1. ISO 20K Word from the Front Lines
Speaker: Tim Currie Service Manger Fermi National Accelerator Laboratory

2. Agenda Service Management at Fermilab ISO 20K Missions and Status
Lesson Learned
The Light at the end of the ISO 20K Tunnel
Q&A
NLIT SUMMIT 2011

3. ITSM, ISO 20K, & ITIL…a quick touchpoint
Information Technology Service Management (ITSM): A broad reference to the market and practices which enable the support and delivery of IT services, either as an internal or external service provider.
The IT Infrastructure Library (ITIL) is a codified set of best practices and a process framework for support and delivery of IT services. ITIL informs adopters of what “should” be done.
ISO/IEC (ISO 20K) is an international standard for IT Service Management for which an organization can be assessed and certified. ISO 20K informs adopters of what “shall” be done.
These are the KEY drivers that led us to work towards ISO20K certification.
EOY 2010 target achievement date. We believe we are on track.
Provide examples:
What kinds of costs were you hoping to reduce?
What kinds of efficiencies?
Examples of times you really needed better quality and support.
Etc.

4. Service Management at Fermilab
Computing Sector
CIO
Service Management
Office of the CIO
Business Relationship Management (BSM)
ITIL Process Owners
Continuous Service Improvement Program (CSIP)
ISO 20K Compliance
Enterprise Architecture (EA) & Configuration Management
Computer Security
Governance and Portfolio Management
Project Management Office
Financial Management
These are the KEY drivers that led us to work towards ISO20K certification.
EOY 2010 target achievement date. We believe we are on track.
Provide examples:
What kinds of costs were you hoping to reduce?
What kinds of efficiencies?
Examples of times you really needed better quality and support.
Etc.
Scientific Computing
Division
Core Computing
The scope of the ISO 20K certification is limited to the Core Computing Division

5. ISO 20K Project Snapshot Project Driven by Lab Consolidation
Summer ’09, Performed ISO 20K Assessment
Engaged ITIL Consultants to Accelerate
Implementation
Feb ‘09 Begin ISO 20K Implementation
Upgrade Remedy from 6.3 to 7.0
Trained Staff on ITIL
Selected ITIL Process Owners
September ‘10 Finalize all ISO 20K Processes (Policy, Process, Procedures)
SLAs Established for Core Services,
October ‘10 Service Manager hired
CISP Established
We received a “0 or a 1” for most items, but was strong in the area of security.
We had what Plexent called “Pockets of Excellence” -several areas followed processes pretty well, but they were not consistently followed across the organization. The goal was to standardize these processes and measure ourselves consistently.
Talking points:
Great job on the Information Security (Briefly explain the DOE requirements)
Dealt with Incidents, but did not consistently “manage” them. Had a Helpdesk, but not everyone used it as different teams would bypass the helpdesk and work directly with the end-users, usually without logging or tracking their incidents.
We did not have any consistent change or release process as each team determined how they would implement changes into the production environment
Found out that we needed to make improvements in several areas – including tightening up our organization and reorganizing so that all of us worked in harmony with one another. By that I mean we needed to all work for using the same processes and procedures

6. Service Management at Fermilab
ISO
6.0 Delivery Processes
8.0 Resolution Processes
9.0 Control &
10.0 Release Processes
Service Design
Service Transition
Service Operation
ISO 9.1
ISO 9.2
ISO 10.1
ISO 8.2
ISO 8.3
ISO 7.0 Relationships: ISO 7.2 Business Relationship Management
ISO 7.0 Relationships: ISO 7.3
ISO 4.0 Planning and Implementing: ISO 4.4
ISO 6.1
ISO 6.2
ISO 6.3
ISO 6.4
ISO 6.5
ISO 6.6
Service Level Management
Service Reporting
Availability Management
Continuity Management
Financial Management
Capacity Management
Security Management
Supplier Management
Asset & Configuration Management
These are the KEY drivers that led us to work towards ISO20K certification.
EOY 2010 target achievement date. We believe we are on track.
Provide examples:
What kinds of costs were you hoping to reduce?
What kinds of efficiencies?
Examples of times you really needed better quality and support.
Etc.
Change Management
Release Management
Incident Management
Problem Management
CSIP
Continual Service Improvement Program

