1. Serving IT up with ITIL By Thane Price

2. IT is the laboratory’s pit crew  Goal : Make technology transparent while accomplishing valuable internal customer outcomes For the individuals who work on Mark's team, there is nothing more rewarding than helping create and/or service a fast car, a car that is capable of winning races.

3. Start your engines (Agenda) 1.How is ITIL framework like a playbook 2.How will we know if we’ve won 3.How to begin – It’s about the services 4.How does the strategy relate to value 1.How is ITIL framework like a playbook 2.How will we know if we’ve won 3.How to begin – It’s about the services 4.How does the strategy relate to value

4. IT Service Management (ITSM) and IT Infrastructure Library (ITIL)  ITSM - Capabilities to deliver value through services (like project management)  Both - Managing services over their lifecycle  Both - Business / IT Integration  ITIL - Five Books  ITIL - Framework 27+ processes  ITIL - Organization can mature  ITIL - Covers entire lifecycle  ITSM - Capabilities to deliver value through services (like project management)  Both - Managing services over their lifecycle  Both - Business / IT Integration  ITIL - Five Books  ITIL - Framework 27+ processes  ITIL - Organization can mature  ITIL - Covers entire lifecycle

5. The Service Lifecycle

6. Service Strategy  Financial Management –Identify, document, and agree on the value of the services being received  Service Strategy - Return on Investment –What return on investment has or will be realized from Service Management  Service Portfolio Management –Dynamically governing investments in Service Management across the enterprise and managing them for value –Answer questions such as  Why should a customer buy these services?  Why should they buy them from us?  What are the pricing or charge back models?  What are our strengths and weaknesses, priorities and risks?  How should our resources and capabilities be allocated?  Demand Management –Ensuring demand for IT services matches the capacity  Financial Management –Identify, document, and agree on the value of the services being received  Service Strategy - Return on Investment –What return on investment has or will be realized from Service Management  Service Portfolio Management –Dynamically governing investments in Service Management across the enterprise and managing them for value –Answer questions such as  Why should a customer buy these services?  Why should they buy them from us?  What are the pricing or charge back models?  What are our strengths and weaknesses, priorities and risks?  How should our resources and capabilities be allocated?  Demand Management –Ensuring demand for IT services matches the capacity

7. Service Design  Service Catalog Management –Maintain accurate information on all operational services  Service Level Management –Negotiate and document service targets with customers  Capacity Management –Ensure cost-justifiable capacity exists and is matched to needs  Availability Management –Ensure the level of service availability meets or exceeds agreed upon needs  IT Service Continuity Management –Ensure technical and service facilities can be resumed in the case of a disaster  Information Security Management –Ensure IT information security is effectively managed  Supplier Management –Manage suppliers and their services to ensure quality of IT service  Service Catalog Management –Maintain accurate information on all operational services  Service Level Management –Negotiate and document service targets with customers  Capacity Management –Ensure cost-justifiable capacity exists and is matched to needs  Availability Management –Ensure the level of service availability meets or exceeds agreed upon needs  IT Service Continuity Management –Ensure technical and service facilities can be resumed in the case of a disaster  Information Security Management –Ensure IT information security is effectively managed  Supplier Management –Manage suppliers and their services to ensure quality of IT service

8. Service Transition  Transition Planning and Support –Ensure that changes can be successfully implemented  Change Management –Ensure standard methods are used, configurable items are recorded and risks are optimized  Service Asset and Configuration Management –Identify, control, account for, protect and ensure integrity of assets and configuration necessary to deliver IT services  Release and Deployment Management –Aims to build test and deliver the capability to meet stakeholders requirements and deliver objectives  Service Validation and Testing –Ensure that changes released will provide value to customers while minimizing risk of incidents  Evaluation –Judge whether performance is acceptable value for money  Knowledge Management –Ensure the right information is delivered to the appropriate place or person to enable informed decisions  Transition Planning and Support –Ensure that changes can be successfully implemented  Change Management –Ensure standard methods are used, configurable items are recorded and risks are optimized  Service Asset and Configuration Management –Identify, control, account for, protect and ensure integrity of assets and configuration necessary to deliver IT services  Release and Deployment Management –Aims to build test and deliver the capability to meet stakeholders requirements and deliver objectives  Service Validation and Testing –Ensure that changes released will provide value to customers while minimizing risk of incidents  Evaluation –Judge whether performance is acceptable value for money  Knowledge Management –Ensure the right information is delivered to the appropriate place or person to enable informed decisions

