Starting & extending itil (coit)2
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The document discusses the implementation and extension of ITIL processes, emphasizing the importance of delivering value through effective IT services. It outlines the foundational steps for successful ITIL adoption, including stakeholder engagement, defining processes, and establishing new roles within the organization. The presentation also highlights the need for continual service improvement and the importance of measuring success to manage IT services effectively.
Starting & extending itil (coit)2
- 1. STARTING AND EXTENDING ITIL Chris J Jones, MSEd.
- 2. Learn Plan Use Extend Starting & Extending ITIL - A follow up from Introduction to ITIL (COIT 2013)
- 4. A Review… Last year at the 2013 COIT IT Summit: ITIL Introduction & Planning • Purpose of ITIL • Overview of ITIL • Processes & Lifecycles • Planning Available at http://bit.ly/itil_coit
- 5. • IT exists to delivery value to our customers (internal & external) • Value through services which convert capabilities & resources into “usability” Purpose of IT
- 6. ITIL matters because better services = greater value for your organization People ProcessTechnology IT Services Matter
- 9. Foundations Building on a successful foundation: • Agreeing together that this is what you are going to do • Gather people who think outside the day- to-day • Know key players & where they fit Organiza tional Vision Stakehol ders (internal, external) Process- thinkers Govern- ance
- 10. Key Ingredients Executive support Champion(s) Training & Education Realistic Expectations Endurance* * NOT a “project” but a way of working
- 12. “Services” Defined Step #1 is always to figure out what it is you do to bring value to your customers: • Customer-facing terms • Meaningful groupings • Portfolio & Catalog • Foundation for any process
- 13. Creating Process INPUTS • Who/What is needed ACTIVITY • The steps taken OUTPUT • Results (and new inputs)
- 14. Creating Process Bottom-up communication Top-down communication • Often picking where to begin is one of the most difficult questions – Fairly common to begin with Incident Mngt, but not a Service Desk “thing” • Developing process is collaborative, iterative and much harder than you might think
- 17. Building Blocks You will need new roles in your organization: – New activities (process) require ownership, responsibility, emphasis, etc. – RACI can help get you started You may need new groups/teams in your organization New teams may need new organizational structures to be successful Organization Teams Roles
- 18. Changing Culture In 2009, Dr. John Kotter (Harvard Business School) proposed 8 keys to leading change within an organization: Urgency Coalition Vision Buy-in Empowering Wins Persistence Culture
- 19. People3 Many people will not like all this structure: • Asking for new behaviors • Defining process & measuring compliance creates new accountability • Need to find some personal benefit
- 20. Measuring Success “You can’t manage what you can’t measure…” It is true, however, that you can manage it maturely when you start to measure… • Process execution (incident, request, change) • Financial accounting (service costing, service revenue)
- 21. Example Metrics
- 22. Example Metrics
- 23. Using Tools Usually the first place people start… • Easy • Expedient, and • Wrong! Recommend: – Built for ITIL – Inherent understanding of IT workflow and process, not just “tickets” – Adapt, adopt, extend, invest Tomorrow: Paige Duffey @ 11:15a “Using ServiceNow for ITSM”
- 25. Process for Purpose There is common hazard with taking ITIL too literally… Use ITIL as a tool in your tool belt • It should serve you, not the other way around “ITIL says we should…”
- 26. Continual Improvement Final lifecycle stage (strategy, design, transition, operations) is continual service (or process) improvement. • Service planning & management are not a one-time thing • Process, not a project – How do you make CSI part of what you do vs a project?
- 27. Extending Tools There are a number of ways to add greater value or extend your tools… Automation Communication Action-able Self-service
- 28. Better Roles Use RACI to discuss, agree and execute on effective process is a good start. Roles will evolve in the areas of: • Process • Functions • Leadership/Mngt/Owne rship
- 30. Thank You Chris-Jones@ouhsc.edu @itcxvision Christopher-j-jones.tumblr.com This presentation will be available at http://www.slideshare.net/ckckjones
Editor's Notes
- #13: Services must be in terms that customers understand, how they think about services; email not Exchange, team collaboration not SharePoint You can’t manage 100s of services…group them into meaningful buckets or roll sets of functionality up into a customer-experienced service Service portfolio is all services – planned, live and decommissioned; catalog is live services (actionable catalog is available for customers to use via self-service) Services, once defined, serve as foundation for all the processes