7. Benefits to Date Cost reduction and increased efficiency
Resources have been consolidated and centralized
Incident Management process is standardized and measurable
Problem Management process is part of the culture, and has contributed to resolutions
Service Desk usage has become adopted by lab community to report incidents and make requests
Successfully reduced costs to ourselves as well as to our customers since we implemented the “self-help” page for end users. Instead of waiting on hold or ing their tickets to the service desk, they are now able to key their tickets directly into the tool and receive the help they need from the right team, very quickly.
For example, when they used to send s to the service desk, the turn-around time on a ticket might range from a few hours to the next day, when the self-help tool, the turn-around time has many times been less than an hour, typically we are running in the 20 – 40 minute range to get their issue resolved.
Increased our efficiency – although we did have a learning curve with our tool, we found that our incidents went up at first due to our customers making use of the tool, but we also found that as we put the Problem Management process in place, we were able to start addressing the incidents by type – thereby reducing those specific types of incidents.
For example, we had several issues with our Blue Arc storage system that eluded us. Once we started tracking using the Problem Management process to identify the trends, we were able to give identify the root cause of the issue and the team put a permanent fix in place. So we were able to track the incidents, identify their root cause, then we put the permanent fix into place and the situation is resolved. Without the processes in place, we could have potentially spend months on this issue before finding a solution.
The biggest thing under service improvement is point #3 – a culture of change. Because we started down that path, the support teams began to think in terms of service owners as opposed to just support people. While we still have a way to go, the fact is, we are successfully changing the culture of our IT employees to a service oriented, customer focused mindset, which greatly improves our level of service to the customers.

8. Benefits to Date Service improvement
Developed Service Level Agreements, integrated with MOU process.
Change and Release Management is growing in adoption and effectiveness
Business Relationship Management has been established with lab stakeholders
Process &
Service
Improvement
(CSIP)
projects
continue
Creating
a culture
of change
Successfully reduced costs to ourselves as well as to our customers since we implemented the “self-help” page for end users. Instead of waiting on hold or ing their tickets to the service desk, they are now able to key their tickets directly into the tool and receive the help they need from the right team, very quickly.
For example, when they used to send s to the service desk, the turn-around time on a ticket might range from a few hours to the next day, when the self-help tool, the turn-around time has many times been less than an hour, typically we are running in the 20 – 40 minute range to get their issue resolved.
Increased our efficiency – although we did have a learning curve with our tool, we found that our incidents went up at first due to our customers making use of the tool, but we also found that as we put the Problem Management process in place, we were able to start addressing the incidents by type – thereby reducing those specific types of incidents.
For example, we had several issues with our Blue Arc storage system that eluded us. Once we started tracking using the Problem Management process to identify the trends, we were able to give identify the root cause of the issue and the team put a permanent fix in place. So we were able to track the incidents, identify their root cause, then we put the permanent fix into place and the situation is resolved. Without the processes in place, we could have potentially spend months on this issue before finding a solution.
The biggest thing under service improvement is point #3 – a culture of change. Because we started down that path, the support teams began to think in terms of service owners as opposed to just support people. While we still have a way to go, the fact is, we are successfully changing the culture of our IT employees to a service oriented, customer focused mindset, which greatly improves our level of service to the customers.

9. Remaining Challenges
Service Catalog was created, but never published electronically
Service Request module was never implemented in Remedy
IT Assets are loaded and managed through Remedy, but no Configuration Management relationships are managed
Service Reporting and Metrics have only recently been established, and remain resource intensive and limited
Adoption of Service Design processes remains uneven
Successfully reduced costs to ourselves as well as to our customers since we implemented the “self-help” page for end users. Instead of waiting on hold or ing their tickets to the service desk, they are now able to key their tickets directly into the tool and receive the help they need from the right team, very quickly.
For example, when they used to send s to the service desk, the turn-around time on a ticket might range from a few hours to the next day, when the self-help tool, the turn-around time has many times been less than an hour, typically we are running in the 20 – 40 minute range to get their issue resolved.
Increased our efficiency – although we did have a learning curve with our tool, we found that our incidents went up at first due to our customers making use of the tool, but we also found that as we put the Problem Management process in place, we were able to start addressing the incidents by type – thereby reducing those specific types of incidents.
For example, we had several issues with our Blue Arc storage system that eluded us. Once we started tracking using the Problem Management process to identify the trends, we were able to give identify the root cause of the issue and the team put a permanent fix in place. So we were able to track the incidents, identify their root cause, then we put the permanent fix into place and the situation is resolved. Without the processes in place, we could have potentially spend months on this issue before finding a solution.
The biggest thing under service improvement is point #3 – a culture of change. Because we started down that path, the support teams began to think in terms of service owners as opposed to just support people. While we still have a way to go, the fact is, we are successfully changing the culture of our IT employees to a service oriented, customer focused mindset, which greatly improves our level of service to the customers.
ISO 20K Certification has been
delayed until sometime in 2012.

