it SMFAustralia ITIL Deakin University Wheres My Dinner

it. SMF-Australia ITIL @ Deakin University “Where’s My Dinner? ” Darren Burgess Program Director, Service Improvement Program Business Services Manager Information Technology Services Division Deakin University 4 th August 2004

Specials of the Day Background Structured Project Approach Revitalised Program Organisational Re-alignment Program Structure Accelerated Approach How it is Different The Future

Background ¨ Services Review ¨ Service Support and Delivery ¨ Commercial responsiveness ¨ Alignment to Services ¨ Service Improvements ¨ Common, repeatable processes ¨ We needed a Framework ¨ We wanted to be better

Background ¨ ITIL Selection Process – Common Sense – Practical – Public Domain – Non-proprietary – BS 15000 Standard – British Government initiative – Demonstrated utilisation & success

Background ¨ Partner Selection Process – Demonstrated ITIL knowledge & experience – Training capability – Proactive advice provision – Consultancy services – Vendor independence ¨ And we found one…

Background ¨ Getting Started – External Assessment – Recommendations for Improvement – Service Improvement Working Party – Joined it. SMF – Talked to Other Organisations – Workshopped Assessment & Recommendations – Determined Process Priorities • Service Level Management • Incident Management

Structured Project Approach ¨ Project Sponsor ¨ Project Steering Committee ¨ Project Manager ¨ Document Driven – Project Concept Proposals – Funding Proposals – Project Initiation – Formal Project Documentation – Step-by-Step Progress ¨ Quality Approach

Structured Project Approach ¨ Doing the “right” things ¨ Go it alone ¨ Issues – Running “The Project” – Producing documentation – Lost sight of the desired outcomes – Delays between each step – Isolated, single stream projects – Resource Contention ¨ Slower than expected progress

Structured Project Approach ¨ Progress was made ¨ Service Level Management Project – Service Catalogue – Service Offerings – Service Level Agreement ¨ Absence of defined process ¨ Service Levels not finalised ¨ Misalignment between OLAs and UCs ¨ Awareness was increasing

Structured Project Approach ¨ Doing the “right” things ¨ Training – 95+% staff – Foundation Certificate – Key stakeholder staff – Managers Certificate ¨ Built up a Library ¨ Culture change ¨ Pockets of ITIL ¨ Improvement realisation

Revitalised Program ¨ Why Change? – Enthusiasm of staff – Waiting for the projects – Keep the momentum going – Higher levels of discussion – Rapid and visible movement forward – Unsure how to implement ¨ The Service Improvement Program

Organisational Realignment ¨ ITIL Alignment ¨ To accommodate the SIP ¨ Revised Project Methodology ¨ Senior Leadership Team ¨ Process first, then structure – Confidence in the staff – Tight timeframes – Concurrent development – Close interfaces between ORP & SIP

Program Structure ¨ Moved away from Committee to single Program Sponsor ¨ Closer Partnering ¨ Program Structure – – – – Program Sponsor Program Director Program Advisor Customer Stakeholder Project Manager/Business Analysts Process Definers Technical Writers

Program Structure Key Customer Stakeholder Program Director Program Advisor (External) Program Sponsor Program Support Office Program Board Service Desk, Incident & Problem Management Project Manager/ Business Analyst Process Definers Change & Release Management Project Manager/ Business Analyst Process Definers Service Level & Configuration Management Project Manager/ Business Analyst Process Definers ITIL Processes 7 & 8, etc… Project Manager/ Business Analyst Process Definers Project Teams ITSD Team Members

Accelerated Approach ¨ Program focus ¨ Primary focus with full scope ¨ Linked to the ORP & LEAP ¨ High awareness campaign ¨ Prioritisation across the organisation – Strategic – Tactical – Operational ¨ Completeness vs %

Accelerated Approach ¨ Reprioritisation of processes – Primary Priorities • • Incident Management Service Desk Problem Management Service Level Management – Secondary Priorities • • • Change Management Release Management Configuration Management Capacity Management Availability Management IT Service Continuity

Accelerated Approach ¨ The right people ¨ Process Definition Method ¨ Workshopped processes ¨ Re-baseline ¨ Iterative implementation ¨ Journey of discovery ¨ Target acquisition ¨ Getting it done…

Accelerated Approach ¨ Tooling process – In-house development – Integrated with existing toolset – Dynamic Systems Development Method – – (DSDM) Developed with process Functional requirements Technical specification Iterative Implementation

Accelerated Approach ¨ Tooling process – External product – Integration with existing capabilities – Functional requirements – Review market – Business Case to compare build and buy – Installation – Customisation – Implementation

How it is Different ¨ Program Management ¨ Total & highly visible commitment ¨ Partnering ¨ Higher tolerance required – – Risk Resource commitment Deliverables not clearly identified initially Incomplete outcomes ¨ Focus on outcomes ¨ Rapid & visible achievements “Working towards the vision, not the specifics”

How it is Different ¨ Achievements – Program • • Program Brief Process Definition Method Additional Resources Cultural Change & Staff Buy-In – Processes • • • Workshops Project Plans Project Charters Process/Function Scopes Business Case/Cost Analysis

How it is Different ¨ Achievements – Products • • Process Definitions Procedure Development Service Catalogue Corporate Level SLA – Organisational Growth • • Understanding Culture Enthusiasm Structural Realignment

ITIL Aligned Structure Head’s Office Administration Operational Service Provision Service Control Service Planning & Development Service Desk Change Management Capacity Management Incident Management Release Management Availability Management Problem Management Configuration Management IT Service Continuity Management Financial Management Program Office Service Level Management

The Future ¨ The Program ¨ A continuous quality improvement mindset – Review cycles – Link SIP to business planning – Link to the PPR process ¨ Regular external scrutiny ¨ Mature the realigned structure ¨ Improvement opportunities

The Bill ¨ How was your meal? ¨ Now it’s you’re turn ¨ Take out your wallets ¨ Hand over the readies… Questions?