9. Service Operation  Event Management –Monitor all events both normal and exceptions  Incident Management –Restore service to minimize business impact  Problem Management –Root cause detection and prevention  Request Fulfillment –Standard, repeatable, user requests (not incidents) such as facility moves, supplies, desktop software installs, and technical support  Access Management –Provide access to use a service where authorized and prevent non- authorized access. Accurately determining the difference.  Event Management –Monitor all events both normal and exceptions  Incident Management –Restore service to minimize business impact  Problem Management –Root cause detection and prevention  Request Fulfillment –Standard, repeatable, user requests (not incidents) such as facility moves, supplies, desktop software installs, and technical support  Access Management –Provide access to use a service where authorized and prevent non- authorized access. Accurately determining the difference.

10. Continual Service Improvement  The 7 Step Improvement Process –Define what should be measuredDefine what can be measured –Gather the dataProcess the data –Analyze the relationships of the dataPresent and use the information –Implement corrective actions  Service Reporting –Identify the purpose, audience and result the report will target  Service Measurement –Measure end to end service availability, reliability and performance  Return on Investment from improvements –Quantify value of improvements  Business Questions for improvements –Where are weWhere do we want to be –What do we actually needWhat can we afford –What will we get What did we get  Service Level Management –Build relationships with customers by improving service levels to meet expectations  The 7 Step Improvement Process –Define what should be measuredDefine what can be measured –Gather the dataProcess the data –Analyze the relationships of the dataPresent and use the information –Implement corrective actions  Service Reporting –Identify the purpose, audience and result the report will target  Service Measurement –Measure end to end service availability, reliability and performance  Return on Investment from improvements –Quantify value of improvements  Business Questions for improvements –Where are weWhere do we want to be –What do we actually needWhat can we afford –What will we get What did we get  Service Level Management –Build relationships with customers by improving service levels to meet expectations

11. Winning the Race  Integration will focus IT on researchers  Service Level Agreements will indicate value for investment  Capabilities will be available when needed  Researchers/users will benefit from self-service  Customers will recognize improving relationships  Integration will focus IT on researchers  Service Level Agreements will indicate value for investment  Capabilities will be available when needed  Researchers/users will benefit from self-service  Customers will recognize improving relationships

12. Make Winning Important John Kotter’s Leading Change 1) Establish a sense of urgency 2) Create a powerful coalition 3) Develop vision for change 6) Generating short term wins 8) Anchor the changes in corporate culture John Kotter’s Leading Change 1) Establish a sense of urgency 2) Create a powerful coalition 3) Develop vision for change 6) Generating short term wins 8) Anchor the changes in corporate culture

13. Focus “The main thing is to keep the main thing the main thing.” - Albert Einstein “The main thing is to keep the main thing the main thing.” - Albert Einstein

14. The Future is in Our Hands “The work we do together, here at the INL, will significantly impact the energy landscape of the nation and world.” John Grossenbacher -Will IT enable the solution or get in the way? “The work we do together, here at the INL, will significantly impact the energy landscape of the nation and world.” John Grossenbacher -Will IT enable the solution or get in the way?

18. Listen to the Spotter  Where are we on the course?  Are course corrections needed?  Focus on what is going right?  Keep the strategy in front of the team?  Where are we on the course?  Are course corrections needed?  Focus on what is going right?  Keep the strategy in front of the team?

19. The Roadmap (Sample)

20. Incidents and Changes

21. Sample Financial Plan

22. Lessons Learned  Define Service  Don’t under estimate the power of a good definition  Who Owns  Quick Wins  IT Business Representatives  One conversation is never enough  You are already doing this – Now we’ll do it consistently  Define Service  Don’t under estimate the power of a good definition  Who Owns  Quick Wins  IT Business Representatives  One conversation is never enough  You are already doing this – Now we’ll do it consistently

23. Summary of Benefits  Enable researcher success  Unify IT  Increase customer satisfaction  Stabilize IT environment  Access IT knowledge  Simplify IT maintenance  Enable researcher success  Unify IT  Increase customer satisfaction  Stabilize IT environment  Access IT knowledge  Simplify IT maintenance

24. Questions