7 Steps to a Successful ITSM Tool Implementation

7 Steps to a Successful ITSM
Tool Implementation

Welcome to the Presentation!
• CEO & Co-founder of Navvia
• 30 plus years of Service Management
Experience
• Twitter: @mainville
• dmainville@navvia.com
David Mainville
April 2014 Copyright 2014, Navvia - A Division of Consulting-Portal 2

“It’s seldom the tool
that’s the problem”

Why do you think ITSM tool projects fail?

The vendor says no need for process, it’s “out of the
box”….
…Consensus takes too long & it is hard work
We’ll just do a “lift and shift” from our old tool
...The last project that focused on process failed
Our management says “6 months? Just slam it in”…
…It’s SaaS, just turn it on

7 Steps to a successful ITSM tool implementation
Identify the GAPS – the goal is to improve things
Don’t start from Scratch – great templates exist
Don’t try this on your own – isolation kills adoption
Don’t be a technophobe – capture requirements
Don’t forget to validate – helps with the buy in
Remember to educate – critical for adoption
Govern the process – left in isolation the process will die

Identify the gaps
• Why are you implementing
a new tool?
• What are the pain points
with the current system?
• What are the capability
gaps you are trying to close?
• Do you understand the
users point of view?

Identify the gaps
Interviews Workshops
Tool
Strategy
& Plan
Questionnaires
Observations

Build a roadmap
Current
State
Future
State
Quick Wins
Process
Enhancement
Technology
Deployment
Organizational
Change

Don’t start from scratch
• What are you doing today
from a process perspective?
• Are there templates or
standards you can leverage?
• What is being employed in
other areas of your
organization?
• Can you leverage other
programs (ISO, Six Sigma…)

Best practices, by their very nature, are absent of your company's
organization, business, cultural and technology requirements
To realize the full benefits, organizations must re-introduce their own reality

Remember This?

Keep the diagrams simple!
Remember your audience…less is more!

Anatomy of a Process
Inputs
The objects or data
required to complete the
activities
Activities
The specific steps
required to convert inputs
to outputs
Outputs
The desired work
products or data. May be
input to another process.
Controls
The policies and guiding principles defining how the process will operate
Measurements
The activities and metrics to ensure the process meets requirements

Anatomy of a Process
• Overview
– Description, goal, objectives,
roles, related documents and
glossary of terms
• Workflow
– Activities and tasks
– Task details
• Inputs, outputs, roles & duties,
tool & data specs and
procedures
• Controls
– Control objectives, metrics,
policies and governance tasks
• Specifications
– States & triggers, tool & data
specifications and notifications

Process Design Artifacts

Don’t try this on your own
• Processes built in a vacuum, in
isolation, will not get adoption
• People need to understand
“why”
• Do you understand your
stakeholders requirements?
• Are you actually making things
better for people?
• Balance consensus with
getting things done

What’s in it for me?
“Why should I embrace your vision or
change, what’s in it for me”?

Everyone has their own perspective…
The CEO The CIO
Shouldn’t IT just work?
I’ve got a business to run
and services to deliver
How do I demonstrate
that IT is aligned to the
business?
The IT Manager The Technical Staff
I&O is consuming 60% of
my budget, I can’t fund
new projects
Those users just don’t
understand!

Who Needs to be Involved?
Steering Committee
Stakeholders
S.M.E.’s
Core
Team

Don’t be a technophobe
• Out of the box seldom works
• Map business outcomes to tool
and data requirements
• Identify the mandatory fields,
define pick lists, figure out the
triggers
• Make sure you are capturing
the right data to produce
metrics

Business Outcomes must drive IT
Business
Outcomes
Requirements Processes
Tools and
Technology
Start Here
Not Here

Mapping Process to the Tool

Detailed requirements

Simultaneous Process and Technology Design
Process & Technology - You can’t do one without the other!
Process Design Timeline
Process
Path
Technology
Path

Don’t forget to validate
• Iterative process design
• Use of “show & tell”
sessions
• Watch out for scope creep
• Validate often and get sign
off against requirements
• Be wary of “I didn’t agree to
that…”

