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Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa Gartner Italia, Solution Director Convention itSMF Italia.

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Presentation on theme: "Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa Gartner Italia, Solution Director Convention itSMF Italia."— Presentation transcript:

1 Page 0 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa Gartner Italia, Solution Director Convention itSMF Italia Genova, 14 dicembre 2004

2 Page 1 Client Issues What converging global trends are encouraging IS organizations to adopt ITIL? What best practices can accelerate ITIL implementation and help to successfully deliver benefits? How can we combine and leverage different models? How can we use ITIL as a basis for IT optimization?

3 Page 2 Cost Best Practice on the Efficient Frontier QualityLow High Low B Less Than Best Practice High Source: Adapted from Michael Porter, "What is Strategy?” Harvard Business Review, November-December 1996 Michael Porter's "Efficient Frontier" A

4 Page 3 IS/IT Relevance TCO ITIL CMM COBIT Six Sigma ISO 9000 National Awards (e.g., Baldrige) Scorecards Specific Holistic LowHigh Level of Abstraction CMM = Capability Maturity Model COBIT = Control Obj. for Information and Related Technology eTOM = enhanced Telecom Op. Map ITIL = IT Infrastructure Library MOF = Microsoft Op. Framework TCO = Total Cost of Ownership BS15000 = IT svc. mgmt. standard ISO 9000 = quality mgmt. standard People CMM BS15000 Lean (Toyota) MOF eTOM Which Process Improvement Model?

5 Page 4 Why ITIL? Mature, best practice framework A "de facto standard " (almost) Integrated, holistic set of processes Well-established training programs Corporate certification (BS15000) Support infrastructure in itSMF and consulting

6 Page 5 Gartner View of ITIL ITIL is a well established, easily accessible, affordable process model for IT service management that is built around a set of best practices. A well- established service and consulting industry has been built around ITIL, especially in Europe. ITIL is better known for its back-office operational process definitions than for its application management processes. ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is more- prescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management. ITIL's structure enables incremental adoption, which facilitates continuous improvement. ITIL has a much narrower scope than CobiT (Control Objectives for Information and Related Technology), but CobiT and ITIL are not mutually exclusive and can be combined to provide a powerful IT governance, control and best-practice framework in IT service management. Source: Gartner Research

7 Page 6 Result Process Step 1Step 2Step 3 … to a focus on end-to-end service delivery Application Development DBAs Network Technicians Production Control Desktop Technicians Help Desk From silos... OopsBreakMissed Kludge Blame CollaborationConsistency ReliabilityEfficiency Multidisciplinary Team Processes and Structure — Getting Focused on the Customer

8 Page 7 Where Does IT Service Management Save You Money? Direct Reduced cost of incident resolution Reduced self-inflicted incidents via integrated and reliable change Increased productivity of IT staff Improved asset utilization and life cycle management Reduced service cycle times End-to-end service cost optimization Automation Improved risk management Indirect Reduced peer support Standardization Consolidation Non-IT staff more productive Improved availability Managing appropriate expectations Improved efficiency of security and business continuity planning processes Targeted training of users Improved IT governance Drives continual improvement

9 Page 8 Combine CobiT and ITIL for Powerful IT Governance Control Objectives for Information and Related Technology (CobiT) was originally an IS audit tool oriented to risk mitigation. CobiT establishes what formal IS processes, practices and controls should be in place, and the minimum results they should predictably deliver. ITIL and CobiT can combine well together. ITIL maps reasonably neatly into the CobiT high-level governance and audit framework, but although they are trying to achieve different things, they are not contradictory and have few interface problems. CobiT is a complementary framework to ITIL. CobiT's processes and control objectives are segmented into four domains –Planning and Organization –Acquisition and Implementation –Delivery and Support –Monitoring.

10 Page 9 CobiT is based on established frameworks, such as the Software Engineering Institute's Capability Maturity Model, ISO 9000 and the Information Technology Infrastructure Library (ITIL). Unlike ITIL, CobiT does not include process steps and tasks because it is a control framework rather than a process framework. CobiT focuses on what an enterprise needs to do, not how it needs to do it. ITIL is based on defining best-practice processes for IT service delivery and support, rather than defining a broad-based control framework. ITIL is more- prescriptive about the tasks involved in those processes and, as such, its primary target audience is IT and service management. Many of the CobiT processes — particularly those in the delivery and support domain — map well onto one or more ITIL processes, such as service level, configuration, problem, incident, or financial management. The development processes of the two frameworks are not linked and both would benefit from closer collaboration. However, they are unlikely to contradict each other in any substantive way. Combine CobiT and ITIL for Powerful IT Governance

11 Page 10 Level 2: Repeatable Solve problems based on experience Heroic efforts Level 3: Definable Focus on defined processes Problems viewed as unforeseen circumstances Level 4: Manageable Metrics and monitoring Integrity of processes is audited Level 5: Optimal Processes are self-tuning Training replacements is critical Level 1: Ad Hoc Problems come from outside Change is the enemy Capability Maturity Model

12 Page 11 CMM Assessment Key Process Area Rating

13 Page 12 Gartner ICT Process Model ICT Strategy Membership Integration Equity Program Management Relationship - Account Management Demand Management Application SW Product Engineering Infrastructure Development & Support Network & Systems Management Operations Management ICT Asset Management Service Desk Service Level Management Problem Management ICT Governance Relationship and Demand Management Service & System Integration Application & Maintenance Infrastructure & Operation Management Service Management Solution Integration Management Service & System Integration

14 Page 13 IT Optimization Assessment Processes and Costs Program Management Costs and Service Assessment for IT Infrastructure Process Assessment Costs and Service Assessment for Application Development and Support Roadmap for Impro- vement Gap Analysis “As Is” to Best Practice Recom- mendations for Impro- vement

15 Page 14 ICT Infrastructure Costs Total Spending Total Spend for XYZ is $24.3M. This compares with a total spend of $18.8M for the peer, $18.0M for the Top Quartile and $29.1M for the bottom quartile.

16 Page 15 Application Development and Support Unit Costs

17 Page 16 0% 5% 10% 15% 20% 25% 30% 35% Training Service Model SLM Config. Mgmt. Service Desk Tool Other Processes Services Portfolio Project Management Tools (software and hardware) Consultants and Trainers Internal People Costs Case Study: ITIL Implementation Costs and Savings ■The case focuses on a European IS organization. It has more than 300 IS staff, started its two- year program in 2001 and has spent around 2.6 million euros on it. ■Results included a savings of nearly 3.5 million euros a year (approximately 7 percent of IS operating costs) through the identification of unused or underutilized resources like software licenses. This represented about 90 percent of the tangible savings formally identified to date. ■The IS organization is now billing around 1 million euros (approximately 2 percent of total billings) for services that were being delivered but were not being charged for. ■The IS organization's customer satisfaction rating went up from 6.8 to 7.6 out of 10.

18 Page 17 Seek opportunities to learn from and copy best-practice processes. IT service management will be a prerequisite for demonstrating business value. Success requires commitment and perseverance. Start now! IT service management requires fundamental cultural and behavioral change. Pay careful attention to organizational change management issues. Success in IT service management is based on repeatable processes. Use ITIL as the basis for IT operational processes and then focus on continually improving them. Recommendations Measure ICT costs and relate results to process analysis to find saving and improvement opportunities for optimization.

19 Page 18 L’approccio Gartner all’analisi e al miglioramento dei processi ICT Mariagrazia La Rosa Gartner Italia, Solution Director Convention itSMF Italia Genova, 14 dicembre 2004


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