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Programme iSMART: Foundations and benefits of a Service Management journey Monday 18 November 2013 Shubha Raniga.

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Presentation on theme: "Programme iSMART: Foundations and benefits of a Service Management journey Monday 18 November 2013 Shubha Raniga."— Presentation transcript:

1 Programme iSMART: Foundations and benefits of a Service Management journey Monday 18 November 2013 Shubha Raniga

2 Being efficient and effective A positive reputation – responsive and trusted Delivering great service – to our customers and stakeholders, and to each other A better experience for our people – our safety, wellbeing, how we work What does this mean for us over the next 3-5 years?

3 The business problem 3 years since we combined eight legacy councils into one Auckland Council -time to look at processes and assess whether they are ultimately the best, most efficient or right for customers and our people.

4 The business drivers for the Programme Raise the capability of the IS organisation as an internal service provider by: Driving operational efficiencies and effectiveness through standardisation and maturity of selected support, delivery and strategic processes Raising people capability to appreciate and develop a service-centric way of managing and performing (requires cross-functional appreciation and work practices) Provisioning enabling ‘tools for the job’ Expected Benefits: bankable and non-bankable Improved customer satisfaction Increased productivity Provision required measurements & management reporting IS cost reductions through loss prevention Proactive elimination of reoccurring issues affecting productivity Embedding a practice of continually improving

5 What does it include? Who does it involve and impact? Everyone in IS who works on support and change related activity, for any of the services/systems/Apps provided Everyone at Auckland Council through the Logit interface (excluding Auckland Transport and Watercare) It includes initiatives around the Service Desk, management of incidents and requests, problem management, IT asset management, service & IS scorecard reporting, service levels–expectation and performance management, proactive monitoring and management of services, management of changes to services and to the infrastructure. April 2012- Jan 2013 Phase 1: 7 project streams Timing and phases Feb- June 2013 Phase 1.5: Embedding, closure & 1 new project July – Dec 2013 Phase 2: 3 further project streams

6 Processes in scope Continual Service Improvement ITIL Service Service Strategy Service Operation Service Design Service Design Service Transition *Service Catalogue Management Service Level Management Capacity Management Availability Management IT Service Continuity Management Information Security Management Supplier Management Event Management Incident Management Request Fulfilment Access Management Problem Management Change Management Knowledge Management Service Asset & Configuration Management Transition Planning and Support Release & Deployment Management Service Validation & Testing Evaluation Service Measurement Service Reporting Demand Management *Strategy Generation *Service Portfolio Management IT Financial Management Phase 1 - completed Phase 2 - commenced * In scope for Programme iSMART but not HP

7 Technical landscape for iSMART

8 Programme iSMART purpose: ….to deliver the capability required to achieve the business benefits. Emerging world-class i SMART programme provisions the IS teams can deliver the benefits Align with good practice processes Clarify roles and responsibilities Build understanding and practices through engagement, education and ownership Agree Roadmaps for ongoing maturity and 12 month improvement plans Standardize key processes and practices Upgrade and remediate HPSM,DDMa, BSM, Bring on-line HPAM,uCMDB Build internal tool support capability Address critical pain points Establish supporting tools capability Build and complete remaining data inputs Utilise information to target improvements Continue to reinforce required practices and behaviours Embed and stabilize Review progress against planned improvement plans & set new targets aligned with strategic & operational needs Raise capability of people, processes and tools in line with strategic & operational needs using the investment made Continuously improve Remove key barriers to embedding While some gains will come early, it’s a multi-year transformation and full benefits are expected across a 5-7 year period

9 Business ownership at each stage…. Establish Business Governance and define & map benefits to Owners : ISLT Steering & Operational Advisory Board. Reinforced the priority of the programme Used the Business Case to populate Benefits Realization Plan template – mapped benefits to Business Owners, took Baseline measures, defined measurement and review cycles. Get sign-off. Start to integrate into Communications as appropriate. Clarified & published Governance, Owners & Managers accountable and responsible for realizing the benefits. Engaged Owners, Managers and impacted teams: Got ISLT, Business Owners, Managers and teams to deliver messages, step-up and actively make decisions, identify and drive the changes. Widen the support network. Participation in education sessions- specify what the business benefits expected are ( except headcount reductions) Invested in an embedding phase (barrier identification & removal) Identify and manage risks to achieving benefits (and address dis-benefits) Monitor, Review and Measure : Get Sponsor, Business Owners, Managers and teams to report on progress to date. Continue to raise key risks/barriers to achieving benefits. Raise ideas for accelerating benefits realisation Benefit realization measurement 3 months post- go-live/embedding phase (update BR Plan) Mid-stream Business Realisation Update session with Sponsors, Business Owners, Managers. Include IS BR Analyst and financial analysts Programme Establishment Programme Delivery Post-Phase 1 R - Project/Prog Manager A - Sponsor,Steering Comm S - Bus Owners, Managers C - Benefit delivery teams I – Wider stakeholders R - People Change & Comms A -Bus Owners, Managers S -Benefit delivery teams C -Benefit analyst, Steering Comm I - Wider stakeholders R - Benefit analyst & Benefit Owners A - Sponsor S -Benefit delivery teams C - Wider stakeholders I – Interested parties