Remember to educate
• Training fosters adoption of
the processes
• Build an education curriculum
and plan that addresses all
your stakeholders
• Consider various training
formats from CBT to instructor
led
• Consider using people
involved in the process to do
the training

Education
Curriculum
Development
Content Development
Delivery
Vehicles
Testing and
Certification
Education
Plan

Govern the process
• Define the controls, policies &
standards then make people
accountable
• Define your governance
organization and structure
• Define the controls & frameworks
you are required to report against
• Governance is key to CSI
• Governance of cloud applications
means extending your controls to
your vendor
– Remember, you are still
accountable

ITSM Governance & Service Delivery
Actual Service Levels
Desired Service Levels
 Ungoverned processes “wear down” over time
 The result is service variability versus consistency
 More effort to manage / less customer satisfaction

Don’t be one of the statistics!
 Understand what’s broke & build a plan
 Collaborate with your stakeholders
 Save time, don’t start from scratch
 Define and capture your requirements
 Validate, Keep asking if your on track
 Educate to drive adoption
 Govern to ensure accountability

We are a Software and Service company dedicated to
helping organizations Navigate IT and Business Process
Complexity Via our tools and services
Over 14 years of ITSM success!

The Navvia Process Management Platform
Free trial
www.navvia.com/test-drive
March 2014 Copyright 2014, Navvia - A Division of Consulting-Portal 33

Thank You!
David Mainville
dmainville@navvia.com
Twitter: @mainville

Appendix

Process Design
Project
1.0
Initiation
2.0
Discovery
3.0
Process
Design
4.0
Technical
Design
5.0
Build
6.0
Test
7.0
Rollout
Work Breakdown
April2014 Copyright 2014, Navvia - A Division of Consulting-Portal 36

Approach & Deliverables
Activity Approach Deliverables
Initiation
Various meetings and planning sessions.
Kickoff meeting with senior management in
attendance held live, broadcast via WebEx
and recorded
• Approved Statement of Work / Project Charter
• Resources identified and scheduled
• Project kickoff presentation created & delivered to
all stakeholders
• Project reporting and signoff criteria documented
• Status meetings and post project review scheduled
Discovery
Combination of online questionnaires,
interviews, workshops, along with a thorough
review of background materials including
current systems, documentation and other
existing process
• A stakeholder analysis
• An inventory of current practices, documentation
and supporting tools
• An evaluation of current process with specific
recommendations for improvement (people,
process and technology)
• Quick wins
Process Design
A combination of process design workshops
(up to 10) and validation workshops (2) to
design a process that meets the needs of
your organization.
Process documentation that includes:
• Description, goals and objectives
• Inputs, outputs, controls, policies and metrics
• Activities and tasks
• Detailed process flows, RACI diagrams and other
artifacts to effectively communicate the process

Technical Design
A combination of technical design workshops
design and develop a set of technical
specifications in support of tool
implementation and process automation.
Technical design document that includes:
• Tool and data specifications down to field types
• States, state transitions, triggers and state diagram
• Notifications, message content and notification rules
• Screen design and layout recommendations
• Integrations identified
Build
Design review sessions (4). We will also
conduct separate workshops (4) to develop
the use cases needed for testing. We also
capture ‘screen shots” of the customized
application in order to develop role-based
user training.
• Schedule / facilitate the design review sessions
• Documented feedback to the developers
• Oversight that the tool implementation is on-track
and is in adherence to the documented design
• Documented use cases and testing scripts
Test
Assemble testing team and assign test cases.
Review test results and provide feedback to
design team. Continue with the development
of training materials
• Oversight and guidance throughout the testing
• Role-based user training including PowerPoint slides
& student guide
• Documented training plan and schedule
Rollout
Conduct train-the-trainer sessions, schedule
and conduct training. Collect user feedback
and modify training accordingly. Record
training for offline delivery.
• Schedule training sessions
• Training delivery
• Recorded training content
• Training feedback and CSI

Project Plan
Approximately 18 weeks from initiation to an implemented process

7 Steps to a Successful ITSM Tool Implementation

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