Is ISO20000 a mark of ITSM implementation success?

Martin MC Ng Regional Director Asia Pacific Japan & Middle East Quint Wellington Redwood May 2007 http://www.quintgroup.com

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Quint Wellington Redwood ©2006

Quint Wellington Redwood
IT Management Consultancy Group Founded in 1992 in The Netherlands Core Value: Dare to Challenge Core Business: IT Organization Improvement
Helsinki Toronto Amsterdam Paris Madrid Frankfurt Antwerp Tokyo Miami Delhi Mexico City Bangalore Kuala Lumpur Sao Paulo Singapore
Offices in 17 countries

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Quint Wellington Redwood ©2006

Quint Recognition
Management consultancy specialized in management, people and organizational issues of ICT organizations
Twice awarded “The Number One Management Consultancy Firm” in the Netherlands by the Management Team magazine Value for money, results achieved, integrity and transparency of services 250+ ITIL projects worldwide, 14 years of experience 100+ Sourcing projects worldwide, 10 years of experience Over 22,000 people trained by Quint (since 2004), 13,000 in Asia Certified 2 sites on ISO20000 in Asia and preparing another 3 sites ITIL/BS15000/ISO20000 consulting, assessment, implementation, training Most practicing SM consultants are found in small, specialized consulting firms such as Quint. Fewer than 200 worldwide. – Gartner Customers tap extensive knowledge, experience of over 130 professionals globally
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Quint Wellington Redwood ©2006

ISO20000. Governance & Contracting The Sourcing Governance Framework™ The Sourcing Phases Model™ IT Service Management IPW (Implementation of Process-oriented Workflow) Stadia model™ 4 Quint Wellington Redwood ©2006 . SOX.Quint’s Portfolio IT Strategy / IT Governance / Compliance COBIT. Market Alignment Framework ™ Sourcing Strategy.

QWR: Frameworks and Practices IPW (Implementation of Process-oriented Workflow) Stadia model™: Quint’s developed body of thought to assess. quantify and improve the maturity of IT organizations The Sourcing Governance Framework™: Quint’s developed body of thought to specifically manage and control the demand and supply of an IT organization The Sourcing Strategy Phases Model™: Quint’s developed body of thought to pass through all the different phases of an (Out-)sourcing process. from Sourcing Strategy through Operational outsourced services 5 Quint Wellington Redwood ©2006 .

a broad stroke 6 Quint Wellington Redwood ©2006 .IT Infrastructure Library (ITIL) .

. 2004 7 Quint Wellington Redwood ©2006 .. …Doing the job WRONG fourteen times gives you job security Martin MC Ng.Famous saying… Doing a job RIGHT the first time gets the job done.

ITIL Framework 8 Quint Wellington Redwood ©2006 .

Incorporating People. Process and Technology process “78% of unplanned downtime is due to people and processes.” (source: Gartner Group) ICT service people technology partners 9 Quint Wellington Redwood ©2006 .

IT and its Position Able to think and act in a customer-oriented manner Understand the Bigger Picture – A Service Organization Strategic Partnership vs Processing Utility IT is both a “means” and an “opportunity” 10 Quint Wellington Redwood ©2006 .

What is an IT Service? .Service Orientation En end d to Customer Customer doesn’t care doesn’t care what the service what the service components are components are 11 Quint Wellington Redwood ©2006 .

Gartner Process Model Selection Framework ISO20000 ISO20000 12 Quint Wellington Redwood ©2006 .

Accounting for IT services Information Security Mgt Release Processes Release Management Control Processes Configuration Management Change Management Resolution Processes Incident Management Problem Management 13 Relationship Processes Business Relationship Management Supplier Management Quint Wellington Redwood ©2006 . Implement.based on ITIL Management responsibility Documentation requirements. Improve) (PDCA) Management system Planning new services Planning & Implementing new or changed services Capacity Mgt.ISO20000 . Availability Mgt. Competence. Budgeting & Service Level Mgt. awareness & training Planning & Implementing (Plan. Service Delivery Processes Service Reporting IT Service Continuity. Monitor.

ISO20000 Underpinned by ITIL processes ISO/IEC 20000 consists of Part 1: Specification (ISO/IEC 20000-1:2005) A specification containing requirements that must be met in order to achieve ISO/IEC 20000 Defines the requirements for a service provider to deliver managed services Part 2: Code of practice (ISO/IEC 20000-2:2005) A code of practice on how to achieve the requirements in ISO/IEC 20000-1 Describes the best practices for service management processes within the scope of ISO/IEC 20000-1 Represents industry consensus on guidance to auditors Offers assistance to service providers planning service improvements or to be audited against ISO/IEC 20000-1 14 Quint Wellington Redwood ©2006 .