10. Lesson Learned The double edged sword of consolidation
Calibrating the tool for end-user value and impact
Designing processes for consumption and growth…not perfection
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.

11. The Double-Edged Sword of Consolidation
Particle
Physics
Division
Technical
Division
Accelerator
Division
Consolidate People
Directorate
Consolidate Budget
Computing Division
Consolidate Help Desks
Deliver Poor Service
MIS
Processes
Inconsistent processes
Each team performed processes in their own way
They were not necessarily interested in doing it a “standard” way.
Even if they wanted to do it a “standard” way, we didn’t have a standard way for them to follow.
Finance
Business
Services
WDRS
Services
ES&H
Services
Facilities
Engineering

12. The Double-Edged Sword of Consolidation
Challenges
New/Unfamiliar Toolset
New/Unfamiliar Working Relationships
New/Unfamiliar Processes and Procedures
New/Unfamiliar Values and Success Factors
Tool Challenges
Users were comfortable with previous version of Remedy or their local help desk
Previous tool highly customized
Undocumented integrations had to be rebuilt or redesigned
Undocumented support processes were discovered during tool implementation
Upgraded tool had a complex user interface.
Advantages
Reduces cost
Efficiencies through Scalability
Processes and Procedures can be standardized
Strategic operational and operational mandate can drive change
Timeline can be predictable
Training and Communication
can be formalized
Processes
Inconsistent processes
Each team performed processes in their own way
They were not necessarily interested in doing it a “standard” way.
Even if they wanted to do it a “standard” way, we didn’t have a standard way for them to follow.

13. Calibrating the tool for end-user value and impact
Focus on end-user experience: Remedy implementation did not have request module or self service – so the usual quick wins were not realized. Lead with Incident, Service Request and Service Catalog – as these focus on the end user.
Build it Simple: Consolidating on a new tool AND a new process is an extreme challenge. Get something working and validated by end-users and go through some cycles of learning before bringing new users or organizations on- board.
Use Examples of Best Practices: Find examples of tools, workflows and user interfaces that are well received in the user community or in the marketplace – adopt and integrate.
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.

14. Calibrating the tool for end-user value and impact
Deliver Value: Try to provide some obvious value through the new tool and process (e.g. automating employee on- boarding workflow). Try to have some positive impact on either the end users or the service providers.
Deliver Information: Don’t save reporting until the end. Begin designing reporting and metrics based upon the documented processes as soon as possible in the project. Build dashboards if possible – so the benefits of consolidation and centralization can be made apparent to management.
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.

15. Designing processes for growth…not perfection
Keep it Simple. The Change and Release Management processes were over-engineered. This caused tremendous resistance and sometimes confusion.
Don’t allow too much interpretation of ITIL / ISO standards. In addition to Major/Minor/Standard change types, the category of “WORK” was introduced as something that did not need to be managed. This is an element we are still trying to engineer out of the documented process. …stick to the standard.
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.

16. Designing processes for growth…not perfection
Don’t recreate processes, but try to integrate into existing processes and tools – especially for Release Management. Try to avoid the 11th hour repurposing of information – and try to capture it in the native collaboration, workflow and native best practices.
DEV QA
PRD
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.
DEV TEAM
QATEAM
CUSTOMER UAT TEAM
DEPLOYMENT TEAM
COLLABORATION

