IT In the Park - Edinburgh 2015

#ITinthePark
ITSM in Action
Sponsored by

#ITinthePark
Chris Rydings
Arnold Clark Automobiles Ltd

ICT MOT - LIFTING THE BONNET ON IT SERVICES
Christopher Rydings
Chief Technology Officer
10th November 2015

Background
• £3.4bn Turnover pa
• 160+ Physical Locations across UK
• 211 Franchise Outlets
• 10,800 Staff
• Harry Fairburn – BMW
• J R Weir Group – Mercedes
• GTG Training and Conference Centres – Glasgow, Edinburgh & West
Midlands
• Vehicle Hire and Rental – HGV, Bus, Van and Car
• Fleet Hire – HGV, Bus, Van and Car
• AC Insurance Services
• ACCIST Accident Management
• AutoParts UK
• 23 Contact Centres (UK based)

Challenges – IT too difficult to deal with......
• Telephony Stats: 241,000 incoming calls (avg) pa
• Tickets Raised Logged - 135,147 pa
• Difference = 43.75% pa
• Multiple calls Multiple analysts (33)
• Receptionists (8)
• Team Leaders (4)
• Mix of Requests & Incidents
• No Incident Prioritisation – All dealt with as P1’s
• Uncontrolled Change – Test & Live (PC & Server Admin Passwords)
• Support Hours = 8 - 6pm Mon Fri
• Business Hours = 7 – 8pm
• IT Requests – Average PC request to install = 4 - 5 months
• Unknown number of ICT Assets
• IT Requests – Average Software install = 3 months
• Multiple installs of same product, different version
• CDK Rollout – 18 months (128kb Config File)
• No adequate ticket system – Call logging only. No SLA’s, No reporting
• Field Engineers – Back to base for next job
Just a reminder that I will commence running the
reports for October when the support desk closes at
5:30pm tonight.
If there are any jobs you are needing to update & close
can you aim to have this done for 5:30 as it takes me a
number of hours to run all the reports when everyone
is off QSM.
Thanks
No remote control software
No Active Directory
No Asset Discovery
Avg Network Link – 512kb
Analogue Telephony

Challenges – IT too difficult to deal with......
1 Question – 8 Answers!

Challenges – IT too busy firefighting to fix things......
• Old, Complex, Brittle systems make change risky yet we average 100+ Changes a month
• Support resource & levels have stayed static Silo’d
• Process improvement takes a back seat to firefighting – processes lack maturity and do not join up
• A lack of dedicated and focused project resource means that we simply do not fix things until its an
emergency or already too late
• Teams are not product and service aligned which means clear accountability and service improvement
focus is lacking

Approach
• Customer first
• Service focus
• Professional functions
• Design right, run right, planning not firefighting
• Quality products
• New operating model

Approach – “..chicken or egg..”
What type
off issues
are there?
Look at the
call stats!
What call
stats?
Need call
stats!
How do we
capture
them?
Use our
Processes
to assess
calls and
impacts!
What
processes?
Lets use
ITIL as a
starting
point!
Whats
ITIL?
…….help!
P.P.T. – In Reverse: Tools (Capture), Process (Basic approach), People (Assess)
Get a tool
to help!
Tender for
a call
logging
system
No
infrastruct
ure to
build it on!
No Active
Directory
to get the
clients
talking to
new tool
Buy new
Infrastrucu
tre and
build AD
Install Tool
– Use basic
OOB rules
Install
client to all
assets
Train Team
on new
Processes
Introduce
new
services
gradually
Now assess
services

CTO
Infrastructure
Mgt
Network
Platform
Engineering
Telecoms
Desktop
Engineering
Service Delivery
Support Desk
Change Mgt
Problem Mgt
Field Team
Configuration
Mgt
PMO
Program Co-
Ordinator
Project Mgr
Project Mgr
Site Installs
Digital Dev
Testing Service
DevOPs
Security
ICT Security
Corporate
Assurance
Design
Authority
Technical
Architect (Infra)
Technical
Architect (App)
Approach– Org Design
Requirements -

CTO
Infrastructure
Mgt
Service
Delivery
PMO Digital Dev Security
Design
Authority
Delivers
-Organisation
aligned with key
tech pillars
-Stable service
operations
-Clear
separation of
run v’s project
activity
-Focus on
automation and
streamlining of
operational
support
Delivers
- Security
embedded in
service design
and operation
- Management
of security BAU
and reduction of
service risk
- Transformation
security model
and supporting
services
Delivers
- Dedicated
technical project
team
- Dedicated Site
Refurbishment
- Legacy
remediation
- Platform
stabilisation
Delivers
- Improved
business
engagement
- Service
reporting
- Service Level
Management
- Focus on
service strategy
and transition
-CSIP
-Improved event
management
Approach – Org Design
Delivers
-Service and
product aligned
teams
- Agile adoption
- Improved
product quality
-Flexible
sourcing
strategy
- efficient and
safe delivery of
programme
-Defect
management
Delivers
-Flexible
resource model
- Environment
management
- Improved
product quality
- DC Standards
- IT Bus
Continuity /
ITDR
- New platforms,
Virtualisation,
IaaS, DaaS
- Infrastructure
standards
- Development
Standards

Approach – IT Service Management
• Service Desk
• SPOC
• Incident Management
• Problem Management
• Root cause analysis (RCA)
• Trend analysis
• 3rd Party alignment
• Cross functional view
• Configuration Management
• Software Licensing (Control Measure Compliance Negotiate)
• Asset Management (Control Tracking Topology)
• Contract Management (Review Control Forecast)
• Change Management
• Change Control (Std, Emergency ECaB)
• Change Calendar
• Development release control
• Maintenance Forward Schedule (3rd party Internal)

Approach – LANDESK Mgt Console

Approach – LANDESK Mgt Console
Mobile Devices
• Auto Enrolled
• Managed
• Secured

Outcomes – “..a step in the right direction.”
Incidents – Broken down in to Categories
Uncontrolled
Change Release
by Development
Team

Outcomes – “..a step in the right direction.”
Service Requests – Broken down in to Categories

Summary – “..small steps….”

Questions?
Christopher Rydings
Chief Technology Officer
10th November 2015

#ITinthePark
Ivor MacFarlane
ITSM Evangelist

Supported by:
Intelligent Disobedience
A service dog idea for
service management
Ivor Macfarlane

Supported by:
Slide 26
30+ years of Help Desks
• Cool New Idea
–ITIL® selling point in early 90s
• Became de rigueur
–Seen as expensive necessity
• Deskilling, outsourcing,
and offshoring
–All intended to reduce the
costs

Supported by:
Slide 27
Automation and self-service
• Technology taking over from people
• Expect work to reflect home
• New generations expect phone app,
not phone call

Supported by:
Slide 28
Change in Standard+Case balance
Rob England’s excellent
perspective on routine and
exception situations

Supported by:
Slide 29
Changing nature of remaining calls
• Less calls but (way) more effort on each one

Supported by:
Slide 30
Effect on Service desk roles
• Understand and adapt – when
justified
• Obedience to script ->
innovative
• Room for judgment and
innovation again

Supported by:
Slide 31
Intelligent Disobedience
• 1930s guide dog idea
• Not absolute
–Code words
–Boundaries

Supported by:
Slide 32
Brief word about the opposite
• Stupid obedience
• Can we find people as smart as
labradors?
• Ever been seen in ITSM?

Supported by:
Slide 33
Service Management disobedience
• Not about anarchy
• Innovation with constraints
–Parameters
–rules about breaking rules
–Parameters and rules are dynamic

Supported by:
Slide 34
Context is everything
• What is right sometimes is wrong
other times
• Need to explore the context
• Judge relevance

Supported by:
Slide 35
Some simple examples
• Discovery
• Knowledge

Supported by:
Slide 36
Making it work
• Empowerment
• Like standard changes?
• Documentation
–Turning discovery into
knowledge

Supported by:
Slide 37
Front line staff need
• Awareness
• Boundaries
• Data and information
• Recognition and reward
• Support

Supported by:
Slide 38
Management’s role
• Biggest single factor for success
• “First do no harm”
• Give support
• Facilitate This picture
deliberately
left blank

Supported by:
Slide 39
Making and letting good guys work
• “Make it so” culture
• Judge by intention
• As well as by results
• Judge over time

Supported by:
Slide 40
Facilitate - Learning and practice
• Experiential learning and thought experiments
• ITSM has experience of how:
–Workshops for change
configuration etc
–Service rehearsals
–Incident & problem reviews
• Capture, document, maintain
and make (re)-usable.

Supported by:
Slide 41
Be Intelligent Disobedience aware
• Don’t try and plan for
everything
–Be aware of the break even
points
–Accidental cultural
imposition
–Knowledge management
• But also don’t be a virgin
every time

Supported by:
Slide 42
Innovation should feed Knowledge Mgt
• Customer service innovation can
redefine normal
• Learn, capture, document and
make available
• Basis for procedures & training

Supported by:
Slide 43
Management support (Leadership)
• Back up the decisions made
• No blame culture
–To keep 90% success
–Praise the 10% good try
• Encourage conversation
and cross fertilisation
• Value near misses

Supported by:
Slide 44
The challenge?
• Getting intelligent staff isn’t difficult
• Getting appropriate management
might be
• Seeing cost benefit of innovation …
… but requires understanding
• Space to perform
• Chances to
–Learn and teach
–Practice and experiment
• Knowledge management

Supported by:
Slide 45
Resources and Contact information
• White paper http://freshservice.com/resources/
• Rob England’s Standard+Case Website
http://www.basicsm.com/standard-case
• Website: www.macfpartners.com - blogs there and …
• Also some here …
Ivor Macfarlane
Email: ivor@macfpartners.com
Twitter: @ivormacf
+44 7725 706617

#ITinthePark
Philip Murray
Standard Life

PHILIP MURRAY
IT MANAGER
November 2015
Seven Weeks and a Day to change IT
© 2015 Standard Life All Rights Reserved

Who we are
© 2015 ServiceNow All Rights Reserved

The pace of change Highlights
UK Go Live achieved within 7
weeks and 1 day of project start
Integration of ITSM functions into
a single tool, displacing many
systems
Global operation, process
consistency and multi-lingual
functionality enabled

Piece by Piece
ChangeIncident Problem
CMDB
RequestKnowledge Reporting
Service Portfolio
SLA Service CatalogChat
Asset HR Ticketing
Mobile CapabilityEmail Notifications
Business
Service Maps
Survey Project
Resource
Management
Business Impact
Analysis
Integrations RequestService Catalog

