1. www.foxit.net www.askthefox.info © Fox IT 2010 Planning to Implement by Mike Baker

2. © Fox IT 2010 2 Qualified in IT Service Management for 15 years Consultant and Lecturer for Fox IT Examiner for APMG (V2 and V3) Worked operationally in ITSM in both public and private sectors Hobbies: Wrexham Football Club Model Railways Private pilot Mike Baker

3. www.foxit.net www.askthefox.info © Fox IT 2010 Where do we start

4. © Fox IT 2010 4 HERE is Pooh Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. AA Milne If you don’t change something - nothing will improve

5. © Fox IT 2010 5 Which process should we improve first? A very common question to which there is no easy answer but: Natural progression – Service Catalogue  SLM If you haven’t got a Service Catalogue you will not know what you should be supporting Then obtain customer requirements and implement SLAs – which will be the basis of all future process improvements Customer satisfaction – Where is the pain If the customer is always complaining about delivery or support of services analyze the complaints / incidents to identify their pain Helping meet business goals – Take the CobiT view Understand the most important business goals and use CobiTs mapping to translate these into which processes are most important

6. © Fox IT 2010 6 Where do you start with any improvement? Vision Describing what it is you want to achieve Commitment Gaining commitment and funding from the key stakeholders Involving those who will be impacted in the initiatives Communication There is nothing worse than an improvement activity that no one knows anything about Start by making yourself heard: Tell people Tell them again Keep them updated

7. © Fox IT 2010 7 Issues to overcome Lack of buy-in Resistance to change Too little or too much planning Resources and capabilities Lack of service culture Running out of steam Failing to define the end state Impatience

8. www.foxit.net www.askthefox.info © Fox IT 2010 The CSI Model

9. © Fox IT 2010 9 The Continual Service Improvement model © Crown Copyright 2007 Reproduced under licence from OGC

10. © Fox IT 2010 10 Understanding the current position What do your customers currently think of the IT services? Are you delivering what they want (or what they pay for)? How mature are your processes? Tools: Customer satisfaction survey Service reviews Assessment

11. © Fox IT 2010 11 Where do we want to be? Many organizations strive for the highest level of maturity in all processes Best approach – a level of maturity that will ensure customer needs can be met Example: maturity of Information Security Management Retail organization – maturity level 3 satisfactory Financial organization – maturity level 5 mandatory

12. © Fox IT 2010 12 Setting the scope Blue Line Were are we now Measured by assessment Derived by comparing against ITIL or CobiT Green Line: Where we want to be Set by IT Steering Group or Strategists to meet customer needs or differentiate service Area between the lines The work that needs to be carried out Maturity Results 0 1 2 3 4 5 Service Desk Incident Problem Request Fulfilment Event Change Release and Deployment Service Asset and Configuration Capacity Availability IT Service Continuity Service Level Management

13. © Fox IT 2010 13 How do we get there?

14. www.foxit.net www.askthefox.info © Fox IT 2010 People Issues

15. © Fox IT 2010 15 People issues I can see the changes will be worth it You can see the changes will be worth it Will everyone else? Why do we need to change? It works OK now What's in it for me? We have always done it that way If we omit to consider the effect on people that the introduction or improvement of IT Service Management will have we are doomed to failure

16. © Fox IT 2010 16 Is it as easy as ABC? Attitude What people think and feel, how they will react to a change initiative: “I’ll believe it when I see it” Behaviour What people do, influenced by attitude Saying you will follow procedure – but not doing it Culture The accepted ways of working within an organization, the values and standards seen as normal

17. © Fox IT 2010 17 How to combat this Create a sense of urgency Form a guiding coalition Create the vision Communicate the vision Empower others Plan for and create short term wins Consolidate improvements and produce more change Institutionalize new approaches

18. www.foxit.net www.askthefox.info © Fox IT 2010 Road Maps

19. © Fox IT 2010 19 Example Road Map

20. www.foxit.net www.askthefox.info © Fox IT 2010 Common Mistakes and Conclusion

21. © Fox IT 2010 21 Mistakes commonly made Not creating a mission to begin with Too little communication Not assigning process owners Technology rather than a service focus Going it alone – enforcing rather than engaging Timescales are unrealistic Resources not available Running before you can walk Not collecting data, then building information and knowledge

22. © Fox IT 2010 22 Summary I cannot say whether things will get better if we change; what I can say is they must change if they are to get better If we want things to stay as they are, things will have to change. When implementing or changing make everything as simple as possible but not simpler If we do not succeed, then we run the risk of failure

23. © Fox IT 2010 23 Any ? Questions