that Notes in Part 1 are not obligatory requirements This is important, as it was previously left at the discretion of the auditor for BS 15000
Draft copy for itSMF Hong Kong Chapter Conference 2011 Copyright IBM Corporation 2011
My company is planning to improve our IT Service Management and acquire ISO20000, but dont know how to
Typical questions from customer:
What capabilities are required and what strategies should be employed to improve service management effectiveness? What governance and organisational changes are required to improve service management at my organization? What does my organization need to do in order to improve cost effectiveness on service management and monitoring infrastructure?
So, how do you respond to these existing and new management challenges?
If youre about to take a trip in unfamiliar territory, you need to know three things 2. Where do I want to be? 3. Whats the best way to get there?
1. Where am I now?
A Service Management Strategy and Planning initiative to rapidly establish the strategic direction for service management at clients and to develop a program to improve the current service management capabilities Utilise a joint IBM and client workshop-based approach to ensure maximum involvement and buy-in Leverage IBM unique techniques and frameworks to rapidly establish the baseline and define the required capabilities
Service Management Strategy and Planning develops a strategic roadmap for implementing or improving IT service management
IBM Service Management Strategy and Planning Approach
1. Transition Planning 2. Orientation 3. Scoping & Preparation
Technology
People
Process
4. Execute
5. Integration
6. Readiness Assessment
Our first priority will be to confirm the scope and objectives of the project and define a detailed engagement plan
Stage 1 - Transition Planning
Purpose
To confirm scope and objectives of the project To set expectations, schedule meetings and workshops, and identify personnel involved
Plan the Engagement Design data collection package Hold Initial Kick-Off Meeting Engagemen t Objectives and scope
Schedule Meetings
Applications
Outputs
Detailed engagement plan
Summary
IBM Solution
IBM ITSM S&P framework IBM Project Management
We will gather sufficient information to understand the managed environment, priorities and current capabilities
Stage 2 - Orientation
Purpose
To prepare both management & IT team on upcoming project & expectations for service management To promote ITIL awareness via trainings
Outputs
Feedback forms
IBM Solution
ITIL v3 foundation trainings (certificate) ITIL Practitioner/Expert trainings (certificate) ITIL awareness workshop
We would assess the current environment to develop a baseline, identify priorities and build the case for actions Stage 3 Scoping & Preparation
Purpose
To analyse current management capabilities and evaluate the degree to which they are adequate to meet future requirements To establish and gain agreement to the priorities for improvement
Release Management is perceived as a sub-process of Change Management and quite effective, requiring minor refinement Change Management appears the most mature of the process surveyed, however improving the level of automation is now a priority Configuration Management has the largest gap to target of the surveyed processes
Drivers
A required competency for improving the business relationship SLAs are a fundamental enabler for other ITIL process i.e. Capacity management, Change Management, Availability Management A basis for continuous improvement
Potential Quick-Wins
Appoint a business owner to facilitate SLA negotiations Use the ITIL Framework project to get agreement of an initial service portfolio Run awareness raising sessions to promote SLA concepts including OLA, Ucs Review current 3rd party contracts to determine is service levels have been defined in these - incorporate in the SLA development Assign ownership of the process
Overall
Maturity
Problem Management is not perceived as a discrete process but is key to driving a more proactive approach to service support
Security Management Change Management Release Management Problem Management: Incident Management Configuration Management
Current Sum Target delta
Mature
Key Issues
3
Capable
Evaluate current management tools and automation Records Non-conformances for each Gap Assessment
Tool/Method Elements
Orgnl. Elements
Foundation
Delivery
Interfaces
1.00
2.00 Aware
3.00 Capable
4.00 Mature
5.00 World-class
Overall
Incident Management Service Level Management does not acknowledge all inter-process linkages IT Service Continuity Management and does not see all Availability Management incidents that enter the Capacity Management management environment IT Financial Management Service Level Management is the least mature process and is a major prerequisite for improving other processes
Unfocused
IT Finance Management process an area where RHB has some level of expertise, although some parts of this process are not performed
Aware
A Service Portfolio has yet to be agreed upon which SLAs can confidently evolve
1
Inhibitors
SLAs perceived to be a "stick" to punish the IT service provider Current state of the infrastructure is a barrier to SLA achievement
The ISP will address some of the desktop issues
Unfocused
Availability Management occurs on an as-required basis SLAs and improved monitoring tools are prerequisites for process improvement
Capacity Management process is performed on a Ad-Hoc basis and RHB does no realise the benefits it could deliver
IT Service Continuity is currently receiving some attention, but efforts are directed towards a point-in-time solution rather than a capable process
