November 12th -14th, HP Software Universe Hamburg, Germany 12 th - 14 th November

HP Software Universe November 12 th - 14 th, 2003 HP Software Universe Service Management in 30 Days Cornelis A. Winkler Prins senior consultant & partner Service Management Partners, Inc. and Geoff Evans director Partners in IT

page 3 November 12th -14th, 2003 HP Software Universe The Industry’s Perception IT Service Management has been around since the early 1980’s. The IT industry has learned a lot from its experience with Service Management. Service Management is now considered essential; without it, it is very difficult to control the level and cost of IT services. Unfortunately, many Service Management implementations have failed, or had limited success.

page 4 November 12th -14th, 2003 HP Software Universe Contents This presentation will review: – History of the 30-day implementation – Major risk factors – How these risks can be eliminated – How this makes a 30-day implementation possible – What customers should not accept from consultants In conclusion, 3 case studies will be reviewed, which have helped develop the 30-day implementation proposition The cases are: – Accenture / Medicines and Healthcare products Regulatory Agency – Manchester Airport – Steria / Defence Information Infrastructure

page 5 November 12th -14th, 2003 HP Software Universe History

page 6 November 12th -14th, 2003 HP Software Universe 3 Months 3 Months 4 Months 4 Months 5 Months 5 Months 6 Months 6 Months History 30 days

7 Risk Elimination

page 8 November 12th -14th, 2003 HP Software Universe Risk Factors There are several reasons why Service Management implementations fail: – Lack of senior management commitment – Unable to reach consensus on process definitions – Processes cannot be supported by a tool – Tool customization takes too long – Resistance from IT specialists – Inadequate training of IT specialists

page 9 November 12th -14th, 2003 HP Software Universe Risk Elimination Lack of Senior Management Commitment – Do not start a Service Management implementation until senior management understands its importance and is willing to support it. – Ask senior management to send an to all IT managers and specialists. This must state the commitment of senior management to Service Management.

page 10 November 12th -14th, 2003 HP Software Universe Risk Elimination Unable to Reach Consensus on Process Definitions – Use a detailed set of field-proven processes to get started – Set-up a board that will review and approve improvement requests after the organization has had some experience with the processes (and the supporting tool) – This completely eliminates the process definition phase of the Service Management implementation

page 11 November 12th -14th, 2003 HP Software Universe Risk Elimination Processes Cannot be Supported by a Tool – Ensure that the field-proven processes can be supported by a Service Management application – Do this before starting the implementation project

page 12 November 12th -14th, 2003 HP Software Universe Risk Elimination Tool Customization Takes too Long – Ask for a preconfigured database for the Service Management application – This database should contain all settings to ensure that the Service Management application can efficiently support the field-proven processes. – This completely eliminates the tool customization phase of the Service Management implementation

page 13 November 12th -14th, 2003 HP Software Universe Risk Elimination Resistance from IT Specialists – Ensure that the specialists receive an from senior management indicating senior management’s commitment to Service Management – Provide specialist with practical instructions, rather than academic guidelines – Make these instructions readily accessible on the organization’s intranet, rather than handing out thick process documents – Give the specialists a tool: that is pleasant to work with of which the GUI can be personalized

page 14 November 12th -14th, 2003 HP Software Universe Risk Elimination Inadequate Training of IT Specialists – Because training is normally provided towards the end of the implementation project, it is often compromised because: the deadline needs to be met there is not enough budget left – Avoid this by eliminating the process definition and the tool customization phases – Minimize the training effort required by ensuring that: the processes are common sense, rather than an intellectual challenge that the terminology used to describe the processes is not confusing (e.g. incident / problem) the tool is configured to prevent people from making mistakes

page 15 November 12th -14th, 2003 HP Software Universe Risk Elimination Summary – Ask senior management to send an to all specialists stating its commitment to Service Management – Obtain a set of processes to eliminate the process definition phase – Ensure that the processes: are field-proven are common sense provide practical instructions that are readily accessible for reference use easy to understand terminology – Obtain a preconfigured database with tool settings for complete and efficient support of the processes

page 16 November 12th -14th, 2003 HP Software Universe Benefits Apart from eliminating all major risks, the benefits are: – Process definition phase eliminated Significant time savings (approx. 60 days) Significant cost savings (external process consultant) Avoids internal arguments and frustration Avoids unsatisfactory compromises – Tool customization phase eliminated Time savings (appox. 10 days) Cost savings (external tool consultant) – Implementation project team can concentrate on training

page 17 November 12th -14th, 2003 HP Software Universe Result A Service Management implementation project can be completed in 30 days A major portion of this time is dedicated to training Because the processes, the tool, and the implementation plan are field-proven, and because all major risk factors are eliminated, the implementation is always successful

page 18 November 12th -14th, 2003 HP Software Universe Can’t we just use ITIL ?

