1. 10 Years of IT Service Management Cornelis A. Winkler Prins senior consultant & partner Service Management Partners, Inc.

2. Contents How IT Service Management started. What did we learn? What are the major risks? How to avoid these risks. How this saves customers money. Case studies. Why ITIL is not enough. What not to do when hiring consultants. Contents How IT Service Management started. What did we learn? What are the major risks? How to avoid these risks. How this saves customers money. Case studies. Why ITIL is not enough. What not to do when hiring consultants.

3. The Start of Service Management The 1 st products that supported more than just the help desk were release in the 1980s. The IT Infrastructure Library (ITIL) modules were published in the late 1980s and early 1990s. By the middle of the 1990s the first group of organizations had already tried to implement ITSM processes based on ITIL. Let’s see what we have learned in the 10 years that followed. The Start of Service Management The 1 st products that supported more than just the help desk were release in the 1980s. The IT Infrastructure Library (ITIL) modules were published in the late 1980s and early 1990s. By the middle of the 1990s the first group of organizations had already tried to implement ITSM processes based on ITIL. Let’s see what we have learned in the 10 years that followed.

4. What did these Organizations Learn? Service Management is essential; without it, it is very difficult to control the level of service and IT spending. Unfortunately, many Service Management implementations have failed, or had limited success. What did these Organizations Learn? Service Management is essential; without it, it is very difficult to control the level of service and IT spending. Unfortunately, many Service Management implementations have failed, or had limited success.

5. So why was the success rate so low? Lack of senior management commitment. Unable to agree on process definitions. Processes cannot be supported by a tool. Tool customization takes too long. Resistance from IT specialists. Inadequate training of IT specialists. So why was the success rate so low? Lack of senior management commitment. Unable to agree on process definitions. Processes cannot be supported by a tool. Tool customization takes too long. Resistance from IT specialists. Inadequate training of IT specialists.

6. Risk Avoidance Ask senior management to send an e-mail to all specialists stating its commitment to ITSM. Obtain a set of processes to eliminate the process definition phase. Ensure that the processes: are field-proven, are common sense, provide practical instructions that are readily accessible for reference, and use easy to understand terminology. Obtain a preconfigured database with tool settings for complete and efficient support of the processes. Risk Avoidance Ask senior management to send an e-mail to all specialists stating its commitment to ITSM. Obtain a set of processes to eliminate the process definition phase. Ensure that the processes: are field-proven, are common sense, provide practical instructions that are readily accessible for reference, and use easy to understand terminology. Obtain a preconfigured database with tool settings for complete and efficient support of the processes.

7. The Standard Implementation Plan Covers the implementation of the Service Support processes. Allows for the customization of the processes and the tool settings. Takes approximately 12 weeks to complete. The Standard Implementation Plan Covers the implementation of the Service Support processes. Allows for the customization of the processes and the tool settings. Takes approximately 12 weeks to complete.

8. Benefits of this Approach Save 4 to 6 months during the process definition phase. Save 2 to 4 weeks of tool configuration effort. Risk of failure is essentially eliminated. IT support staff has received sufficient training. Benefits of this Approach Save 4 to 6 months during the process definition phase. Save 2 to 4 weeks of tool configuration effort. Risk of failure is essentially eliminated. IT support staff has received sufficient training.

9. Result of this Approach 3 Months 3 Months 4 Months 4 Months 5 Months 5 Months 6 Months 6 Months 30 days 19992000200120022003

10. Case Study 1 - Accenture for the Medicines and Healthcare products Regulatory Agency Accenture won outsourcing contract January 01, 2003. Required integrated help desk by April 01, 2003. Implementation started on January 15, 2003. Implementation was completed on March 31, 2003. It took 50 days to agree on the customization of the Alignability ™ Process Model. After that, the implementation took 30 days. Learning Experience: The Alignability ™ processes do not need to be modified. Case Study 1 - Accenture for the Medicines and Healthcare products Regulatory Agency Accenture won outsourcing contract January 01, 2003. Required integrated help desk by April 01, 2003. Implementation started on January 15, 2003. Implementation was completed on March 31, 2003. It took 50 days to agree on the customization of the Alignability ™ Process Model. After that, the implementation took 30 days. Learning Experience: The Alignability ™ processes do not need to be modified.