A horrible history

The step change

Transformation looks like this

A look at Now
52h 49m 2h 8m 10h 47m
Now automated delivery
3 minutes
-99.999%

Thank you

#ITinthePark
Best Practice
Sponsored by

#ITinthePark
Neil MacGowan
ServiceNow

© 2015 ServiceNow All Rights Reserved Confidential 59© 2014 ServiceNow All Rights Reserved Confidential
Not All Roads Lead to Rome
Neil MacGowan
Enterprise Strategist

© 2015 ServiceNow All Rights Reserved Confidential 60
The Enterprise Cloud Company
Enterprise Cloud
Cloud-based Service that Modernizes
and Transforms the Enterprise
Highly Secure and Available Enterprise
Cloud
SaaS Business Model
NYSE: NOW
3,000+
Enterprise Customers
3,000+
Global Employees
Major Sites
San Diego, Silicon Valley, Seattle, Amsterdam,
London, Sydney, Israel
$28M
$64M
$128M
$244M
FY12FY11FY10FY09
$425M
FY13 FY14
$683M
Strong Revenue & Growth
* $960M-$1BN
*Expected 2015 Revenues
FY15E

ServiceNow Enterprise Strategy
• Enterprise Strategist – Transformation Office
– Providing thought leadership and experience
around the strategic alignment of people, process
and technology to support key business outcomes
• Enterprise Architect – Corporate Enterprise
Architecture
– Providing thought leadership and experience
around the implementation of transformational
solutions within complex enterprise environments
• Business Value Consultant – Value Realization
– Providing expertise around the identification and
quantification of the key metrics in support of value
hypothesis, business cases and future value
realization
Strategist
Architects Value
Consultants
The ServiceNow Enterprise Strategy organization is designed to help customers discover and define high
value Service Management strategies for the Enterprise that are directly aligned to the core goals and
initiatives of their business.

Before we Start…
We must ask ourselves crucial questions…
• Where are we?
• How did we get here?
• Why did we come?
• Where do we want to go?
• How do we want to get to where we want to go?
• How far do we have to go before we get to where we want to
be?
• How would we know where we were when we got there?
• HAVE WE GOT A MAP?
Source – Sir Marcus Browning M.P (aka Rowan Atkinson)

Why are we in Business?
Innovation
& Agility
Management
& Control
Risk &
Compliance
Return on
Capital
Employed
(or equity,
shareholder
value,
economic
value
added)
Growth
Productivity
Risk
Management
• New Markets &
Geographies
• New Customers &
Market Share
• Product & Services
Innovation
• Long Term Strategy
• Operational
Efficiency
• Human Capital
management
• Reputation Pricing
Power
• Operation &
Regulatory Risk
• Reputational Risk
• Supply Chain Risk
• Leadership &
Adaptability
Source – United Nations Global Compact Value Driver Model

World of Confusion

Have we got a “Solution” for you!

Enterprise Cloud

The True Value of a Service Management Platform
1,000+
Customer Created
Apps
Line-of-
Business
Benefits
Business Alignment
Improved Customer Experience
Better Customer/Staff
Retention
Greater Market Share
Increased Revenue
Faster Time to Market
3. What You Create
OPERATIONS
Productivity/Automation
Case Avoidance
Reporting
Workflow Dashboards
2. What You Gain
1. What You Save
TCO
Rationalize
Optimize
Innovate

Value is Relative

It’s in the Eye of the Consumer

And Times They Are Changing

The Customer Value Conundrum
Perceived Value to
the Business
Cost of Service
The Typical Situation
There is a mis-match between the Perceived
Business Value and the Cost resulting in
pressure to reduce service delivery costs
Win-Win Situation
There is a match between the Perceived
Business Value and the Cost of Service
No Win Situation
Cost cutting program to bring Cost of
Service in line with the Perceived Business
Value
Cost cutting performed without changing
the way of operating reduces the perceived
value to the business even further
Lower costs while increasing the value by
changing the way of operating…
Consumerisation, Service Catalog, Self-service,
Knowledge, Collaboration, Automation,
Notification, Agile Development, Transparency,
Visibility, Control. …..
Service Management provides the foundation for
changing the operation.

So We Have to Change Too

5 Principles of Lean
Customer Value – understand from the customers’ viewpoint what is
of value to them. This is about building a relationship around clear
communication and shared understanding in a way that will allow
you to deliver what it is that your customer needs.
Value Stream – to be able to remove the waste from processes it is
essential that all the activities, across all the areas, involved in
delivering that product or service are understood.
Create Flow – in order to eliminate the waste, processes need to be
changed and reorganised so that the product or service flows
through all the value adding steps in the most effective and efficient
way possible.
Customer Pull – by understanding the demand that customers put on
your processes you can build your processes to meet that demand.
Therefore, delivering what your customer needs, when they need it
to the place that they need it.
Pursue Perfection – the world you live in is constantly changing and
therefore your processes need to continue to meet the changing
requirements and demands. Through building in proper review
mechanisms you ensure that you deliver what your customer needs
not only now but in the future.

Provider Maturation and Evolving Role of IT
Source – Business Relationship Management
Institute

Goal of an Overarching Framework
• Drive and shape demand for
platform consumption
• Align all stakeholders on strategy,
goals and execution
• Measure and assess benefit
realization
• Understand the platforms place in
the larger Business Technology
landscape
• Support enterprise adoption
Alignment
“Are we doing the right
things?”
Architecture
“Are we doing them the right
way?”
Delivery
“Are we getting them done
well?”
Value
“Are we getting the benefits?”
Governance
Enablement
Goals
Strategy - People,
Process,
Technology, and
Data

Aspirational Maturity Levels
IT Product
Focus on Stability
• Out of Box Usage
• Core System Setup
and Integrations
• Small application
footprint
• Few product owners
• Compliance and
Risk
• Technical
governance
• Focus on release
Service Platform
Focus on Scalability
• Proactive
configuration
• Diverse product
ownership
• Data governance
• Enterprise
architecture
• Best fit usage
• ServiceNow as a
Service
• Cross-platform
usability
• Value realization
• Application-level
integration
• Focus on roadmap
Enterprise Platform
Focus on Strategy
• Center of Excellence
• Enablement
• Enterprise-wide
platform
• GBS
• SIAM
• Enterprise Service Bus
integration
• Mature Enterprise best
fit usage
• Focus on Business
Technology roadmap
2 31
Asks “Why?” Asks “Why Not?”
Product Enterprise
FocusonSupport&Efficiency
FocusonImprovement&Effectiveness
FocusonInnovation&Transformation
Platform
DiscontinuityTactical
Strategic
 Establish CoE Asks “What Else?”

Measuring success

Aligning to Real Customer Value
• Good or Bad?
– Number of tickets handled
– Time before raising incident
– Average call handling time
– Size of backlog
• Good or Bad?
– Customer satisfaction
– Self service usage
– Staff/customer retention

What has ServiceNow ever done for us?
Apart from…
• Onboarding 16 vendors in 18 weeks,
• Consolidating 9 systems across 9
trusts into a single instance
• Reducing helpdesk calls by 25%
• Increasing customer satisfaction by
50%
• Increasing first time fix rate up by
70%
• Handling 60% of HR enquiries via self-
service
• Reducing merchant onboarding from
2 weeks to 3 days

Thank you

#ITinthePark
Stuart Rance
Axelios Resilia Lead

RESILIA™
Cyber Resilience Best Practice
Stuart Rance
Consultant, trainer and author
IT service management and information security management
@StuartRance #ITinthePark

Agenda
Why you should care about cyber resilience
The need for balance
How ITSM and Infosec can collaborate
RESILIA™ overview
Q & A
111

Why you should care about
cyber resilience
112
$£€¥

Why you should care about cyber resilience
• Security breaches are reported in the press daily
– Large and small organizations are affected
– Organizations in every industry are affected
– Breaches impact many millions of end customers
– Losses typically run into millions of $£€¥
– CEOs and CIOs have been forced to resign
• If you think you’ve never been breached then you
probably aren’t monitoring well enough to know!
113

114

Prevent, detect and correct
• Prevent
– Do everything practical to prevent security breaches
• Detect
– Make sure you detect breaches that you failed to prevent
• Correct
– Recover quickly and effectively from detected breaches
115

People, process and technology
• People
– Almost every breach has people as part of the cause
– Policies, Awareness training, Due care, HR standards etc.
• Process
– Many processes can help prevent, detect and correct
– Backups, change management, patch management etc
• Technology
– Definitely needed as a large part of your solution
– Many organizations rely too much on security technology
116

Risks and opportunities
• Infosec people often focus on risks
– Their customers often see infosec as a constraint
• Customers circumvent security controls that stop
them working effectively
– Making the security controls ineffective
• You need to get the balance right
– To enable business opportunity
– And protect against threats
117

Getting it right and continual improvement
• Don’t aim for perfection
– Cyber resilience is an ongoing effort, it’s never complete
• Continual improvement is a state of mind
– Everyone always looking for ways to work better
• Audit is your friend, it’s not something to avoid
– External audits
– Internal audits
– Vulnerability scans
– Assurance testing
118

How ITSM and Infosec
can collaborate
119

IT service management is about managing
INFORMATION technology services
Infosec is about managing INFORMATION security
They are both dealing with
• The same information
• The same IT services
• The same need to manage
120

Many organizations implement
• An information security management system
• AND an IT service management system
BUT they are trying to manage the same information
• This will never work
• What is needed is collaboration
• Work together on designing, building and running
information systems and information technology
121

ITSM people tend to think in terms of
• Processes
– Incident management, change management etc.
• Lifecycle stages
– Strategy, design, transition, operation, improvement
Infosec people tend to think in terms of controls
• Using people, processes and technology
• To prevent, detect and correct breaches
122

Every ITSM process
• Can contribute to infosec
• Needs a contribution from infosec
For example
• Asset and configuration management
– Infosec provides required security controls for the CMS
– Infosec provides tools to detect unauthorized changes
– ITSM provides data about numbers and revisions of assets
– ITSM detects unauthorized changes
123

Security incident management
• This is an enormous area of overlap
• If you haven’t been involved in testing scenarios
– Find the infosec people in your organization
– Discuss how they plan security incident responses
– Understand how this impacts nearly every ITSM process
– Work together to design interfaces and improve processes
– Get involved in testing recovery scenarios
124

ITSM professionals have an enormous opportunity
Seek out the infosec people in your organization
• Ensure they understand how ITSM processes could
contribute to information security
• Learn how security controls could contribute to
ITSM
• Start building the relationships needed to
– Work together to jointly create value
– Collaboratively improve every aspect of infosec and ITSM
125