10 Approach to embedding and sustaining changes in IS Awareness Understanding Knowledge Internalisation Use of a staged approach to build environment for change adoption to occur Engaged Process Owners and Managers to own and deliver key messages 40 Process Champions and HPSM Super users from across IS to offer geographical coverage for initial and sustainable support and expertise The above approach was supported by regular i SMART newsletters and all key documents held on the i SMART sharepoint Establishment of Service Management Governance Forum Embedding Process Embedding Workshops Identify barriers to embedding: the good, bad and ugly Implement targeted interventions for highest priority items Provide momentum & direction in absence of ISLT Jointly deliver Roadmaps for continual improvement Assisted by Process Managers, Champions and Programme team


12 Maturity of processes low (Incident, Problem, Change,Event etc.) Siloed/ inconsistent Unclear/ Siloed accountabilities Centralised Monitoring (not end to end) HPSM Tools set not integrated/ old version Elements of BSM toolset not used Introduce standardised processes (incl. Incident, Problem, Change, Knowledge, Service Req Fulfillment, SM&R, SLM etc.) consistently implemented across IS to instil customer trust & satisfaction Clear accountability/ roles & responsibilities Process KPI measurement commenced Performance reporting / Trusted information Visibility (discovery tools – CA, DDMi, NNMi, DDMa) Monitoring / Effectiveness and efficiency Improved customer interface - Logit Standardised processes incl IT Asset Mgt/ Service Asset & Config. Mgt consistently implemented across IS. Instils customer trust & satisfaction Agreed additional SM processes defined & implemented Clear accountability/ roles & responsibilities Targets/ KPI measurement established Performance reporting / Trusted information Increased Visibility/ Monitoring Automation(OM, OO, SA, NA, SE) End of Phase 1End of Phase 2 Overall changes (UPDATE) Initial State Customer Service inconsistent despite best efforts Customer Centric Approach Customer Centric Service

13 Reliant on Phase 2

14 Some Service Management benefits & targets

15 Customer feedback



18 Benefit delivery lessons and suggestions Take delivery of benefits seriously: –make it compulsory to integrate into each key Methodology document –make it part of criteria to proceed through each gate –build into KPIs for benefit realisation owners –hold people accountable (even those who may inherit this) –be specific –don’t discount the non-bankable benefits (they help create the bankable ones) Engage the people who are close to the work -early (in scoping and planning work) Check on risks/barriers to embedding and uptake before closing out (not just delivery of outputs, time to unlearn)

19 Benefit delivery lessons and suggestions Choose the right members for the Steering Committee and for operational governance groups –to help clear the path and support achievement of outcomes. –be clear on what is expected of them and hold them to this Recognise that nowadays projects are as much part of normal business operations as non-project work –Outcomes have a key dependency on having effective people-resources at the right times Include usability testing to reduce solution adoption risks

20 Q&A Thank You

21 PHASE 1 April 2012- Jan 2013 PHASE 1.5 Feb 2013- end of May 2013 PHASE 2- details tbc HPSM process standardisation and tool upgrade Event Mgt (BSM) Early May- cutover from Nagios Continue to validate and update Delivery of IS Measurement Framework, Reporting Framework and Process CMS information architecture and core processes delivered iSMART High level timeline : April 2013 SM Reporting Framework SCAM Asset Manager Process Asset Manager tool SM Reporting via EDW Implement Stage 1 Asset Manager tool: Desktop, SW and Data centre assets. Stage 2: interface with SAP Asset register Process for managing IS Assets agreed Additional EDW drill down reports for IS delivered (SLT, Customer facing etc) Delivery of initial priority Perf reports in PDF format from EDW Deploy agreed process for managing IS Assets agreed Mapping of all Services within uCMDB with associated discovered CIs HPSM and Logit Go-Live late Jan 2013 HPSM post-go-live changes and process-tool embedding Re-educate on use of newly available CI information Training on BSM consoles and Event logging BSM Quick wins: set up of BSM monitoring to replace Nagios, remediation of environment, HPSM interface to BSM Process for Event Management agreed PC&C AC BAU team work SLM Service s identification, Catalogue formation, SLT agreement, Service Definitions for all services defined, customer reporting requirements confirmed for SLM Communicate/educate as required Operations orchestration: Service Request fulfilment, Service automation, Network automation, SLA and OLA management. Service Availability, Capacity Management and Service cost modelling reporting BPM (Bus performance monitoring) deployment for all Mission & Business critical services IS Scorecard /dashboard reporting delivered Train to integrate use of process and HP AM tool

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