© 2007 Jupitermedia Corporation Aligning via IT Service Management April 12, :00pm EST, 11:00am PST George Spafford, Principal Consultant Pepperweed Consulting, LLC “Optimizing The Business Value of IT”

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© 2007 Jupitermedia Corporation Main Presentation

© 2007 Jupitermedia Corporation Agenda An overview of ITIL ITIL and Quality ITIL v3 Update The Value of Service Level Management –Services and the Service Catalog –Understanding how Goals, Objectives and Services Relate –The Need to Negotiate –Continuous Improvement For a copy of today’s webcast PPT, please –George at: –Kendra at:

© 2007 Jupitermedia Corporation The fundamental objective of ITSM is to deliver services that meet customer requirements And to do this we need timely accurate information

© 2007 Jupitermedia Corporation What ITIL Represents ITIL is the de facto standard approach towards IT Service Management Yes, it is a collection of best practices but it is far more than that It is about IT delivering quality services that meet the needs of the organization IT services enable business processes that, in turn, enable the business to meet goals It is a fundamental shift from a focus on technology to a focus on customer service and quality The processes may take 1-2 years to implement but 2-3 years of consistent and unrelenting work for the culture to truly change

© 2007 Jupitermedia Corporation Quality, Alignment and ITSM Quality means conformance to requirements – Phil Cosby This means –IT must understand the customer’s requirements –IT must meet the customer’s requirements The constant quibbling of business-IT alignment is an indicator of quality problems A culture of ITSM can help begin to address alignment issues by understanding the needs of the business and working together This isn’t a project. It isn’t a fad. It isn’t a collection of books –It’s a change of perspective and of culture

© 2007 Jupitermedia Corporation The ITIL Books 1.Introduction to ITIL 2.Service Support (Operations) 3.Service Delivery (Requirements and Monitoring) 4.Planning to Implement Service Management (Metrics and Process Maturity) 5.Security Management 6.The Business Perspective 7.ICT Infrastructure Management 8.Application Management 9.Small-Scale Implementation 10.Software Asset Management My stack of the first 9 books is five inches thick, weighs 15.6 pounds and cost over $1,000 USD

© 2007 Jupitermedia Corporation Service Support, Delivery & Security

© 2007 Jupitermedia Corporation ITIL v3 Version three (ITIL v3) set for release on May 30 th Roadshow to begin June 5 th in London You do not need to wait – the core principles are the same Five books arranged as a lifecycle –Service Strategy Value nets, adaptive strategies, managing uncertainty, strategy selection –Service Design Policies, architecture, models, outsourcing –Service Transition Service and Organizational Change, Release, Config, Risk Mgt –Service Operation Incident and Problem Management, alerting, new functions –Continuous Service Improvement Business cases, Portfolio Alignment, Metric selection This is truly exciting!

© 2007 Jupitermedia Corporation The Value of Service Level Management “The goal for SLM is to maintain and improve IT Service quality, through a constant cycle of agreeing, monitoring and reporting upon IT Service achievements and instigation of actions to eradicate poor service – in line with business or cost justification. Through these methods, a better relationship between IT and its Customers can be developed.” -- ITIL Service Delivery Volume

© 2007 Jupitermedia Corporation Services vs. Applications It’s not just applications that are delivered to the business Need hardware, software, people, documentation, contracts, facilities, etc. These combine and relate to one another in the form of services Everything in ITIL is a Configuration Item (CI) –Hardware, software, people, facilities, services, data records, documentation, contracts, etc.

© 2007 Jupitermedia Corporation But what should IT offer and why?

© 2007 Jupitermedia Corporation A System Has a Goal A system is a collection of functional units assembled to attain a goal. If there isn’t a goal, then there isn’t a system!