RESILIA™ overview
126

RESILIA: best practice overview
• RESILIA is documented in a single publication
– Covering the entire lifecycle of cyber resilience
• RESILIA describes a similar lifecycle to ITIL
– Strategy, design, transition, operation,
continual improvement
– The RESILIA lifecycle is about cyber resilience, not ITSM
– RESILIA integrates well with ITSM and other management
system approaches
127

Publication structure
1. Introduction
2. Risk management
3. Managing cyber resilience
4. Cyber resilience strategy
5. Cyber resilience design
6. Cyber resilience transition
7. Cyber resilience operation
8. Cyber resilience continual improvement
9. Roles and responsibilities
128
Three case studies
about fictional
organizations are
threaded through
all the chapters

Risk management
Cyber resilience is largely about managing risks
A risk is created by a threat exploiting a vulnerability to
impact an asset
129
Threat AssetVulnerability

Risk management
Risk monitoring and review
Risk treatment
Risk analysis and evaluation
Risk identification
Establish criteria for risk assessment and acceptance
Establish context
130

Cyber Resilience Life Cycle
131

Strategy
Cyber Controls ITSM Processes
132
• Governance
• Stakeholder management
• Policies
• Audit and compliance
• Strategy management
• Portfolio management
• Financial management
• Demand management
• Business relationship
management

Design
133
• HR security
• System acquisition,
development, architecture
and design
• Supplier and 3rd party
• Endpoint
• Cryptography
• Business continuity
• Design coordination
• Catalogue management
• Service level
• Availability
• Capacity
• Continuity
• Supplier
• Information security

Transition
134
• Asset and configuration
• Change
• Testing
• Training
• Document management
• Information retention
• Information disposal
• Planning and support
• Change
• Asset and configuration
• Release and deployment
• Validation and testing
• Change evaluation
• Knowledge management
• Organizational change

Operation
135
• Access control
• Network security
• Physical security
• Operations security
• Security incident mgmt.
• Event management
• Incident management
• Request management
• Problem management
• Access management
FUNCTIONS
• Service desk
• Technical mgmt.
• Application mgmt.
• IT Operations mgmt.

Continual improvement
Cyber Controls ITSM
136
• Audit and review
• Control assessment
• Remediation and
improvement planning
• CSI Registers
• Seven-step improvement
• CSI Approach

Summary
ITSM and Cyber Resilience are both about managing
information
• Cyber resilience can contribute to ITSM
• ITSM can contribute to cyber resilience
Find your infosec people and discuss how you can best
collaborate
• To deliver best business value with acceptable risk
137

Q & A
138
?

Thank you
@StuartRance
StuartR@optimalservicemanagement.com

#ITinthePark
Innovation
Sponsored by

#ITinthePark
Vito Flavio Lorusso
Microsoft EMEA
&
Luis Soares
Topdesk

Leveraging Cloud Flexibility
Vito Flavio Lorusso: Cloud and Media Technical Evangelist, Microsoft
Azure - @vflorusso
Luis Soares: Head of Account Management,
TOPdesk

Azure
• Supports the broadest selection of operating systems,
programming languages, frameworks, tools, databases and devices
• Don’t have to choose between your data centre and the cloud
• 1st cloud provider recognised by the EU’s data protection authorities
for commitment to EU privacy laws

Networking
Applications
Data
Runtime
Middleware
O/S
Virtualization
Servers
Storage
You/partner manages
On premises
Microsoft manages
Networking
Applications
Data
Runtime
Middleware
O/S
Virtualization
Servers
Storage
Infrastructure
as a service
Networking
Applications
Data
Runtime
Middleware
O/S
Virtualization
Servers
Storage
Platform
as a service
Networking
Applications
Data
Runtime
Middleware
O/S
Virtualization
Servers
Storage
Software
as a service

146
Generation 1 Generation 2
2011+20081989 - 2005 2007
Generation 3 Generation 4
Server
Capacity
20yearTechnology
~2 PUE
Capital Investment:
$25M/megawatt
Colocation Containment
1.2 – 1.5PUE
$13M/megawatt
Containers,PODs
Scalability&Sustainability
Air&WaterEconomization
DifferentiatedSLAs
Modular
1.12 –1.20PUE(2xefficiency)
$3-5M/megawatt (5xCIreduction)
ITPACs:Pre-assembledcomponents
ReducedCarbon,Rightsized
FasterTimetoMarket
OutsideAirCooled
Density
Rack
DensityandDeployment
MinimizedResource Impact
1.4 – 1.6PUE
$17M/megawatt
(PUE = Power Usage Effectiveness) In a datacenter, the ratio of electrical power used by
the servers in contrast to the total power delivered to the facility.
Adiabatic cooling is the process of reducing heat through a change in air
pressure caused by volume expansion. Used when hot outside.
60%lessoperatingexpense
Microsoft’s Datacenter Evolution

ISO/IEC 27001 SOC 1 SOC 2 PCI DSS L1 version 3 Cloud Security Alliance
Cloud Security Matrix
HIPAA
(Healthcare)
FedRAMP FIPS 140-2 Life Sciences GxP Family Educational Rights
& Privacy Act
European Union
Model Clause
China
Multi Layer Protection
Scheme
United Kingdom
G-Cloud
Singapore
Multi-Tier Cloud
Security
China
CCCPPF
Australian Signals
Directorate I-RAP
Assessment
Criminal Justice
Information System
Defense Information
Systems Agency L2
Sarbanes Oxley ITAR Defense Information
Systems Agency L3-5
ISO / IEC 27018
Azure compliance audits and certifications
Global
United
States
Regional
Coming
soon

TOPdesk• Awarded Best in Class: Incident & Problem Management by ITSM
review
• Top 5 service management tools in Europe
• 4500+ customers, 500+ employees, and continually expanding
148

Expanding branches around the
world
149

Benefits to the client
• Best practice package
• Better accessibility around the globe
• Secure connection
• Hybrid solution available
• Less investment in infrastructure
155

>30Trillion
Storage objects
in Azure
1,200,000
SQL databases
in Azure
>60%
Azure customers
using higher-level
services
>10,000
New Azure customers
a week
350Million
Azure Active Directory users
>18Billion
Azure Active Directory
authentications/week
>2Million
Developers registered with
Visual Studio Online

How we
differentiate
Enterprise Grade Hybrid
Hyper-scale

The new Azure Marketplace
Azure Marketplace
Web
Applications
Virtual
Machines
App
Services
AAD
Applications
Data
Services
The Azure Marketplace brings the
quality, choice, and strength of the
Azure partner ecosystem to customers
around the world
 A unified location for Azure-based
offerings from Microsoft and partners
 Over 3,000 offers
 Integrated platform experience
 Streamlined configuration, deployment,
and management
 Fortune 500 and SMB customers across
86 global markets Over 80% of Fortune 500
companies use Azure

 Accessed by users daily to
manage their offerings running
on Azure
 Enterprise customers can
discover, purchase, and deploy
new Azure offerings
Azure Marketplace Webpage
http://azure.microsoft.com
 Accessed through
Microsoft.com, specifically by
those who are evaluating Azure
 Visitors can search for and learn
about offerings that run on
Azure
Azure Management Portal
http://portal.azure.com
Two ways to access the Azure Marketplace
Azure has over 300,000
customers, adding more
than 1,000 every day
200k unique customers on
Microsoft Azure websites
Azure has over 4000 trials
initiated per week

What’s in the Azure Marketplace
*Offerings can be transacted through the Azure Marketplace
Web Applications
Free open source applications pre-configured to run in
Azure Websites
Azure Active Directory
Free pre-integrated and ready-to-use SaaS applications
configured with single sign-on
Data Services
Data services such as demographics and financial
information that can be used in custom applications
Application Services*
Partner services that can be combined with Azure services
to build powerful cloud applications
Virtual Machines*
Microsoft and partner applications that are configured to run
in Azure Virtual Machines
Azure Marketplace
Web
Applications
Virtual
Machines
App
Services
AAD
Applications
Data
Services

#ITinthePark
Peter Darbey
LANDESK

LANDESK SOFTWARE CONFIDENTIAL
IT Asset Management
A three-tiered approach
Peter Darbey
EMEA Technical Consultant, LANDESK

IT Assets – what are they?

The IT Asset Management Reality

The IT Asset Management Reality
of businesses don’t know if they have the right licenses78%
average true-up cost for companies over $50m revenue
$263,000
Percentage of companies audited in the last 24 months 37%
Number of Microsoft customers audited in 2013 30,000

A three-tiered approach
Asset Discovery
Asset Intelligence
Lifecycle Management

Tier One - Asset Discovery
 Asset Scanning
 Manual Input
 Import Asset Data

Vendor Visibility and Integration
Connectivity powers
IT Asset Management
Bring together asset data
across your environment.
Integrate, report and take
action across your Systems,
Mobile and ITSM tools.

Tier Two – Asset Intelligence
Asset Normalization
EULA Awareness
Asset Mapping

Tier Two – Asset Intelligence

Customer Success
“Within the first three months
of using the solution to
automatically identify and
remove unused software, we
had cost avoidance savings of
$958,000 in licensing fees.”
George Leonard
IT Asset Manager, Sealed Air

More customer success
First Year ITAM ROI and Benefits
 $1.5M in savings, in first 8 months
• $1M in systems reclamation savings (Recall,
Software, Planning)
• Recovered $500k in annual Blackberry maintenance
spend
 Identified Software no longer in use or required
• 22% of annual budget is on software
• 30-40% savings from effective asset management
 Real time reporting of software utilization rates

Tier Three – Life Cycle Management

The impact of Off-Boarding
Most Rogue Ex-Employees Have Access
actually logged into accounts after leaving the company49%
retained access to confidential or highly confidential data45%
of Ex-employees are walking away with their passwords89%
still had access to accounts payable they
used when working for a previous company24%

What to look for in an ITAM solution
Asset Manager
Workspace
Software License
Monitoring
Software
Reclamation
Discover Hardware
& Software PurchasesUser Lifecycle
Automation
Third-party
Connectors
Asset
Management
Integrate, take action and
automate
Extend the value of your
systems management tool by
monitoring your assets through
their entire lifecycle and taking
action.

Drive to Workspaces

Questions?
Peter Darbey
peter.darbey@landesk.com
@pdarbey

Thank You

#ITinthePark
Phil Hames
The Business Software Centre Ltd

50 Shades of Software Efficiency
How to Measure your Success
Phil Hames
The Business Software Centre

Are you efficient?
“There are only two qualities
in the world: efficiency and
inefficiency, and only two
sorts of people: the efficient
and the inefficient”
George Bernard Shaw

IT Investment & Firm Profitability (*)
(*) Information Technology and Firm Profitability : Mechanisms and empirical evidence- Mithas, Sunil

Standards
Lean IT Sustainability
Flexibility
Value

Waste slide
UK: £1.7 bn =
£337/PC wasted/
year
70% of contract renewals made without usage details
How much do you waste?