11. Case Study 2 - ChoicePoint Already implemented HP OpenView Service Desk for Help Desk and Change Management processes in 2003. Desired: HP OpenView Service Desk used to support the Incident, Problem, Configuration, Change and Service Level Management processes. Implementation started June 01, 2004. Implementation end date August 06, 2004. Official project deadline September 30, 2004. Number of concurrent users in scope: 100. Total Consulting Days: 43. Case Study 2 - ChoicePoint Already implemented HP OpenView Service Desk for Help Desk and Change Management processes in 2003. Desired: HP OpenView Service Desk used to support the Incident, Problem, Configuration, Change and Service Level Management processes. Implementation started June 01, 2004. Implementation end date August 06, 2004. Official project deadline September 30, 2004. Number of concurrent users in scope: 100. Total Consulting Days: 43.

12. Case Study 2 - ChoicePoint “ Having had the experience of implementing some of the service management processes the conventional way, we immediately recognized the benefits of the Alignability ™ Process Model when we saw it. Rather than continuing with the definition of the remaining processes, we managed to save a lot of time by starting over again with the Alignability ™ Process Model.” Case Study 2 - ChoicePoint “ Having had the experience of implementing some of the service management processes the conventional way, we immediately recognized the benefits of the Alignability ™ Process Model when we saw it. Rather than continuing with the definition of the remaining processes, we managed to save a lot of time by starting over again with the Alignability ™ Process Model.” Name: Ms. Krissi Rouquie Position: Director, Enterprise Applications Company: ChoicePoint

13. Case Study 3 - Daikin Europe “ We have successfully introduced 5 core ITSM processes (Incident, Problem, Configuration, Change and Service Level Management) in only 10 weeks. The solution from Siemens Business Services, based on HP OpenView Service Desk and the Alignability ™ Process Model, provided us with the fastest possible implementation time and best ITIL / ITSM process experience.” Case Study 3 - Daikin Europe “ We have successfully introduced 5 core ITSM processes (Incident, Problem, Configuration, Change and Service Level Management) in only 10 weeks. The solution from Siemens Business Services, based on HP OpenView Service Desk and the Alignability ™ Process Model, provided us with the fastest possible implementation time and best ITIL / ITSM process experience.” Name: Mr. Geert Monserez Position: Co-Department Manager, Information Systems Department Name: Mr. Jan Wildemauwe Position: Co-Department Manager, Information Systems Department Company: Daikin Europe N.V.

14. Why can’t we just use ITIL? The IT Infrastructure Library (ITIL) provides the guidelines for organizations that want to define their service management processes. It does not provide the processes themselves. Even the processes are not enough, however. They will need to have detailed work instructions behind them to provide a practical benefit to the people who are expected to follow the processes. Naturally, ITIL also does not provide tool settings. Hence, ITIL is not enough. Organizations are still expected to do a lot of work. Why can’t we just use ITIL? The IT Infrastructure Library (ITIL) provides the guidelines for organizations that want to define their service management processes. It does not provide the processes themselves. Even the processes are not enough, however. They will need to have detailed work instructions behind them to provide a practical benefit to the people who are expected to follow the processes. Naturally, ITIL also does not provide tool settings. Hence, ITIL is not enough. Organizations are still expected to do a lot of work. ®

15. Before Hiring Consultants Review their processes Ensure that the processes come with detailed work instructions (steer clear of high-level models). Ensure that the work instructions specify how the tool should be used. Ask them which tool they recommend Do not pay for a tool selection. They are the experts; they should know from experience which tool is best for you. Ask to see their tool settings that support their processes. Make sure that they do not change your organizational structure This is hardly ever necessary. It will only cost a lot of money, and will result in a lot of organizational unrest. Ask for a detailed project plan as part of their proposal Do not pay for the development of a project plan. If they have done this before, they should be able to provide this to you. Ask for a fixed price If they do not want to implement for a fixed price, the risk is probably too high. Before Hiring Consultants Review their processes Ensure that the processes come with detailed work instructions (steer clear of high-level models). Ensure that the work instructions specify how the tool should be used. Ask them which tool they recommend Do not pay for a tool selection. They are the experts; they should know from experience which tool is best for you. Ask to see their tool settings that support their processes. Make sure that they do not change your organizational structure This is hardly ever necessary. It will only cost a lot of money, and will result in a lot of organizational unrest. Ask for a detailed project plan as part of their proposal Do not pay for the development of a project plan. If they have done this before, they should be able to provide this to you. Ask for a fixed price If they do not want to implement for a fixed price, the risk is probably too high.

16. References Already more than 100 organizations in over 30 countries have followed this approach. All of these ITSM implementations have been successful. Please visit the “Testimonials” section of the www.alignability.com web site to read through more responses from organizations that have already used these principles to implement their ITSM processes. References Already more than 100 organizations in over 30 countries have followed this approach. All of these ITSM implementations have been successful. Please visit the “Testimonials” section of the www.alignability.com web site to read through more responses from organizations that have already used these principles to implement their ITSM processes.