How does ITIL help ? ROI IT 30% reduction in incident volume 50% reduction in resolution time 25% reduction in resolution cost Business 10% increase in service availability Reduction in Time-to-Market 25% improvement in project cycle time (for changes) 50% reduction in volume of expensive emergency changes Total customer satisfaction increase on end-to-end IT services Financial 10% reduction in TCO 5% reduction in overcapacity 15 Quint Wellington Redwood ©2006 .

a.ITIL Benefits to IT and Business IDC 79% reduction in service downtime Meta 85% resolution at FPOC 30% reduction in cost per call 50% reduction in product development cycle Barclays Downtime reduced from 60 to 15 minutes Proctor & Gamble $100 million p. savings! itSMF survey 70% achieving “tangible & measurable” benefits HDI survey > 50% measured improved customer satisfaction 84% would recommend ITIL 20% saw business competitive advantage Quint Wellington Redwood ©2006 16 .

ICT valueing Commercial Policy HRM Strategy Architecture Finance Strategic Supplier supplier processes Sourcing Portfolio Mgnt. Contract Mgnt. Tactical Tactical ITSM Service ITSM Service Delivery Delivery Service Design ContinuityAvailability Capacity Mgnt Mgnt Mgnt Business operations Operational Operational Business Application Support Mgnt. Strategic IT Strategy // IT Strategy Relationship Management Service Level Management Governance Governance Business planning Service Development Functional Demand Mgnt.Quint IPW™ Reference Model Strategic business processes Information Strategic StrategicMgnt. Service Build & Test Service Planning Security Mgnt Financial Mgnt Supplier planning Supply Mgnt. Mgnt. Incident Mgnt Problem Mgnt Change Mgnt Purchase Operations Mgnt. Support ITSM Service ITSM Service Support Support Configuration Mgnt Service Operations Opeations Mgnt BITA Service desk Release Mgnt SITA Business Domain Business ICT Alignment Dom IT Domain 17 Supplier ICT Alignment Domain (SITA) Supplier Domain Quint Wellington Redwood ©2006 .

Strategic Relationship Management Service Level Management Business planning Functional Demand Mgnt. Incident Mgnt Problem Mgnt Supplier operations Change Mgnt Purchase Operations Mgnt. Service Design ContinuityAvailability Capacity Mgnt Mgnt Mgnt Business operations Business Application Support Mgnt. Service Development Service Build & Test Service Planning Security Mgnt Financial Mgnt Supplier planning Supply Mgnt. Support Configuration Mgnt Service Operations Operations Mgnt BITA Service desk Release Mgnt SITA Business Domain Business ICT Alignment Domain (BITA) ICT Domain 18 Supplier ICT Alignment Domain (SITA) Supplier Domain Quint Wellington Redwood ©2006 . ICT valueing Commercial Policy HRM Strategy Architecture Finance Strategic Supplier supplier processes Sourcing Portfolio Mgnt. Contract Mgnt.Quint Integrated IPW™ Strategic business processes Information Mgnt. Mgnt.

The IPW™ Model .Aligning Business. IT and Suppliers 19 Quint Wellington Redwood ©2006 .

IPW: From Idea > SLA > Operations Relationship Management Service Development Service Build & Test Service Design Service Level Management Security Management Financial Management Continuity Availability Mgt Mgt Service Planning Capacity Mgt Incident Management Problem Management Change Management Configuration Management Service Operations Operations Management Release Management Service desk 20 Quint Wellington Redwood ©2006 .

.. Relationship Management Service Development Service Build & Test Service Design Service Level Management Security Management Financial Management Continuity Availability Mgt Mgt Service Planning Capacity Mgt Incident Management Problem Management Change Management Configuration Management Service Operations Operations Management Release Management Service desk 21 Quint Wellington Redwood ©2006 .IPW/ITIL: Users in trouble.

Approach to ITSM Implementation 22 Quint Wellington Redwood ©2006 .

Awareness 2. Audit preparation 5. BS15000 • CobiT • BS7799. such as: • ITIL Service Management • IPW • ISO20000. Audit 23 Quint Wellington Redwood ©2006 . ISO17799 4. Assessment 3.Overview of project phases 1. Implementation Different methodologies.

It’s still all about change Getting the right elements in place Necessity + + + + + + Vision + + + + + + Plan + + + + + + Resources + + + + + Competence = = = = = Change Necessity Vision Plan Resources Competence Resistance Necessity Vision Plan Resources Competence Confusion Necessity Vision Plan Resources Competence Chaos Frustration Necessity Vision Plan Resources Competence Necessity Vision Plan Resources + Competence = Fear 24 Quint Wellington Redwood ©2006 .