© 2007 Jupitermedia Corporation The need is to align functional area objectives with the goals of the organization and IT services with the needs of the functional areas

© 2007 Jupitermedia Corporation Unoptimized Vectors

© 2007 Jupitermedia Corporation Perfect Alignment

© 2007 Jupitermedia Corporation Business Functional Area Objectives Must Align for Optimal Productivity

© 2007 Jupitermedia Corporation Groups in IT Must Align As Well One big challenge for some organizations is the sub-optimization that results when “shadow IT” groups are allowed to flourish outside of the formal IT structure.

© 2007 Jupitermedia Corporation Goal-to-Objective Mapping Use the Ishikawa Cause and Effect Diagram Start with the Goal(s) and work towards Functional Area Objectives (FAOs) How does each area support the goal with their objectives? How do teams support the objectives? What services does IT provision to enable the functional areas and teams? Look for mismatches in Causality? Ask “Why” repeatedly if need be Visio has a template under “Business Process” It is the thought process that matters the most – not the graphic!!!!!!!!!!!!! Only go as deep as you need to establish causal relationships

© 2007 Jupitermedia Corporation Illustrative Goal to Objective Map

© 2007 Jupitermedia Corporation The intent of Goal-to-Objective mapping is to understand and document relationships plus identify and ultimately resolve discrepancies. This map is ideal for identifying IT services, existing or needed, as well.

© 2007 Jupitermedia Corporation Service Catalog The Service Catalog tracks the services provided to the business Initially just a list of what all is done (often not everything is known before the effort) Akin to a laundry list or menu of what is offered, associated costs, service levels, etc. Answers the Business Questions of: “What do you do for us?” and/or “What do you offer?” Answers IT’s Questions of: “What do we offer?” or “Do we offer this specific service they are asking about?” What outsourcers have that internal IT frequently lacks

© 2007 Jupitermedia Corporation Service Level Agreements Business Needs Drive –IT Service Requirements, which Drive Component Configuration Item (CI) Requirements Business Needs –Are Identified In Service Level Requirements (SLRs) SLRs must then be reviewed and discussed within IT and Vendors – “What can we really do and what are the costs?” –The Service Level Manager (role) must negotiate the Service Level Agreements (SLAs) with the business The SLM must not simply roll over and agree to everything always Requirements and the cost to meet them must make business sense!! –None of us would spend $1,000 to make $10 with some degree of uncertainty The SLM must be a skilled negotiator

© 2007 Jupitermedia Corporation SLA Components Want as few SLAs as possible Services in the Service Catalog should be covered (eventually) –Per the first bullet, you do not need one SLA for each service but ideally multiple services covered by a relatively few number of SLAs Simplicity is very important Wording should be understandable for everyone Can have SLAs and separate Service Specification Sheets that get into the details Covers things like: –Business Impact –End user locations –Availability –Performance –Capacity –Incident Management –Security –Data retention –Regulatory compliance requirements –Agreed upon monitoring methods –Review schedule –Associated costs (chargeback model if appropriate)

© 2007 Jupitermedia Corporation SLM Activities Negotiate SLAs for new or changed services Review performance –Service breaches –Near breaches Negotiate, Set, or Renew –Operating Level Agreements (OLAs) [internal groups] –Underpinning contracts (UCs) [vendors / third parties] Launch Service Improvement Programs (SIPs) as needed Conduct Business Review meetings (Quarterly for example) –How did we do? –What could we do better? –By the way, here are some things we are doing … (marketing!) How can we improve the four E’s? –Efficiency, Effectiveness, Economy or Equality

© 2007 Jupitermedia Corporation Continuous Improvement Is Key Like any process, you must pick a place to start and actually begin –70% solutions Understand what you need and pursue that Refine services as processes mature It’s a journey –Your organizations will evolve –Your service offerings must evolve to support the needs of the business * Adapted from ITIL Service Support Graphic

© 2007 Jupitermedia Corporation Thank you for the privilege of facilitating this webcast George Spafford Principal Consultant Pepperweed Consulting Optimizing the Value of IT Daily News Archive and Subscription Instructions

© 2007 Jupitermedia Corporation Questions?

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