Why bother with software efficiency?
• Who is this man?
• What is his famous quote?

What is software efficiency
• 3 things to measure
– 1. Licenses
– 2. Deployments
– 3. Usage
• You can be 100% effective and 20%
efficient
• Efficiency is when Licenses = Usage
0
200
400
600
800
1000
1200
Software X
100% Compliant
20% Usage
Licenses Deployments Usage

Do you challenge SAM Assumptions?
“When you're
surrounded by
people who share
the same set of
assumptions as you,
you start to think
that's reality”
Emily Levine

Assumption 1 – Increased spending on IT
improves organization effectiveness

Assumption 2 – Outsourcing reduces costs

Assumption 3 – SAM Tools reduce
software costs

Assumption 4 – Licensing compliance =
licensing efficiency

Example Efficiency Rating
• Current usage =47%
• Potential usage = 81%
• Estimates deliverable
savings over 12mths
– Software= £150k
– Maintenance=£250k

Usage vs Licenses
-60
-40
-20
0
20
40
60
80
100
120
Acrobatreader
Avirus
Excel
Explorer
Firefox
Access
InternetExplorer
McAfeeShield
Outlook
Word
Academy
PhotoshopElements
RecoveryService
Solcase
M3PublicProtection
Acrobat
IngressDatabase
Integra
Express
FinePrintPrintUtility
CRM
DocMgtSystem
Documenttracking
Election
ActivationLicensingService
Advisor
Allotments
APASPlanningSystem

Ranking of Costed Variances
(£40,000.00)
(£20,000.00)
£0.00
£20,000.00
£40,000.00
£60,000.00
£80,000.00
Election
Academy
FinePrintPrintUtility
IngressDatabase
Access
DocMgtSystem
Documenttracking
Express
InternetExplorer
CRM
Allotments
APASPlanningSystem
M3PublicProtection
Acrobat
Avirus
Word
Firefox
Integra
Outlook
ActivationLicensing…
Explorer
Acrobatreader
Excel
PhotoshopElements
Solcase
RecoveryService
Advisor
McAfeeShield
Costs of OverLicensing
Cost of OverLicensing

Focus on the Largest Opportunities
17%
15%
10%
7%7%
4%
4%
4%
4%
3%
3%
3%
2%
2%
1%
1%
1%
1% 1%
1%
1%
0%
0%
0%
-1%
-1%
-2%
-5%
Election
Academy
FinePrint Print Utility
Ingress Database
Access
Doc Mgt System
Document tracking
Express
Internet Explorer
CRM
Allotments
APAS Planning System
M3 Public Protection
Acrobat
Avirus
Word
Firefox
Integra
Outlook
Activation Licensing Service
Explorer
Acrobat reader
Excel
Photoshop Elements
Solcase
Recovery Service
Advisor
McAfee Shield
Share of Cost Saving Opportunities

How do we deliver opportunities?

Benchmark for opportunities
“Benchmarking provides an
inventory of creative changes
that other companies have
enacted”

Simple Benchmarking
Focus Factors
Best practices
Score (A)
Current State
Score (B)
Variance
(C=A-B)
Possibility
Rate (D)
Saving Opportunity
Score (E=C*D)
Priority
Software Usage Metering 5 1 4 4 16 1
License Management Database 5 4 1 2 2 4
Comparative License quotes 5 2 3 3 9 2
Invoice Reconciliation 5 3 2 4 8 3

Kaizen time-chart
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12
Monthly Savings Cummulative Savings
215
Contract
re-negotiation
License
redeployments
Service changes
Invoice
scanning
$
Month

What next?
“Whether you think
you can,
or think you cannot.
You are right.”
Henry Ford

Phil Hames
www.rentsoftmeter.com
p.hames@businesssoftwarecentre.com

#ITinthePark
Executive Club
Sponsored by

#ITinthePark
Ian McDonald
Edenfield IT Consultancy Limited

Ian MacDonald FBCS, CITP, FSM
Independent
November 10th, 2015
‘Making CSI part of the day job’
……….Unlocking the CSI potential of your
people
Edenfield IT Consulting Limited

Session Outline
What you should get out of this session:-
• A greater understanding of ‘Motivation’ and how people
best respond in the IT workplace
• How to develop a CSI strategy based on delivering Low
cost/No cost improvements as part of the ‘day job’
• How this can unlock your CSI potential by exploiting the
insight, knowledge and skills of your people
• Provide a proven framework you can deploy to make
your CSI strategy a success

Speaker Profile
Computer Operations
Technical Support
IT Trainer
Systems Programming
Availability Manager
Service Management
Infrastructure Management
Service Operations
Continual Service
Improvement
Share Europe
Guide UK
Guide Share Europe
UK Availability Think Tank
ITSMF
Institute of
Service Management
Corporate IT Forum
BCS
ITIL V2 Author
(Availability Management)
ITIL V2 QA
ITIL V3 QA (CSI)
ITSMF Service Talk
Conference papers
Best Practice
whitepapers
IT ROLES INDUSTRY BODIES PUBLICATIONS

Good…..who says so?
Cost vs Value a Commercial Perspective (1)
In the competitive marketplace and commercial world
in which we operate, the IT organisation can no
longer get away with simply believing that it is ‘good
at what it does’.
Thinking you are ‘good’ is now no longer ‘good
enough’!
Your Business Customers need to believe that they
are getting ‘Value for Money’ from their spend on IT
If your Business Customers don’t feel they are
getting ‘Value for Money’ then you are a COST

Total
Customer
Value
Total
Customer
Cost
Value
For
Money
Our Products
Our Services
Our People
Our Image
The Software
The Hardware
The Premises
The Staff
Continual Service
Improvement
Cost vs Value – A Commercial Perspective (2)
This model provides useful insight and thinking. The business will recognise Cost which is
tangible. Value is a feeling or perception which needs to be positively influenced. This is where
Continual Service Improvement can play a significant role in positively influencing the
business perception of Value.
Source:- Model based on works of Kotter (Harvard Business School)

The Barriers and Blockers to Continual Service
Improvement as ‘BAU’
ITIL
The
Organisation
● ITIL Readiness?
● Big Implementation
● Pre-requisites (Roles,
Processes, Capabilities)
● Governance
● Needs Permission (aka Governance)
● Needs Business case
● Needs Project Funding
● Needs Prioritisation
BARRIERS
BLOCKERS

Observation – Is there a distinction to be made?
Planned Service Improvement Enhanced Service Improvement
IT Investment is required to ensure services are
delivered to meet current/changing business
requirements
Many organisations label ‘Technology Refresh’ as
Continual Service Improvement
Planned Service Improvement :-
 Needs Governance
 Needs Business case
 Needs Project Funding
 Needs Prioritisation
The origins of ‘CSI’ are from manufacturing.
Looking how quality and efficiency could be improved by
making small incremental improvements to the ‘production line’.
CSI applied to the IT ‘production line’ (our ways of working)
gives the required focus on improving ‘BAU’ and making it part
of the ‘Day Job’.
Continual Service Improvement:-
 Provides ownership within the team - ‘Our production line’
 Exploits skills, insight and knowledge of the team
 Provides a purpose for CSI
 Delivers ongoing incremental improvements

Scene Setting
● Understanding the importance of ‘Motivation’
and which technique best supports your CSI
strategy
● How Autonomy, Mastery and Purpose can
drive motivation
● Establishing the environment that creates the
CSI culture
● Exploiting your peoples Insight, Knowledge
and Skills to deliver value through CSI
Question:- How do you get people to make CSI part of the day job?
Answer:- Understanding what makes people ‘Tick’ is the ‘Trick’

Motivation Theory (Old School)
Extrinsic motivation: refers to motivation that comes from outside an individual. The motivating factors are
external rewards such as money or grades. These rewards provide satisfaction and pleasure that the task itself may
not provide
Carrots & Sticks – The 7 Deadly
Flaws
1. They can extinguish motivation
2. They can diminish performance
3. They can crush creativity
4. They can crowd out good behaviour
5. They can encourage cheating,
shortcuts and unethical behaviour
6. They can become addictive
7. They can foster short term thinking
Source:- ‘Drive’ publication by Daniel H Pink
Simple premise:
“Rewarding an activity will get
you more of it. Punishing an
activity will get you less of it”
 Baseline rewards (Salary,
benefits and perks) are
important to everyone.
 We certainly feel de-motivated
if our baseline rewards are
inadequate or not equitable
 But if they meet our ‘threshold’
then ‘carrots & Sticks’ can
achieve the opposite of
intended aims!

Motivation Theory (New School)
Autonomy
Intrinsic motivation: refers to motivation that comes from inside an individual rather than from any external or
outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the task itself or
from the sense of satisfaction in completing or even working on a task.
Mastery
Exploit the skills and
experience of your
people:-
 Match experience to the
challenges
 Supplement day-to-day
working by encouraging
CSI
 Use CSI to help people
improve their mastery
Provide your people with
Autonomy over:-
 Task (what they do)
 Time (when they do it)
 Team (who they do it
with)
 Technique (how they
do it)
How to drive CSI by applying the key components of
‘Intrinsic Motivation’
Purpose
Provide your people with a
compelling sense of
purpose for your Team:
 Clear Vision
 Meaningful Mission
 Clear goals described
as outcomes
 Provide line of sight –
how people can
contribute

The ‘CSI Motivation Framework’
(To make CSI ‘part of the day job’)
CSI
Motivation
Circles of Influence
Marginal Gains
Self Prioritisation
Promoting Success
Results & Recognition
Objectives
Sense of Purpose
Performance Management
Autonomy Purpose Mastery
Start

Creating a ‘Sense of Purpose’
Vision Statement Mission
Statement
The ‘Motto’ Brand
‘Strapline’
Goals/Core
Capabilities
Why is having this important to us?The Key Components
 It defines us as an organisation and our purpose
is clear to our people, customers and suppliers
 It should reflect the ‘Needs & Wants’ of our
colleagues & customers
 It provides everyone with a view of the ‘Big
Picture’ for their area and how they can contribute
 It defines what is important and describes “what
good will look like”
 It provides the direction on where we should focus
CSI to continually improve
IT …… they do exactly what it says on the tin!IT
Purpose