page 19 November 12th -14th, 2003 HP Software Universe ITIL The IT Infrastructure Library (ITIL) provides the guidelines for organizations that want to define their Service Management processes. It does not provide the processes themselves. Even the processes are not enough, however. They will need to have detailed work instructions behind them to provide a practical benefit to the people who are expected to follow the processes. Naturally, ITIL also does not provide tool settings. Hence, ITIL is not enough. Organizations are still expected to do a lot of work. TheoryTheory HP OpenView Service Desk GuidelinesGuidelines ProcessesProcesses ProceduresProcedures Work Instructions Tool Settings Service Management Tool ITIL GAP Alignability

20 External Experts

page 21 November 12th -14th, 2003 HP Software Universe Hiring External Experts Before you hire external Service Management experts: – Review their processes Ensure that the processes come with detailed work instructions (steer clear of high-level models). Ensure that the work instructions specify how the tool should be used. – Ask them which tool they recommend Do not pay for a tool selection. They are the experts; they should know from experience which tool is best for you. Ask to see their tool settings that support their processes. – Make sure that they do not change your organizational structure This is hardly ever necessary. It will only cost a lot of money, and will result in a lot of organizational unrest. – Ask for a detailed project plan as part of their proposal Do not pay for the development of a project plan. If they have done this before, they should be able to provide this to you. – Ask for a fixed price If they do not want to implement for a fixed price, the risk is probably too high.

page 22 November 12th -14th, 2003 HP Software Universe Case Studies

page 23 November 12th -14th, 2003 HP Software Universe Learning from Experience Accenture for Medicines and Healthcare products Regulatory Agency (MHRA) Manchester Airport Steria for Defence Information Infrastructure (DII)

page 24 November 12th -14th, 2003 HP Software Universe Accenture for Medicines and Healthcare products Regulatory Agency Outsource contract began Jan 1 st 2003 Required integrated helpdesk by 1 st April Also required full operations management (OVOW, NNM, etc.) Started 15 th January. Finished 31 st March APM modification and agreement 50 days Implementation 30 days Learning Experience: APM does not need modification and agreement can be achieved before the project starts

page 25 November 12th -14th, 2003 HP Software Universe Britain’s 3 rd largest Airport All OpenView products previously purchased covering Operations Management and Service Desk APM introduced at start of engagement Investment made in communication in Project kick-off All products implemented within agreed timescales Service orientation and business to IT alignment Role changes required more work Learning Experience:Preparation is critical and you cannot communicate too much.

page 26 November 12th -14th, 2003 HP Software Universe Britain’s largest IT project

page 27 November 12th -14th, 2003 HP Software Universe Britain’s largest IT project – DII All processes defined before the engagement About to be reviewed by consultancy at £40K APM accepted instead and it goes a lot further Tight contractual timescales met Reporting definition was a big job Learning Experience: 1). The APM saves 6 months and a lot of money 2). Reporting can be a project in it’s own right

page 28 November 12th -14th, 2003 HP Software Universe Conclusion

page 29 November 12th -14th, 2003 HP Software Universe 30 day service management proposition Best practice is the goal Get the technology and the processes in place as fast as possible Put all your effort into making the team achieve best practice results

page 30 November 12th -14th, 2003 HP Software Universe More Information Partners in IT Mr. Geoff Evans 5 Milbanke Court Milbanke Way Bracknell, Berkshire, RG12 1RP United Kingdom Tel:+44 (1344) Fax:+44 (1344) URL: Service Management Partners, Inc. Mr. Cornelis A. Winkler Prins Scooter Bug Lane Auburn, CA U.S.A. Tel:+1 (530) Fax:+1 (530) URL: