Merging Processes and Standards Swindon BCS 15 May 2008 Andrew Watson Chief Information Officer ACPO Lead - ITIL

BTP Britain’s only National Uniformed Force Firsts –to make an arrest using Technology –to have dogs –to have a women's section One of the oldest Forces in the world Britain’s most bombed Force

ITIL

The Question Why would I want to merge processes and standards?

Keep the information flowing

Keep the blood flowing

The Challenges of a CIO Keep the blood flowing (especially to those small extremities!) Fix everything immediately Limited Resources Unreasonable users (that do things you weren’t expecting) Unreasonable organisations Do all of the above and be innovative and cut costs!

Journey

The Question Why would I want to merge processes and standards?

The Challenges of a CIO Keep the blood flowing (especially to those small extremities!) Fix everything immediately Limited Resources Unreasonable users (that do things you weren’t expecting) Unreasonable organisations Do all of the above and be innovative and cut costs!

The Challenges of Policing Prevent crime happening (especially the ones you didn’t know about!) Solve all crimes immediately Limited Resources Unreasonable criminals (they don’t tell you before they commit crimes!) Unreasonable customers Do all of the above, do school visits and walk the beat!

…and then lock them up Chase and catch bad people that have done bad things.... Traditional Policing

Modern Policing Stop bad people doing bad things ….. …. before they happen

Modern Policing Intelligence Led Target limited resources Reduce reactive work Be reactive ready National Intelligence Model

Uniformed Action Surveillance Refer More Analysis What is someone actually going to do about this Results become intelligence 5x5x5 Source trust level Sharing code Location Level 1 – Local 2 – Regional 3 – National/ International Problem profiles Assessment Document Tactical Options Use all known sources of intelligence Tasking Plan Tactical assessmentGrade it National Intelligence Model Take everything you know

Use all known sources of possible future work  Incident Management  Problem Management  Change Management Grade Trusted Probable Hearsay / Rumour Level 1 – Local - LAN 2 – Multi Site – WAN 3 – External Business Meetings Legislation Business Strategies Projects Press/ Media Programme Management Results become intelligence Ignore Note for the future Task Change Request R&D Project Policy/ Procedure Force/ Dept Issue Business Case Commission Work Develop a tasking plan Do an assessmentGrade it Technology Intelligence Model Take everything you know

PRINCE Programme Management

Plan what you are going to do Agree the product Write your vision Risk assess the plan Act by changing the planPlan What you do Do what you plan Keep checking the doing and the plan If required act by changing the plan Keep checking the plan Is doing the doing still going to deliver the plan? Do what you have planned Programme Management Plan ActDo Check

Plan what you are going to do Agree the product Write your vision Risk assess the plan Keep checking what you are doing Are you doing what you planned? Reassess risks Is doing the doing still going to deliver the plan? Do what you have planned Programme Management Plan Do Check

Plan what you do Do what you plan Keep Checking the doing Vs the plan If required Act by changing the plan Act by changing the plan Programme Management Plan ActDo Check Benefits and Impacts (TIM) Easy Training Principals not process Scale

Risks –Things that might happen Issues –Risks that have manifested themselves Effectiveness –Number of issues that were identified Risks Define – risk and owner Granularity Probability/ Impact Assessment Action Residual Risk Review Regularly Embed it! People Process Technologies Facilitated Sessions Avoid Blind Risk Transfer Risk Management

Governance Purpose –Comfort for the CIO –Keep focus Passive information gathering Trust but Verify трест, но проверяет

Governance Focus on the basics to start with –Internal Targets –Firmly Expand scope over time –Formal SLAs –More and External targets

Governance Evolve but avoid frequent changes Maturity –Searching to sharing –Softer Touch –Learning Opportunity

Techstat

Processes and Standards ITILNIM PDCA Risk Management Governance

The Original Question Why would I want to merge processes and standards? Benefits

Soft Benefits CIO Comfort –No surprises Business Happiness –Clarity of Services –Consistent Delivery Challenging but achievable workload –“Good Busy” Fewer Surprises

Hard Benefits 500% increase in service desk calls 200% increase in first time fix Staff Utilisation - 92% No IT Staff in top 10% of internet users Change in approach –1/3 of all calls open for more than 3 months – 2005 –Current average of 7% out of SLA across all calls ICT Support off the business problem list –staff survey st of 7 on the issues list – th of 11

Straplines This is not rocket science All good models are just good sense All models are wrong None fit perfectly in some sense for your business Models were not written for you, your experiences, your circumstances or your current organisation status

Advice Models can be made to work Get Leadership and Sponsorship Map your processes boundaries Be honest about your weaknesses Research Options, Pick carefully, Test and Implement Simple is probably best Never be satisfied Be wary of Snake Oil Salesmen …and that may be me!

Questions