Sample Sense of Purpose
“Supporting the customer
experience 24 hours a day”
Our Vision
Our Guiding Principles
Our Mission and Core Capabilities (What we need to do to be
successful)
 Customer
Outcome: - We understand how our Operational IT Services support the business and
contribute to a positive customer experience. We consistently do ‘the right things
well’ and embrace continuous improvement to make the changes that provide
tangible benefits to our customers.
 Capability
Outcome:- We invest in our people to develop our skills and expertise to keep our
knowledge forward looking and stimulate innovative thinking. We benchmark our
performance and capabilities to understand how we compare with industry best
practice and exploit this learning so we can deliver greater value to our customers.
 Cost
Outcome: - We understand the difference between cost and value. We recognise the
need to be able to differentiate our services from those of our competitors in the
marketplace. We promote our successes and achievements in order to
demonstrate to our colleagues and customers the ‘Value for Money’ we provide.
 Change
Outcome: - We continually look to enhance our structure, processes and working
practices to optimise the Operational IT Services we provide and generate value
through the creation of new capabilities and economies of skills and scale that
benefit our customers.
 Controls
Outcome:- We comply with IT security policy and standards. We proactively identity
and address control weaknesses and embrace audits as an opportunity to improve.
We ensure the effective control of operational risks and deliver the plans to
mitigate and eliminate legacy risks.
“OCC and its people are recognised
as being the heart of Group IT service
delivery valued for our insight
knowledge and expertise”
Operational Control
Centre
● Our greatest successes will be
where we work as ‘one team’
● Service Availability is at the core of
customer satisfaction.
● Every IT failure is a ‘moment of truth’
that provides an opportunity to
enhance customer satisfaction
● We exploit our insight to deliver the
improvements that positively
enhance the customer experience.
● Cost is tangible - Value is a feeling
or perception which needs to be
positively influenced
Purpose

236
Corporate Influences
● Expend energy on the things
you can directly influence
● Be ‘Proactive’ on changing
the things you control
● Focus CSI on the problems,
challenges and opportunities
that exist in ‘Our World’
Against the backdrop of economic pressures, market place instability, constant corporate
change - For the best chance of your CSI strategy being a success understand your ‘circles
of influence’
Autonomy
Source:- ‘Circles of influence’ from the publication ‘The 7 Habits of highly effective people’ by Stephen Covey
Us and
our World
External Influences
Corporate Influences
The ‘IT Production Line’
‘Circles of Influence’

The Relevance of ‘Marginal Gains’ for CSI
KEY MESSAGE
“Improving by just 1% may not be notable or even noticeable – but can be just as meaningful in the long run”
Source: James Clear Entrepreneur and Behaviour Science Expert
Typically CSI is viewed as an improvement that is only
meaningful if it delivers a step change benefitBLOCKER
ENABLER
Simple principle – Break things down into smaller parts
- improve each by 1%, you will get a significant increase
when you put them all together.
 Online Performance
 Batch Performance
 Restart Times
 Recovery Times
 Process Maturity
 Cost Reductions
Autonomy
Purpose
Mastery
CSI
Candidates
for
Marginal
Gains
Autonomy

The ‘Aggregation of ‘Marginal Gains’
Aggregation of Marginal Gains
 A concept used by Dave Brailsford
(Performance Director for ‘Team Sky’ – GB
Cycling team)
 Simple premise – If you improve every area
related to cycling by just 1%, then those
small gains would add up to significant
improvement
 Strategy to drive a 1% improvement in
everything you do.
Appointed in 2010 :-
 2012 – Bradley Wiggins Team Sky
becomes the 1st British rider to win the ‘Tour
De France’
 2012 – Coach GB team to win 70% of the
Olympic Gold medals available for Cycling
 2013 & 15 – Chris Froome GB Cyclist wins
the Tour De France
Autonomy

CSI Prioritisation
A simple CSI Prioritisation model
 Brings out the importance of
‘value’ and ‘Visibility’ to your
customers
 Supports the ‘Marginal Gains’
approach
 Underpins Autonomy, Mastery and
Purpose for your people to decide
 Useful aid to help set
Individual/Team CSI objectives
Autonomy
Time/Effort
V
A
L
U
E
/
V
I
S
I
B
I
L
I
T
Y
Priority CSI
Activities
Should we do
this?
LOW
HIGH
HIGH
Can we
resource
this?
Is it worth
doing at
this time?

 Energising People
 Developing skills
 Improving productivity
 Creating a committed workforce
dedicated to CSI
 An EXTRINSIC motivation tool
 Rewards do not always match expectation
 Inconsistency of assessment and evaluation
 Distribution curves
Performance ManagementPURPOSE
PM is often viewed negatively
PM can be a powerful tool when used
to drive INTRINSIC motivation

Performance Management Framework for
Objective SettingPurpose
Underpins our
Services
Improves our
Services
Demonstrate
Service
Improvement
BAU
Basics
CSI
Focus
Performance
measurement
QuarterEndReview
C-SMART90DayObjectives
Performance Management Framework
Purpose (Vision, Mission, Goals & Outcomes)
Performance Management Framework
 Provides ‘Purpose’ for Objective
Setting
 Puts the focus on ‘Our World’
 Encourages ‘Short Cycle’
performance objectives supporting
marginal gains approach
 Exploits individuals knowledge &
insight
 An enabler for Autonomy and
Mastery to improve performance
and personal satisfaction.

Objective Setting
“Supporting the customer
experience 24 hours a day”
Our Vision
Our Guiding Principles
Our Mission and Core Capabilities (What we need to do to be
successful)
 Customer
Outcome: - We understand how our Operational IT Services support the business and
contribute to a positive customer experience. We consistently do ‘the right things
well’ and embrace continuous improvement to make the changes that provide
tangible benefits to our customers.
 Capability
Outcome:- We invest in our people to develop our skills and expertise to keep our
knowledge forward looking and stimulate innovative thinking. We benchmark our
performance and capabilities to understand how we compare with industry best
practice and exploit this learning so we can deliver greater value to our customers.
 Cost
Outcome: - We understand the difference between cost and value. We recognise the
need to be able to differentiate our services from those of our competitors in the
marketplace. We promote our successes and achievements in order to
demonstrate to our colleagues and customers the ‘Value for Money’ we provide.
 Change
Outcome: - We continually look to enhance our structure, processes and working
practices to optimise the Operational IT Services we provide and generate value
through the creation of new capabilities and economies of skills and scale that
benefit our customers.
 Controls
Outcome:- We comply with IT security policy and standards. We proactively identity
and address control weaknesses and embrace audits as an opportunity to improve.
We ensure the effective control of operational risks and deliver the plans to
mitigate and eliminate legacy risks.
“OCC and its people are recognised
as being the heart of Group IT service
delivery valued for our insight
knowledge and expertise”
Operational Control
Centre
● Our greatest successes will be
where we work as ‘one team’
● Service Availability is at the core of
customer satisfaction.
● Every IT failure is a ‘moment of truth’
that provides an opportunity to
enhance customer satisfaction
● We exploit our insight to deliver the
improvements that positively
enhance the customer experience.
● Cost is tangible - Value is a feeling
or perception which needs to be
positively influenced
Mastery
Customer
Capability
Cost
Change
Controls
Focus
For
CSI

Results
Mastery
● Record and Track CSIs
● Simple categorisation – Link to your
Goals/Outcomes
● Quantify benefits on closure ‘Before vs After’
● Publicise trends internally
● Aggregate benefits where you can and publicise
● Set individual/Team targets on numbers
● Create and publicise staff ‘league tables’
● Rank and publicise to the teams CSI’s ‘by
benefits’
Remember ‘Carrots & Sticks’

Recognition
”Recognition is the greatest
motivator.“
- Gerard C Eakedale
“Celebrate what you want to
see more of."
– Tom Peters
Mastery
Celebrating success
“It is important that you recognize
your progress and take pride in your
accomplishments. Share your
achievements with others. Brag a
little.
- Rosemarie Rossetti
● Recognition not Reward
● Celebrate CSI as a team
● Share Customer testimonials
● Avoid the ‘Usual Heroes’
● ‘Biggest not Best’
● Quarterly Performance Updates
● Celebrate Milestones - ‘100 CSIs
completed’

Promoting Success
Don’t let your successes and achievements become a missed opportunity to promote the
professional standing of IT and its people
Mastery
Provide re-affirmation that the CSI strategy is
delivering value:-
 Provide key stakeholders with specific and targeted
reports.
 Attend customer service reviews and evidence CSI
improvements
 Exploit internal journals and other communication
channels
 Posters on the wall denoting key improvement
trends
 Promote results from Assessment and
Benchmarking that evidence maturity improvements
with key stakeholders.
 Enter awards where you can demonstrate CSI
benefits

Keeping the Momentum Going
Re-Affirmation
 Recognition
 Celebrating success
 Customer Feedback
Focus Areas for CSI
 Define Measures, KPI’s and report
 ‘Top 10’ candidates (Failures, Longest
running, etc)
 Self Assessments
 Benchmarking
 Expanded Incident Lifecycle
 Service Failure Analysis
 Observation - Visit the business and
compile a niggles list!

Getting Started (Kotter 8 Step Model)
Creating a sense of
urgency
Sense
of
Purpose
Circles
of
Influence
Marginal
Gains
Self
Prioritisation
Performance
Management
Objectives
Results &
Recognition
Promoting
Success
Kotler
‘Steps’
CSI Motivation
Framework
Elements
Forming a
guiding coalition

Creating a Vision

Communicating
the Vision
  
Empowering
others to act

Planning for
and creating
quick wins
  
Consolidating
improvements
& producing more
change
   
Institutionalising
the Change
   
    
Eight Steps To
Transforming Your
Organisation

Case Study Highlights
CSI approach used across a Service Operations Function (approx 80 people)
Example Business Benefits
● 140 completed CSI initiatives completed in 2014 – Now at 250 (Mid 2015)
● Cost benefits of £470,000 driven thru CSI in 2014
● Service Level performance – consistently met and improving trend
● Batch Quality improved from 99.68% to 99.88% (exceeding KPI target )
● Core Processes independently assessed as Level 3 and 4
● 7 Web channels performance optimised
Example People Satisfaction benefits (From company wide staff survey)
● My job makes good use of my skills and abilities = 91%
● I know what is expected of me in my job = 96%
● My team makes sure our processes are as effective as possible = 91%
● My Manager regularly gives me feedback which helps improve performance = 98%
75% Best scores
across IT
49% Best scores
across Company

Summary
CSI
Motivation
Marginal Gains
Self Prioritisation
Promoting Success
Results & Recognition
Objectives
Sense of Purpose
Autonomy Purpose Mastery
For CSI to thrive as ‘BAU’ requires an
environment that provides:-
 Autonomy
 Mastery
 Purpose
The ‘Motivation Framework’ provides the
methods and approaches to achieve this.