CLUSTERS PRAC.ITIL:ITSM Education Road Map SOURCING SOURCING Service Management Exam SQM F // A SQM F A ISO20000 ISO20000 Management stream Service Support Service Delivery PRAC. CLUSTERS Case Study Service Level Mgt Financial Mgt Availability Mgt Capacity Mgt Problem Mgt Change Mgt Configuration Mgt Practitioner Exam ITIL Foundation Exam ITIL Foundation Training SD / Incident Mgt Practitioner stream 25 Quint Wellington Redwood ©2006 .

g. Incident.IPW Stadia Model™ . Problem. Change management Based upon pre-defined checklists Generic and Specific process characteristics determine the maturity 26 Quint Wellington Redwood ©2006 .Process Maturity Measures the maturity of an individual ITIL process E.

IPW Stadia Model™ .Organisation Maturity Excelling Exceeding Extended Generic … 27 Quint Wellington Redwood ©2006 .

Other helpdesks will follow this choice Present level and style of reporting is insufficient for (process) management to steer the performance of the process Recommendations Define incident management process Define escalation mechanism when incidents are not solved in time Investigate the rationalization of the various helpdesks with the organization Define management reports to spot weak areas on IT-infrastructure Match performance to price paid by customers ☺ Intention Process Procedures Control Relations Not Identified Quint Wellington Redwood ©2006 5 Improving 4 Pro-active 3 Controlled 2 Monitored 1 Not identified 0 Not performed 28 .g. very often within expected lead times. TopDesk has been chosen as the tool for the Corporate Call Desk. Incidents are solved quickly. but the time to repair is generally less than 2 hours Several Service Desks with own way of working. E. severity 1 incidents must be solved within 24 hours.Incident Management Findings There is no single point of control or monitoring (end-to-end) of incidents and their resolution There is a clear definition of what an incident is and the various categories of incidents. and with their own tooling.Assessment Example .

Quality Mgt Service Build & Test Service Design Security Mgt Continuity Mgt Overview Status per Process Capacity Mgt Availabilty Mgt Service Level Mgmt Release Mgt Config Mgt Change Mgt Problem Mgt Incident Mgt Service Desk ☺ ☺ ☺ Procedures Relations Intention Process Control ☺ 29 Financial Mgt ☺ ☺ ☺ ☺ ☺ ☺ ☺ Project Mgt Quint Wellington Redwood ©2006 .

Process & Organizational Maturity Model (IPW-MM) Marketing & Sales Relationship Management Account Mgnt Service Level Mgnt HRM Service Development Service Build & Test Service Design Strategy Architecture Service Planning Security Mgnt Continuity Mgnt Availability Mgnt Financial Mgnt Capacity Mgnt Finance Status process improving proactive controlled monitored not identified not performed Service Desk Incident Mgnt Problem Mgnt Configuration Mgnt Operations Mgnt Change Mgnt Service Operations IPW™ is a registered trademark of Quint Wellington Redwood Release Mgnt 30 Quint Wellington Redwood ©2006 .

It should incorporate Sourcing Governance (Supplier Mgmt) 31 Quint Wellington Redwood ©2006 .

PMO = Present Mode of Operations TMO = Transition Mode of Operations FMO = Future Mode of Operations 32 Quint Wellington Redwood ©2006 .Quint’s Structured Sourcing Approach Assessment Assessment Strategy Strategy PMO customer internal Scoping Scoping Definition SGF Design SGF Implementation SGF dealmaking Selection Selection Due Diligence Due Diligence Contracting Contracting Transition Transition TMO/FMO Contract mgt Contract mgt SGF© = Sourcing Governance Framework© = Quint’s proven methodology for the implementation of the retained organization.

processes.Design and Implement Governance Describe organization. roles & competencies Select people for retained Organization roles Train selected people for new roles Bring retained Organization into operation 33 Quint Wellington Redwood ©2006 .

communication Leveraging on Practitioners Project Management Driven from top-management Involve your own employees (supported by consultant) Reporting about KPI’s (show what you have done) Phased approach… 34 Quint Wellington Redwood ©2006 .Critical Success Factors Communication. communication.

Questions ? 35 Quint Wellington Redwood ©2006 .

com 36 Quint Wellington Redwood ©2006 .quintgroup.com Martin MC Ng Regional Director Asia Pacific Japan & Middle East m.ng@quintgroup.Dare to challenge www.

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