17. Designing processes for growth…not perfection
Find a balance between an managed and measured process, and what the service provider/owner can consume. Make SLA simple and evolve them over time. The SLAs originally designed were correct – but overwhelmed many service providers.
Designing processes for growth…design very basic metrics to start with, but also establish KPIs that represent thresholds in maturity and quality that can be targeted
CMM 3
KPI 3
People
Large % of long term employees (20+ years)
Resistant to change
“We’ve always done it this way!” – and they have for 20+ years! (people with longevity have gotten used to doing things a certain way and it takes a while to help them fully realize the benefits of changing and of leaving their comfort zone.
Smart, technically savvy end users, many with PHD’s who work on the world’s largest Accelerator
Want to do things “their way”
Smart support teams- want to know WHY
Attitude of always challenging new things
Decentralized culture and communication
The distributed nature of the org’s communication made it difficult to “get the word out” and to gain buy-in.
We needed HEAVY communication via multiple mediums– One person complained because he didn’t know that the Service Desk was going live, he failed to see the poster right outside his office announcing the new tool and processes as well as read the s and newsletters announcing the implementation.
The challenge was to get people to understand that things were changing and they would have to operate in a new environment.
We were going to have to communicate loud and often to get the attention needed.
CMM 2
KPI 2
CMM 1
KPI 1
TIMELINE

18. The Light at the End of the ISO 20K Tunnel
So far, we are on track for reaching our goal date. We’ve gone through levels of pain due to the cultural adjustments but we are moving forward and are actually starting to see some results and improvements and we have even started using SIPs to improve the processes that we have already implemented
IMPROVEMENT EXAMPLES
Example 1 : Incident Management - After going live with the Service Desk, we implemented a Service Improvement Project to begin any enhancements to the tool and to the processes themselves. We discovered that the service desk was having difficulty following the process with the tool, so we implemented a Service Improvement Project (SIP) in order to help them mature in their functional role, follow the process, and make adjustments to the tool as needed to support the improvements.
Example 2: During the Service Catalog Workshop, within one hour, all participants were thinking from a SERVICE perspective rather than a tower perspective, and within the first day were couching all discussions from a customer perspective rather than their traditional service-provider perspective. This represents a major leap forward from an organizational point-of-view, and is one that in many organizations would require months of effort.
How do we get there from here?

19. Desired State of Process Capability & Maturity
This is the spider diagram we would like to see when we conclude our ISO program.
Initial Security Assessment we were rated as a 3.5, our goal for Security is to exceed the ISO target and achieve a maturity rating of a 5
The nature of our business or laboratory support also requires that we exceed the ISO20k target in our capacity and release processes.

20. Current “Thumbnail” Assessment
Adequate plan and resources in place, requires execution, metrics, and cycle of improvement
This is the spider diagram we would like to see when we conclude our ISO program.
Initial Security Assessment we were rated as a 3.5, our goal for Security is to exceed the ISO target and achieve a maturity rating of a 5
The nature of our business or laboratory support also requires that we exceed the ISO20k target in our capacity and release processes.
Current 4/11

21. Project Manager (OPMQA)
ISO 20K Service Design Integration
Service Management Roles - Projects
Exec
Mgt
Project Manager (OPMQA)
Governance
Service Level Manager
Project Manager
Insures involvement of relevant process owners throughout project lifecycle
Insures publishing of required plans throughout project lifecycle
Definition
Planning
Execution
Closeout
Process Owner(s)
Process & Service
Owner(s)
Process & Service
Owner(s)
Financial
Demand / PPM
Service Level
Service Level
Capacity
Availability
Continuity
Financial
Change
Service Level
Release
Change
Service Catalog
Service Definitions, Plans,
& Approve to Build CAB
SLA’s/OLA’s, Support Plan
for Service Desk, &
Approve to Go-Live CAB

22. Current “Thumbnail” Assessment
Requires infrastructure in the form of Service Catalog, CMDB, and reliable Service Metrics.
Adequate plan and resources in place, requires execution, metrics, and cycle of improvement
This is the spider diagram we would like to see when we conclude our ISO program.
Initial Security Assessment we were rated as a 3.5, our goal for Security is to exceed the ISO target and achieve a maturity rating of a 5
The nature of our business or laboratory support also requires that we exceed the ISO20k target in our capacity and release processes.
Current 4/11