Further Information
Contacts
• Email:- IKMACDONALD@BTINTERNET.COM
• Mobile:- 07809511458
• Linkedin:- www.linkedin.com/in/iankeithmacdonald
• Whitepaper available on request
Edenfield IT Consulting Limited

#ITinthePark
Brian Hendry
Axios Systems

253
Leveraging The Power of
Service Management Beyond
IT & into the Enterprise
A practical approach to extending the use of
your ITSM platform
Brian Hendry
Managing Consultant
Axios Systems

254
The assyst journey
The assyst solution is our sole focus. Product development is based on
intensive customer input and results in a regular schedule of releases.
That’s why our customer retention is higher than any other ITSM vendor in
the industry.

255
IT’s strategic priorities in the next 12 months

256
CIOs drivers to engage with the business
 CIOs report their #1 challenge is to support and
enable other business areas.
 All business users are consumers of multiple
services not just IT.
 Users expect consistency of experience and ease
of use.
 Executives require efficient processes, reporting
and want to apply resources to focus on
innovation.
 Common business drivers across an
organization’s functions.
 ITIL methodologies provide direct benefit to other
business functions.

257
Just what is ESM?
Google 70+ definitions of ESM
• “Electronic warfare undertaken under direct control of an operational
commander to locate sources of radiated electromagnetic energy”
• “Experience-Sampling Methodology”
• “Equine Sports Massage”
Just Technical:
Enterprise Systems Management, Ethernet Service Module, Ethernet Switching
Module, Energy Savings Measure, Enhanced Service Management, Enhanced
Session Management, Enterprise Security Management, Enterprise Security
Monitor, Enterprise Spend Management, End System Multicast, Electronics Supply
& Manufacture, External Storage Module, Electronics Support Module, Embedded
Server Manager (Dell), Electronic System Management, End Switch Module
(Telabs), EasyShopMaker (e-commer software), Enhanced Services Manager
(Lucent), Exchange Store Manager (Quest software), Endpoint Security
Management (software), Event Service Manager, Error Service Message,
Environmental Service Module….
and dozens more in HR and Facilities related.

258
ESM - Taking the “IT” out of IT Service Management
While Service Management processes provide value to
many organizations, they still are used primarily by IT.
However, Service Management offers opportunities for
creating an organizational culture that is embedded and
used by all of the internal service providers within the
organization.
This approach will ultimately lead to innovation within
those internal organizations.

259
ESM - Taking the “IT” out of IT Service Management
Incident Management: Restore normal Service operation as quickly
as possible
Request Fulfilment: Dealing with Service Requests from users
Service Catalogue: Provide single, consistent source of
information on agreed Services
SACM: Account for and manage business assets
Change Management: Standardized methods and procedures to
minimize risk and impact
Problem Management: Eliminate and minimize impact of issues

260
ITSM Market Continues to Evolve
Help Desk
IT Service Management
IT Lifecycle Management
Enterprise Service Management
IT Ops and Service Desk
Self Service Portal, Change Management,
Social IT Operations Management
Call Center
Incident, Problem, Inventory
and Knowledge Management
Enterprise-wide Usage
Finance, HR, and Other
Service-oriented Roles
Expansion Beyond IT Ops
ITAM, Config. & Release Automation,
Governance, End-to-end Visibility

261
Everyone has a “customer”
All “customers” consume Services
Marketing
Human
Resources
Sales
Legal
Customer
Support
Facilities
Services
Finance
Partners
ESM- Aligning People, Processes, and Product to the
business, not just IT….

262
ESM- Aligning People, Processes, and Product to the
business, not just IT….
Manufacturing
Facilities
HR
Finance
IT
Manufacturing Manufacturing
Support
Functions
Company A

263
What is the definition of ESM?
The What:
• A service-oriented business model to the way your
organization works
• An operational architecture where each functional area of the
business is defined as a service domain that offers services
• These services deliver outcomes for other business functions
and help to support them in their ability to deliver results
The Why:
• The productivity and profitability of the company will be
improved by improving the efficiency of internal operations
• It also is an enabler for the IT department to focus on
business and not technical outcomes

264
What is the definition of ESM?
Is it New?
• No
So Why Now?
• Evolution of Technology
• Escalating Business/Consumer Expectations
• Maturing Audience

265
ESM Business Drivers
• Reduce costs through improved efficiency by using the
positives from ITIL across other business functions
• Reduce service outages and their impact across all parts of
the business
• True corporate governance: fully evaluate risks and have
control over information and security issues
• Improve relationships with customers, suppliers and
colleagues
• Improve service quality

266
• Pressure to deliver ‘more for less’ and reduce operating
costs
• Need for real-time information and communication
• Easy-to-use Self-Service options
• Flexible workforce; Need to manage an increasingly mobile
and connected user community
• Better quality data with automated procedures
• Regulatory changes and development of alternative
business structures
• Increased efficiency with automated key day-to-day
processes
• Easy access to up-to-date information for decision-makers
• Integration of processes and systems
ESM – Common Function Requirements

270
Initiation Workshop
Purpose
• To formally introduce the
concepts of ESM and
establish the scope and
objectives
Who
• Project Sponsor
• Project Manager
• Business Management
• IT Management
Inputs
• High level business objectives
• Business Case
Activities
• Agree the scope and objectives
• Identify here are we now,
where do we want to be and
how will we get there?
• Identify the barriers to
successful implementation?
• Establish Timescales,
Milestones, Organisation and
Risks
Outputs
• Agreed Scope and Objectives
• Implementation Team

271
Initiation Workshop
Running an Initiation Workshop has many benefits:
• Can be used to educate staff
• Including people makes them more inclined to embrace
the challenge
• Can clearly establish the benefits to the organisation
• Shows that this initiative is supported by Senior staff
• Will allow open discussion on what’s to be included
• Allows the overall vision and objectives to be agreed

272
Define ESM Policy
Purpose
• To develop a set of rules and
guidelines that the
organisation will adhere to
when implementing ESM
Who
• IT Management
Inputs
• Objectives from Initiation
Meeting
• Other Process policies where
available
Activities
• Seek requirements of other
groups
• Define and document rules
and guidelines
• Communicate to Teams and
set up review process
Outputs
• ESM Policy document in draft
• Date, agenda and invitation
list for review meeting to sign
off policy document

273
Define Roles and Responsibilities
Purpose
• To establish the roles and
responsibilities for the people
involved in ESM
Who
• IT Management
Inputs
• ESM Policy
• Resource and organisation
documentation
Activities
• Establish roles required to
undertake ESM
• Establish resources currently
available
• Establish responsibilities of the
roles
• Document roles & responsibilities
Outputs
• Documented roles and job
descriptions
• Recruitment or re-deployment plan
• Communication plan

274
Define Services
Purpose
• To establish information about
the Services provided
Who
• ESM Manager
• IT representatives
• Business representatives
Inputs
• ESM Policy
• List of all Services provided to
the business
• Service process(es)
Activities
• Agree scope of Services
• Identify sources of information
• Agree resource required to
develop and maintain Services
• Define and document Services
• Document supporting
process(es)
Outputs
• Services specification
• Communication plan regarding
publication and use of Services

275
• Services are designed to meet User Requirements
• Users have a clear view of roles and responsibilities -
thus avoiding potential misunderstandings or omissions
• Targets to aim for and against which service quality can
be measured, monitored and reported
• Effort is focused on those areas that the business
thinks are key
• Service monitoring allows weak areas to be identified
improving future service quality
• Improved relationships within the business
Benefits of defining Services

276
Plan and Communicate Implementation
Purpose
• To prepare for the
implementation of ESM within
the business area
Who
• ESM Manager
• IT Management
Inputs
• ESM Policy
• Services
Activities
• Establish plan for delivering the
ESM policy within the business
• Agree resources involved
• Agree timetable
• Agree finances if required
• Agree any metrics and
measures of success
Outputs
• Agreed implementation
• Set of review dates
• Agreed set of milestones

277
Educate Staff
Purpose
• To ensure all staff are aware
of ESM policy and the roles
they play in supporting them
Who
• ESM Manager
• Training resource
Inputs
• ESM Policy
• ESM Roles and
Responsibilities
Activities
• Prepare training plan
• Identify training role
• Prepare training material
• Deliver education as required
• Validate education
Outputs
• Training plan
• Set of material with which to
deliver training
• Agreed ownership of the
education process

278
Adoption
Purpose
• To ensure Services are
introduced in prioritized and
consistent fashion
Who
• ESM Manager
Inputs
• Services
• Agreed measures of success
for Services
• ESM Policy
Activities
• Prepare adoption plan
• Agree which services to start
with
• Agree timetable for adoption
process
• Agree success criteria
• Mobilise teams and business
stakeholders
Outputs
• Completed adoption plan
• Measured success Criteria

279
Purpose
• To review Service provision
and ensure issues are
resolved and improvements
identified and implemented
where appropriate
Who
• ESM Manager
Inputs
• Service performance
• Agreed measures of success
for Services
Activities
• Review Service performance
• Identify improvements
• Evaluate improvement effort
and benefit
• Schedule improvements
Outputs
• Adopted improvements
• Stakeholder communication

280
Concerns for implementing ESM

282
New Zealand’s economy, health and prosperity are
underpinned by the conservation of the country’s natural
ecosystems.
For over 25 years, the Department of Conservation
(DOC) has played a pivotal role in managing
conservation, recreation and historic heritage on public
conservation land in New Zealand.
DOC also provides policy and advice to the Minister of
Conservation, contributes to government policy and
provides organisational service and support functions.
The Department employs approximately 1800 staff
across New Zealand.
With only 12 weeks for full implementation, the assyst Service
Catalogue was implemented throughout the Department’s
100+ offices. The Catalogue was implemented with over 200
different services available from fourteen service providers,
integrating this with their internal LDAP directory to provide
access and authentication.
The Payroll department has seen 7,000+ requests logged to
date, and this has allowed the workforce to streamline and
prioritise their daily tasks.
Shared Services with Service Catalogue
“The Axios software solution assyst enabled the Department of
Conservation to move to electronic management of over 200
different services from 14 internal service providers as diverse
as legal, Geospatial Information Services, procurement and
scientific advice.”
Peter Noble – Business Shared Services Manager

283
Service Catalogue
Often a portal that carries out fulfilment of requests and
orders.
This can be almost the traditional ‘front-end’ shopping
basket approach (similar to Amazon.com) that allows
users to log requests for services and then interactively
monitor the progress of their requests.
Automated request workflow can also automate the
process of delivering the request resulting in faster
delivery for the user.

