Before implementing any new system or a change, it
is impotent to understand that unless everyone is convinced and are part of it,
the change would never be successful.
Necessity+Vision+Plan+Resources+Competence = Change
Necessity+Vision+Plan+Resources+Competence = Resistance
Necessity+Vision+Plan+Resources+Competence = Confusion
Necessity+Vision+Plan+Resources+Competence = Chaos
Necessity+Vision+Plan+Resources+Competence
= Frustration
Necessity+Vision+Plan+Resources+Competence = FearRecommendations for Implementation
- It’s a marathon not a sprint; road-maps and workshops are helpful. While implementation takes on various forms from ongoing improvements to long-term projects, IT leaders, as a whole, noted an evolutionary mentality. Having a road-map for the direction of the IT organization was seen as particularly effective by demonstrating the achievements of long-term goals, and directing future decisions.
- Don’t underestimate the value of a good sales job. Effectively communicating the business value of process improvement optimization to the business was noted as a key to the success of many enterprises service management improvement projects. Selling improvements such as cost reduction or service improvements were both noted. Where IT was perceived as a maintenance organization cost-reduction seemed to be the greater selling point.
- Build IT credibility. Rather than reinventing IT, directors and CIOs were able to leverage the existing perception of IT, as a maintenance organization, as strength. If IT can succeed in the core activities which the business has come to expect of them, i.e. keeping the lights on, they can build goodwill and credibility with the business. Credibility makes the sales job easier when it comes time to gain support for process improvements which may not be perceived as mission critical to executives.
- Moving IT to a business-centric. IT delivery model is a process that continues to challenge small and midsized enterprises. Gauge the enterprise’s current ITSM maturity by learning why and how other small and midsize enterprises are moving to become service oriented.
ISO/IEC 20000
Standard for ITSM
ISO (the International Organization for
Standardization) and IEC (The International Electrotechnical Commission) form
the specialized system for worldwide standardization. National bodies that are
members of ISO or IEC participate in the development of International Standards
through technical committees established by the respective organization to deal
with particular fields of technical activity. ISO and IEC technical committees
collaborate in fields of mutual interest. Other international organizations,
governmental and non-governmental, in liaison with ISO and IEC, also take part
in the work. In the field of information technology, ISO and IEC have
established a joint technical committee, ISO/IEC JTC 1. International Standards
are drafted in accordance with the rules given in the ISO/IEC Directives, Part
2. The main task of the joint technical committee is to prepare International
Standards. Draft International Standards adopted by the joint technical
committee are circulated to national bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the national
bodies casting a vote. Attention is drawn to the possibility that some of the
elements of this document may be the subject of patent rights. ISO and IEC
shall not be held responsible for identifying any or all such patent rights.
ISO/IEC 20000-1 was prepared by BSI (as BS 15000-1) and was adopted, under a
special “fast-track procedure”, by Joint Technical Committee ISO/IEC JTC 1, Information technology, in parallel with its approval by national bodies of ISO and IEC.
ISO/IEC 20000 consists of the following parts, under the general title Information technology Service
Management:
Part 1: Specification
Part 2: Code of practice
This part of ISO/IEC 20000
promotes the adoption of an integrated process approach to effectively deliver
managed services to meet the business and customer requirements. For an
organization to function effectively it has to identify and manage numerous
linked activities. An activity using resources, and managed in order to enable
the transformation of inputs into outputs, can be considered as a process.
Often the output from one process forms an input to another. Coordinated
integration and implementation of the service management processes provides the
ongoing control, greater efficiency and opportunities for continual improvement.
Performing the activities and processes requires people in the service desk,
service support, service delivery and operations teams to be well organized and
coordinated. Appropriate tools are also required to ensure that the processes
are effective and efficient. It is assumed that the execution of the provisions
of this part of ISO/IEC 20000 is entrusted to appropriately qualified and
competent people. An International Standard does not purport to include all
necessary provisions of a contract. Users of International Standards are
responsible for their correct application. Compliance with an International
Standard does not of itself confer immunity from legal obligations.
ITSM Implementation – Typical
guideline
A
typical high level overview of an ITSM implementation structure encompasses the following:
1.
Determine
the current, existing IT infrastructure, processes, and services
2.
Develop
some desired future state of IT and the services that it needs to provide
3.
Architect
a "roadmap" that depicts how to get to the desired state from the
current state
4.
Determine
the steps needed to execute the "roadmap"
The ITSM
implementation framework for
each of the IT Service Delivery and Service Support areas listed above is a 5
phase model:
- Assessment - determine the current state and begin to collect and understand the metrics for the future desired state
- Architect and Design - develop a mature design for the future desired state
- Planning - develop those plans necessary to achieve the future desired state in a phased evolutionary fashion
- Implementation - implement and deploy the plans within IT and across the enterprise to achieve the future desired state
- Support - manage, maintain, and improve the future desired state being able to adaptively integrate enhancements as needed or required
Within
this framework, effectively
managing IT as an enterprise wide, service oriented entity typically comprises
one or more of the following separate and distinct perspectives:
- People - quantity and quality of expertise and knowledge
- Process - IT and organization specific practices, procedures, guidelines, etc. and the level of complexity and sophistication of them
- Technology - total logical and physical technology infrastructure consisting of hardware, software, communication networks, applications, DBMS, etc.
- Organization - internal and external business factors that affect IT, how IT and the organization interface, what is the organizations "corporate culture", what are the organization's direction and how does that affect IT
- Integration - how is IT integrated within the business model, what services does IT provide, how are the services provided, and how are best practices employed within IT
One
primary origin of ITSM can be found in the systems management services and
functions historically done in large scale mainframe environments. Through
constant refinement over the years these services and functions attained a high
level of maturity. Problem and change management, configuration management,
capacity planning, performance management, disaster recovery, availability
management, etc. are some examples. When examining the differences between
mainframe systems management services and ITSM, it becomes apparent that when
ITSM is applied in today's IT environment and across the enterprise the benefits
and sophistication of its best practices are highlighted and exemplified. Where
mainframe environments are typically centralized, ITSM is applicable to both
distributed and centralized environments. In addition, where mainframe services
are typically stand-alone and technology based, ITSM provides for integrated
services that are process based with a focus on satisfying business
requirements. Although managing the technology itself is a necessary component
of most ITSM solutions, it is not a primary focus. Instead ITSM addresses the
need to align the delivery of IT services closely with the needs of the
business. This transformation of a traditional "business - IT
paradigm" can be depicted by some of the following attributes:
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Business objectives, service level objectives, technology infrastructure and other areas play critical roles in any ITSM method paradigm and are presented and discussed in detail in ITSM Services. | |||||||||||||||||||||||||||||||||||
Critical Success Factors
How does ITIL help? Return On Investment – an example
For IT
30% reduction in incident volume
50% reduction in resolution time
25% reduction in resolution cost
Business
10% increase in service availability
Reduction in Time-to-Market
25% improvement in project cycle time (for changes)
50% reduction in volume of expensive emergency changes
Total customer satisfaction increase on end-to-end IT
services
Financial
10% reduction in TCO
5% reduction in overcapacity
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Author - Vijayakumar Reddy, CTO & Lead Trainer, A2A IMTCS Pvt. LTD. | |||||||||||||||||||||||||||||||||||
© Copyright 2015 A2A -
IMTCS. All rights reserved. www.iimtcs.in
The Swirl logo is a trade
mark of AXELOS Limited.
ITIL® is a Registered
Trade Mark of AXELOS Limited. www.axelos.com
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