A large portion of the business and the majority of IS have yet to be engaged
Current IT Organisation
Management layer of uncertain value
Trish Morton Alan Spaul Joel Williams Steve Ahern
GM IT & Logistics
Peter O liver
Debbie Asplet
IT Administrator
4
8
IBM Solution
IT Service Management Assessment Report
Michael Vaz
Jim Sabine
Warren Sharpe
Janita Baldwin
Networ k Administrator
Brett Hart
Robert Mashiah
3
2
Systems Prgmr
Sam Drubetsky
Mahmud Haque
Input/Output Clerk
Denis Webst er
Rodney Scheffer
2 1
Responsibilities mix day-to-day and project responsibilities impacting ability to achieve change
FTE = 2 % - A lan Ray FTE = 2 % - Ray Lane FTE = 5 % - G ail Post FTE = 5 % - Mar k Davie s FTE = 2 % - S ue Ma rtin FTE = 5 % - G ail Elbourn e FTE = 2 0% - Shirley Ma keh am FTE = 5 0% - Peter Bateup FTE = 1 0% - Heid i Fry FTE = 3 0% - Jea nne De G raaf FTE = 6 0% - Alex Br atic
Input/Output Clerk
John Murphy
Jomark Domin go
0
Low
5
High
Potential Outputs
IT Service Management Assessment Report
Draft copy for itSMF Hong Kong Chapter Conference 2011
Slow system response time (mainframe and network) Frequent system freezes Invoicing delays
Nghi Dinh
Mark McCormick
Charle s Dilipkumar
X
Business unit resources acting as IT resources Absence of a function with responsibility for forward looking processes
inf rastructure architecture Justify of ferings & portfolio
Level of Satisfaction: 5 = Very Satisfied 4 = Satisfied 3 = Neither satisfied nor Dissatisfied 2 = Dissatisfied 1 = Very Dissatisfied
5) Deploy Solutions
No consistency of impact management Standards and documentation of change not apparent
Trainee Pr ogrammer
The primary focus should be on defining the service management strategy and required management capabilities
Stage 4 - Execution
Purpose
Design & build processes/tools to tailor ITIL/ISO2000 requirements To address the NCFs from previous stage result
Service Category: Development Services Service Group: Solution Consulting Description & Scope:
Review business opportunity/problem and identify technology alternatives that should be considered. In IT enabler models, this happens proactively as IT presents technology opportunities to the business.
User
Processes Activities:
Vendor Performance Reports Flat cost Contract/relationship Maintenance Number of errors by vendor per period
Procurement Administrator
Outputs
Action Plan Process Design Documents Automation tools implementation
Procurement Analyst
Deliverables:
Scope of research Identified technology and architecture options
Service Interfaces
Tools
Configuration/Asset Tool
IBM Solution
IBM PRM-IT process templates IBM Tivoli Service Request Manager (Maximo)
Service Workflows
IT Management System
IT Customer Relationships
IT Direction
Solution Development
Solution Deployment
Service Operations
IT Resilience
IT Administration
IT Management System
IT Strategy
Solution Requirements
Change Management
Service Execution
Compliance Management
Financial Management
IT Management Framework Design, Development and Implementation IT Management System Operation IT Management System Evaluation
Release Management
Security Management
Asset Management
Architecture Management
Solution Build
Configuration Management
Event Management
Availability Management
Risk Management
Solution Test
Capacity Management
IT Portfolio Management
Solution Acceptance
Incident Management
Facility Management
Workforce Management
Project Management
Problem Management
Knowledge Management
Workshop
2. Enhance type
IBM Process Template
+
Customer Existing Manual
Revalidation Workshop
IBMs process collaterals help kick-starting the development process so to save Customer effort defining requirements from scratch
Sample TOC (extracted from Change Management):
1. Introduction 2. Change Management Process Overview Mission Statement & Goals Scope Guiding Principles Process Flow Sub-process Activity Description Roles & Responsibilities Role Mapping Policies State Transitions Measurements/Reports Relationship with other processes
S122- Procure Hardware/ Software or Services
Vendor Performance Reports Flat cost Contract/relationship Maintenance Number of errors by vendor per period
Procurement Administrator
User
Procurement Analyst
Service Interfaces
Tools
Configuration/Asset Tool
4. Glossary
Workflows
Copyright IBM Corporation 2011
Tivoli ITSM enables IT organizations to manage, on a single unified platform, the critical IT business processes needed to deliver optimal service.
PinkVERIFY
Transition Planning
Orientation
Innovation
Pre-assessment Meeting
Process Improvement
Gap Assessment
Adoption
Awareness
Gaps Assigned
Certification Audit
Customer Satisfaction
Thank You
Copyright information
Copyright IBM Corporation 2008 IBM Global Services Route 100 Somers, NY 10589 U.S.A. Produced in the United States of America 06-07 All Rights Reserved IBM and the IBM logo are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. ITIL is a registered trademark, and a registered community trademark of the Office of Government Commerce, and is registered in the U.S. Patent and Trademark Office. IT Infrastructure Library is a registered trademark of the Central Computer and Telecommunications Agency which is now part of the Office of Government Commerce. Other company, product and service names may be trademarks or service marks of others. Use of the information herein is at the recipient's own risk. Information herein may be changed or updated without notice. IBM may also make improvements and/or changes in the products and/or the programs described herein at any time without notice. References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.