285
The Scottish Agricultural College (SAC) supports the development
of land-based industries and communities through 3 main areas:
specialist research and development resources; education and
training provision; and expert advisory and consultancy services.
SAC implemented assyst across multiple business areas:
Information Systems (IS), Property and Estates (PEG), Human
Resources (HR), Finance, Health and Safety (HS), Vehicle
Administration, Marketing and a contracts office.
SAC chose the ITSM tool, assyst, to help them achieve their
desired processes and level of efficiency.
SAC rolled out the solution in phases across their business: IS,
followed 4 months later by Facilities and Property Management,
with Finance following quickly afterwards as they embraced the
service catalog.
Human Resources was the next phase of the
assyst rollout at SAC and was the biggest
challenge for the IS group as a lot of the
information used by HR is private
were identified as acceptable to put through the
system, including the new start process.
SAC has now implemented assyst across their
entire organization, and all groups are reaping the
benefits.
Value beyond traditional ITSM
“Since implementing assyst ESM we have noticed a remarkable improvement
in our reporting. assyst ESM has given us the ability to be more efficient as an
organisation ”
Project Manager
International Research Institute
• Steady decrease in number of recorded calls
• Adherence to SLAs increased from 60% to 80%
• Able to identify areas for improvement more
efficiently
• Improvement in reporting capabilities
Efficiency
80%

286
ESM - Summary
• To thrive within the global marketplace, each internal
department must align strategies to become cost-effective,
efficiency-generating service providers.
• Enterprises that adopt ESM will prosper from the opportunity
to reallocate resources from time-consuming, manual tasks,
directed instead towards value-adding innovation.
• Once scaled across a wider cross-section of the
organization, they will also achieve greater Return on
Investment (ROI) from their original service management
investment.

287
Leveraging The Power of
Service Management Beyond
IT & into the Enterprise
A practical approach to extending the use of
your ITSM platform
Brian Hendry
Managing Consultant
Axios Systems

#ITinthePark
Doug Littlejohn
Projecteering

•Giza
•GWOC
BC
•Wren
•Telford
•Brunel
15th to 19th
•Critical Path
•US DoD
•AACE
•PERT
1950’s
•IPMA
•PMI
1960’s
•Scrum
•PMBOK
•PRINCE
1980’s
•PRINCE2
•Critical Chain
•Convergence
1990’s
•Agile
•Total Cost Method
•What else?
21st
Chronology of Project Management

CONSISTENCY OF APPROACH

#ITinthePark
Claire Agutter
ITSM Zone

Getting the big picture
with OBASHI™
Claire Agutter – ITSM Zone

Agenda
 About me
 What is OBASHI?
 How does visual mapping deliver better outcomes?
 Case studies: security, investment, lean IT, risk
 Getting started
 Questions

About Me
 15+ years in IT service management
 Roles include help desk, change management,
service management implementation, consultancy
and training
 Lead tutor and director of ITSM Zone since 2007
 Interested in anything that helps IT work better

What is OBASHI?
“The understanding of the flow of data is
fundamental to an organisation’s financial well-
being” obashi.co.uk
OBASHI creates a big picture of your organisation
and what’s important
The big picture supports meaningful conversations
between the business and IT

What is OBASHI?
 Ownership
 Business process
 Application
 System
 Hardware
 Infrastructure

Business and IT (BIT)
Diagrams

Why Are Pictures
Important?
 Visuals effect us cognitively and emotionally
 Visuals are processed in long term memory

Why Are Pictures
Important?
 The brain processes visuals 60,000 times faster
than text
 Visuals cause a faster and stronger reaction than
words

Case Study: Cyber Security
 What was affected?
 What is the impact?
 What is at risk?
 Better protection, better detection, better
correction
 PCI DSS compliance, NIST

Case Study: Investment
 What to spend?
 Where?
 What supports our critical business
processes?
 How do we build a business case?
 Budget justification, portfolio and
project management

Case Study: Risk
 Risk management requires IT and business input
 It must not be ‘just an IT thing’
 The big picture helps us to understand our risks

Case Study:
Change Management
 Formula 1 team
 Complex support environment
 Lack of understanding of business impact of change
 Introducing asset and dataflows helped business
and technical managers make better decisions

Getting Started
 What do you need?

Getting Started –
Resources
 Pick a pilot
 Start small and roll out
 Remember it doesn’t have to be perfect
 OBASHI.co.uk
 ITSM.Zone
 OBASHI manual
 OBASHI case studies

#ITinthePark
Phil Hearsum
ITIL Portfolio Manager
ITIL – From Practitioners for
Practitioners

AXELOS.com
ITIL PRACTITIONER
The Story
Philip Hearsum
ITSM Portfolio Manager

The way ahead
for ITIL in 2015

In 2014 we listened
to what YOU had to say…

What we heard
ITIL has the highest adoption
rate of the related
frameworks used within IT
operations
Most CIOs and IT leaders
consider ITIL to be the de facto
best-practice guidance for IT
service management

Practical Guidance & Leverage
Good/Emerging Practices
What we heard from the community

What we heard
ITSM as a Profession

New Qualification SchemeCurrent Qualification Scheme
New Qualification in 2015

Service Improvement (CSI)
Continual
Practical guidance
Based on

Improving individual
capabilities to…
Adopt and Adapt

Leveraging experience, globally
BEST, GOOD, AND EMERGING PRACTICES
The PAT is also drawing on important concepts in other
frameworks, methods, bodies of knowledge and philosophies such
as Lean, Agile, DevOps, and others
WORLD-WIDE COLLABORATION
Material developed by the PAT is being reviewed by a wider global
team including both representatives of the examination institutes
and training organisations, and day-to-day practitioners
PRACTICAL VALUE
The team will produce the Guidance plus a Toolkit that can be used
during the training course, for the exam preparation, and for daily
work afterwards

Working with Practitioner Architects
Primary development of the new qualification is being done by the
Practitioner Architect Team or PAT, under the leadership of Kaimar
Karu, AXELOS’ Head of ITSM:
 Kevin Behr (US)
 Karen Ferris (AU)
 Lou Hunnebeck (US)
 Barclay Rae (UK)
 Stuart Rance (UK)
 Paul Wilkinson (NL)
PAT started by leveraging the current ITIL publications, with
particular emphasis on material in the five core lifecycle
publications as well as “Planning to Implement Service
Management”, and then building on it.

Making a difference
THE CSI APPROACH
Using the CSI Approach as an organizing framework to lead a person
and/or team through practical adoption of ITIL/ITSM guidance.
Includes selected specific methods and techniques to use during
particular steps of the approach
GUIDING PRINCIPLES
A set of broad principles that should be used to guide decisions and
actions when adopting ITIL/ITSM – typically as a person and/or
team moves through the steps of the CSI Approach
CRITICAL COMPETENCIES
Three areas in which it is critical for a practitioner and/or
organization to have competencies in order for them to be
successful in adopting the ITIL/ITSM guidance: Communication,
Measurement & Metrics, and Organizational Change Management

Complementary to Foundation
ITIL FOUNDATION
 Provides a common language
of IT Service Management
(ITSM)
 Demonstrates the role and
value of ITSM in an
organisation
 Focuses on the end-to-end
service lifecycle
 Answers the “what” and the
“why” of ITSM
 Helps with the critical first
step on your ITSM journey
ITIL PRACTITIONER
 Provides guidance that is
helpful for all roles in ITSM
 Focuses on ITSM
improvements at any level
in an organisation
 Addresses the key
challenges of adopting and
adapting ITIL
 Answers the „how“ of ITSM
 Supports realising the full
potential of ITIL to deliver
value

Working with Practitioner Architects
I am very pleased to introduce two PAT members who are with us
today
 Barclay Rae (UK)
 Stuart Rance (UK)
I will now ask them to speak a bit more on practitioner looking at,
 GUIDING PRINCIPLES
 CRITICAL COMPETENCIES

Guiding Principles
 Focus on value
 Design for experience
 Start where you are
 Work holistically
 Progress iteratively
 Observe directly
 Be transparent
 Collaborate
 Keep it simple

Core Competencies
 Communication
 Measurement & Metrics
 Organizational Change Management

Measurement and Metrics
 Don’t have KPIs for their own sake
 Every KPI should underpin a CSF
 And so goals, objectives, mission, vision
 Have as few KPIs as possible
 But as many as you need
 Ensure your KPIs are balanced
 Across many different dimensions
 Every report should lead to actions
 Based on analysis of data

Communications Principles
 Communication is a 2-way process
 We are all communicating all the time
 There is no single way of communicating
 Timing and frequency matter
 The message is in the medium

Organisational Change Management
Activity Helps to Deliver
Create a sense of urgency
Clear and relevant objectives;
Willing participants
Stakeholder Management
Strong and Committed
Leadership
Sponsor Management
Strong and Committed
Leadership
Communication
Prepared Participants; Willing
Participants
Empowerment Prepared Participants
Resistance Management Willing Participants
Reinforcement Sustained Improvement

Key points
 Targeted at people with knowledge of ITIL on Foundation level
 Complementary and additive to the existing qualifications
 3 credits towards ITIL Expert (same as Intermediate Lifecycle)
 Draws on core library & „Planning to Implement Service
Management“
 Helps to apply ITIL/ITSM principles more successfully and quicker
 Is fractal in nature, can be used at many different
organisational levels, and supports an iterative approach

CPD
Service Management Best Practice Academia

Thanks for listening
@AXELOS_GBP
AXELOS – Google+
Ask@AXELOS.com
linkedin.com/company/axelos-global-best-practicein
Copyright © AXELOS Limited 2015. All rights reserved. Material is reproduced with the permission of AXELOS

#ITinthePark
Steve Watt &
Pauline Brown
Building a 4* Service Desk
(and beyond)

Building a 4 Star Service Desk
Steve Watt, Chief Information Officer

1300+
wireless
access points
4500-8000
calls logged
per month
25,000+
network
ports
90 staff, plus
Computing
Officers
ICT spend
£10m pa
4 x 10GB
links to
JANET
ICT is not our core business, but it underpins
every aspect of the University’s operations

CIO appointed in 2010
Proliferation of systems Increased expectations and
reliance on IT
Shadow IT
Unstable systems & servicesNo confidence in IT Services
Energy cost increases
No innovation
No business continuity
Everything built in house
400 servers distributed across the campus

Delivering the Vision
Transformative
Layer:
Business Led
Middle Layer:
Services & Support
Foundation Layer: Stability

KILL
COMPLEXITY
ADD VALUE
REDUCE
VARIETY

PARTNER
INNOVATION

Departmental changes
required to deliver the vision
• Customer focus
• Listen
• Understand the
business
• Cohesive Unit
• Professionalise our
service
• Credibility (IT Service
Desk team)
IT Services
Our customers

How did we achieve this?
Pauline Brown, Service Operations Manager

2010-11
• Data Centre was commissioned
• All IT Staff attended ‘World Class Customer
Service’ training
• All IT Staff became ITIL Foundation Certificate
in Service Management qualified
• Introduced new Call Management System –
TOPdesk (shared service, branded as UniDesk)

SDI Service Desk Certification
(3 years of annual audits)
The SDI standard is based on the EFQM Excellence Model (formally
known as European Foundation for Quality Management) and
includes 104 criteria:
• An international standard;
• Based on best practice for IT service management;
• Uses an established auditing approach;
• Provide a quality review and relevant feedback;
• Demonstrates on-going commitment to delivering
quality customer service.