23. ITSM Landscape Jira Remedy Not yet available in production CD/SP/REX/
REX Collaboration Users
Doesn’t meet current needs of users, and neither will upgrade
Crystal
Reports
Kenetic
Remedy
(requires upgrade)
Alarmpoint/
Telalert
BSPTA
Lotus Notes
CD/LSCS/INFOSYS/
BSS, FIN Stakeholders
Pager
Service
OTHERS
(Infrequent usage)
Computing Division
Service Providers
Lab End User
Stakeholders
MisJob
(Supplier)
CD/LSCS/SOS/
(not integrated_
Not yet available in production

24. Service-Now Improve UI & enable personalization
Improve delivery of self-service
Accelerate delivery of request workflows
Reduce costs and support risks
Accelerate delivery of the CMDB
Enable Service Reporting and Metrics
Increase adoption from Scientific
Computing stakeholders
Computing Division
Service Providers
Lab End User
Stakeholders

25. Service-Now Implementation Timeline
Retire Remedy
Target Go-Live
4/1
5/1
8/1
9/1
6/1
7/1
Today
Procurement
Communication
FNAL Team
Incident
Service Catalog
Request (Design)
Change (Design)
Problem (TBD)
Service Level
Knowledge
Transfer
Training
Testing
Training
Deployment
EquipDB (SOAP)
SCCM (SOAP)
Footprints ( )
Misc. Monitoring (SOAP)
Telalert (SOAP)
Integrations
Training
Request
Change
Service Level
Service Reporting
UI Personalization
Configuration (CMDB)
Knowledge
Fruition Partners
Processes

26. The Light at the End of the ISO 20K Tunnel
Service Design Processes
Policy, Process, and Procedures and Owners Established
Integration with OPMQA processes will help insure engagement
Just need to execute
Service Reporting, Catalog, & CMDB
New tool will enable Service Catalog, CMDB, and Service Reporting
Delivering on Metrics and KPIs will fulfill ISO 20K requirements
New Target Date for Certification: Early 2012
So far, we are on track for reaching our goal date. We’ve gone through levels of pain due to the cultural adjustments but we are moving forward and are actually starting to see some results and improvements and we have even started using SIPs to improve the processes that we have already implemented
IMPROVEMENT EXAMPLES
Example 1 : Incident Management - After going live with the Service Desk, we implemented a Service Improvement Project to begin any enhancements to the tool and to the processes themselves. We discovered that the service desk was having difficulty following the process with the tool, so we implemented a Service Improvement Project (SIP) in order to help them mature in their functional role, follow the process, and make adjustments to the tool as needed to support the improvements.
Example 2: During the Service Catalog Workshop, within one hour, all participants were thinking from a SERVICE perspective rather than a tower perspective, and within the first day were couching all discussions from a customer perspective rather than their traditional service-provider perspective. This represents a major leap forward from an organizational point-of-view, and is one that in many organizations would require months of effort.

27. ISO 20K Certification Timeline
Retire Remedy
Self Assessment
Target Go-Live
8/1
9/1
10/1
11/1
12/1
1/12
2/12
Communication
Execute on Service Design Processes
Service-Now
Testing
Training
Deployment
Execute on New Service Transition Processes
PLAN DO
CHECK
ACT
Execute on Service Reporting
Self-
Assessment
ISO 20K Certification
Legacy Data & Metrics
90 Days supporting evidence of continuous service & process improvement (CSIP) required for ISO 20K Certification

28. Tim Currie Service Manager Fermilab 630-840-2388 tcurrie@fnal.gov
Questions?
Tim Currie Service Manager Fermilab
So far, we are on track for reaching our goal date. We’ve gone through levels of pain due to the cultural adjustments but we are moving forward and are actually starting to see some results and improvements and we have even started using SIPs to improve the processes that we have already implemented
IMPROVEMENT EXAMPLES
Example 1 : Incident Management - After going live with the Service Desk, we implemented a Service Improvement Project to begin any enhancements to the tool and to the processes themselves. We discovered that the service desk was having difficulty following the process with the tool, so we implemented a Service Improvement Project (SIP) in order to help them mature in their functional role, follow the process, and make adjustments to the tool as needed to support the improvements.
Example 2: During the Service Catalog Workshop, within one hour, all participants were thinking from a SERVICE perspective rather than a tower perspective, and within the first day were couching all discussions from a customer perspective rather than their traditional service-provider perspective. This represents a major leap forward from an organizational point-of-view, and is one that in many organizations would require months of effort.