1. Leadership (10%)
2. Policy & Strategy (10%)
3. People & Management (10%)
4. Partnership & Resources (9%)
5. Processes & Procedures (14%)
6. Managing People Satisfaction (10%)
7. Managing Customer Satisfaction (20%)
8. Performance Results (15%)
9. Social Responsibility (2%)
SDI Certification Concepts
(concept weighting in brackets)

CONCEPT (inc. weighting) May 2012
LEADERSHIP (10%) 2
POLICY & STRATEGY (10%) 1.25
PEOPLE & MANAGEMENT (10%) 2.36
PARTNERSHIP & RESOURCES (9%) 1.56
PROCESSES & PROCEDURES (14%) 1.64
MANAGING PEOPLE SATISFACTION (10%) 3
MANAGING CUSTOMER SATISFACTION (20%) 1.0
PERFORMANCE RESULTS (15%) 0.8
SOCIAL RESPONSIBILITY (2%) 3.33
OVERALL SCORE 1.67 = no stars!
Maximum score: 4
Minimum score to achieve accreditation: 2.5
May 2012: Assessment Audit

no
published
statistics
no formal
Continual
Service
Improvement
Register
poorly
documented
policies &
procedures
no self
logging tool
no clear
customer
complaints
process
no staff
modelling
tool
May 2012: Feedback from
SDI Assessment Audit
Plus another 59 recommendations to implement!

Summer 2012
• Received report from SDI
• Create Continual Service
Improvement Register
• Business Relationship Manager
appointed in June 2012
• Promote SDI certification
process and our goals
• ICT Strategy
• New image for IT Services

2012: SDI audits
May 2012
December
2012
First
Surveillance
Audit - 2 stars!
(2.84)
Assessment
Audit (1.67)

Award Winning Data Centre
(Dec 2012)

Our SDI Certification Journey
May 2012
December
2012
December
2013
December
2014
First
Surveillance
Audit - 2
stars! (2.84)
We took the
plunge…
Assessment
Audit (1.67)
Second
Annual Audit
– 3 stars
(3.28)
Our Final
Audit – we
did it! 4
stars! (3.75)

Raising Awareness
Raised awareness of our services using available
communication channels in the University, e.g.
• Posted regular ‘jargon free’ news and
information to staff and student weekly
memos
• Identified a ‘key contact’
circulation
• Presentations to Schools
& Units
• IT Self Service

Measuring &
gathering feedback
Surveys
• IT Service Desk – One Minute Survey
• Encryption User Experience
• PC Classroom Refresh Process
• Office 365 Email Migration
• New Memos system
• IT Service Delivery survey

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
satisfied
dissatisfied
One Minute Survey Results: Jan-Oct 2015
Evidence we are doing well
4.4%
95.6%

Continuous engagement with
our University community

Arrival weekend
student feedback
(September 2015)Amazing, best ever life time experience.
Saved my life!
Greg is a wizard! Sorted my phone out
nice and quick – thank you!
The help I received was swift and
decisive. Even though the input
language on my device was Swedish!
Thank you for your help! You were
extremely friendly, helpful and easy to
work with. Very happy 

Communication within IT
• Operational Meeting (Team Leaders) - weekly
• All Staff Meeting – quarterly
• IT Services Staff Bulletin – issued every 6 weeks
• Daily Bulletin
• Team Meetings – weekly
• One to One Meetings - weekly
• Senior Management Meeting – weekly
• Operational & Resource Management - monthly
• Staff information posters about SDI/CSI
• Staff satisfaction surveys – bi-annual and annual

IT Apprentices
Scotland’s MA Awards
18 November, Assembly Rooms, Edinburgh
Learning Through Work Week
16-20 November 2015
Greg & Erin:
June 2015
Grant, David and Connor
Sept 2014

Achievements during 2012-2015
Innovation in IT
Optimisation:
ICT Transformation
Project Excellence:
Data Centre Project
of the Year
First University in the world to
achieve 4 star accreditation
Winner: Green Award & ICT Leader of the Year (Steve Watt)
Scottish Apprentice of
the Year 2014
2013, 2014 & 2015 editions
Steve Watt , CIO, listed
Most Promising
Young IT Professional
Shortlisted:
Apprentice of
the Year 2015
Honorable Mention:
Facility Design Implementation
Category

Helping others with
SDI certification

What SDI certification
helped us achieve
• Contributed towards delivering our overall vision
• Professionalise our service
• Change the image of IT Services
• Improved call management, processes &
procedures
• A respected IT Service Desk Team
• Embedded culture of CSI
• Business Led Service
• Improved relationships amongst our own teams
• Increased morale

Proud to be the first University
in the world with 4 stars

Life after certification
• Embedded culture of CSI
• Business led
• Process reviews
• Cross team working
• Trend Analysis
• Service Operations
• Empowered IT Service Desk team (e.g. email
migration, monitoring, SharePoint project)
• Call management significantly improved

How IT Services can
deliver University strategy
Growth in student
numbers
= demand for more
space
• Study & collaborate
from anywhere
• Flexible and remote
working
Aspiration to be a top
50 University (currently
68th in the world)
• E-enablement of
more processes
• Technology in the
classroom

Thank you
Follow IT Services on
twitter @StAITServices

CONCEPT (inc. weighting) May 12 Dec 12 Dec 13 Dec 14
LEADERSHIP (10%) 2 3.27 4 4
POLICY & STRATEGY (10%) 1.25 3.25 3.78 4
PEOPLE & MANAGEMENT (10%) 2.36 3.27 3.36 3.79
PARTNERSHIP & RESOURCES (9%) 1.56 2.83 2.96 3.83
PROCESSES & PROCEDURES (14%) 1.64 2.5 2.91 3.5
MANAGING PEOPLE SATISFACTION (10%) 3 3.25 3.67 3.75
MANAGING CUSTOMER SATISFACTION
(20%)
1.0 2.4 3.14 4
PERFORMANCE RESULTS (15%) 0.8 2.52 2.83 3.21
SOCIAL RESPONSIBILITY (2%) 3.33 3.33 3.4 4
OVERALL SCORE 1.67 2.84 3.28 3.75

#ITinthePark
Sharon McCormack &
Matthew Burrows
Skills Framework for
the Information Age

IT in the Park
SFIA in Action
November 2015

Skills Framework for the Information Age
Free to use*
Descriptions of 97
Professional Skills
Written for/by the
industry
Plain language Easy
to understand
Regularly updated
(V6 – June 2015)
Used Globally
Nearly 200 countries
(several
translations)
* Subject to free usage license conditions – use individually or within your company
5
SFIA Foundation
incorporated to take
SFIA forward

A common language
• SFIA gives individuals and
organisations a common language
to define skill, abilities and expertise
in a consistent way

SFIA in the Scottish
Government
Sharon McCormack
IT in the Park November 2015

410
Scottish Government Context
• Who we are and what we do
• How many ICT staff
– Big programmes
– Futures / mygov.scot etc.
• ICT skills and experience matter to us
IT in the Park November
2015

411
What do we use SFIA for?
• Job roles /descriptions
• Recruitment
• Personal Skills Identification
• Continuing Professional Development
2015

412
Job roles /descriptions
• All posts have a SFIA job description
– process
– validation
– HR involvement
2015

413
Recruitment
• Internal movement and progression
– Advertising
– Developmental moves
• External Recruitment
2015

414
Skills Identification
• Personal Skills Identification
2015

415
Professional Development
• Organisational commitment to developing
staff
• Continuing Professional Development
• Training needs analysis
• Mentoring
2015

416
Challenges
• Education
• Support
• SFIA for Training
• Upkeep / Admin Overhead
2015

Questions & Discussion
2015

Service, Speed
and
Lightening Leadership
Jon Buttriss
Chief Executive
BCS Learning & Development

IT pervasive.
ITSM should be
driving the business.

Opaque
type your
request
The Legacy of Language
Lack of
Business
Empathy
Processes
over
People
our SLA

The Legacy of Language
type your
request
Processes
over
People
Opaque
Lack of
Business
Empathy
our SLA

60% of enterprises will have at least 50%
of their infrastructure and applications in a cloud by 2018
Bill McNee, Founder and CEO, Saugatuck Technology.
Source: Digital Business, Rethinking Fundamentals.

Fast Agile Responsive
Lower Cost
Secure
Simple

IT’s magic
Does the business need a
Broker?
Translator?

Digital
%
Source KPMG GLOBAL CIO Advisory Panel 2014

What ITSM leadership do
we need through these
disruptive times

Purpose
People over Process
Positive Language
Customer feedback
Fast Paced
Transparent & Integrated
Lightening Leadership

Is it possible to
change leadership
views?

About SFIA6 - Skills & Levels
443
• The Skills Framework for the Information Age provides a clear model for
describing ICT practitioners’ skills.
• It is constructed as a two-dimensional matrix – skills and levels
Responsibility Level
ProfessionalSkillCategories
1 2 3 4 5 76

Skills Management Cycle
444

SFIA generic levels of responsibility
445
• Level 1 example

Example of SFIA skill description
446

Why use SFIA?
• SFIA fits in with your way of doing things
• Does not define organisational structures, roles or jobs
• Provides clear descriptions of skills and levels of
responsibility.
• A flexible resource which can be adopted and adapted to work
in a range of HR systems and people-management
processes.

Who is it for?
• Individuals
• Organisations
• Recruitment
• Role Profiles & Job Descriptions
• Education & Training
• Professional Bodies
• Conference & Event Organisers

Hot Topics addressed in SFIA6
• Digital skills
• Cyber Security
• IT
• Information management
• Big Data, Agile and Cloud
• Product Management

New skills
DGFS Digital forensics
HWDE Hardware design
ITSP IT strategy and planning
PENT Penetration testing
PEMT Performance management
PROD Product management
SORC Sourcing

Languages
English
Spanish
German
Chinese
Japanese
Arabic

SFIA in immigrant assessment

Recruitment

Other Topics
• Download SFIA6
• Licencing
• Accreditation
• Training
• Partners/Consultants/Tools
• Website
www.sfia-online.org

What skills do you have?
What skills do you need?
Matthew Burrows
matthew.burrows@bsmimpact.com

IT In the Park - Edinburgh 2015

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