University of Alaska - Fairbanks: IT Service Management Maturity Assessment Kickoff

IT Service Management Maturity Assessment Kickoff
University of Alaska - Fairbanks

June 22, 2012
Kristin Colburn - IT Management Consultant

Pink Elephant
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012 © Pink Elephant. All Rights Reserved. 1
Agenda
 Continual Service Improvement Model

 About Process Maturity Assessments
 Process Model
 PinkSCAN™ Assessment Framework
 Process Maturity Examples
 ITIL Overview
 Questions
The CSI Model
Business vision,
What is the vision? mission, goals and
objectives
Baseline
Where are we now?
assessments
How do we keep
the momentum Where do we want to
going? Measurable targets
be?
Service & process

How do we get there?
improvement
Measurements &
Did we get there?
metrics
© Crown Copyright 2011. Reproduced under license from the Cabinet Office Figure 3.1 Continual Service Improvement model – CSI 3.1.1
PinkSCAN Kickoff Presentation – University of Alaska - Fairbanks, June 22, 2012 © Pink Elephant. All Rights Reserved.
A Process Assessment Is…
 A repeatable method of objectively gaining

an understanding of the quality, structure
maturity and bottlenecks of an IT
organization’s Service Management
processes
Assessment Objectives
 Assess IT management practices against a

good practice reference set of processes
(ITIL)
 Provide an objective snapshot of the current
situation in terms of process maturity
 Identify key problem areas in relation to
organizational needs
 Set an internal benchmark for improvement
initiatives
Lifecycle Processes
SERVICE STRATEGY SERVICE DESIGN
• Service Strategy for IT Services • Design Coordination
• Service Portfolio Management • Service Catalog Management
• Business Relationship • Service Level Management
Management • Availability Management
• Financial Management for IT • Capacity Management
Services • IT Service Continuity Management
• Demand Management • Information Security Management
• Supplier Management
SERVICE OPERATION SERVICE TRANSITION

• Event Management • Transition Planning and Support
• Incident Management • Change Management
• Request Fulfillment • Service Asset & Configuration
• Problem Management Management
• Access Management • Release & Deployment Management
• Service Validation
Functions © Crown Copyright 2011. Reproduced under license from the Cabinet Office • Change Evaluation
Figure 1.1 Service Strategy
• Service Desk • Knowledge Management
• Technical Management
• IT Operations Management CONTINUAL SERVICE IMPROVEMENT
• Application Management • Seven Step Improvement
Basis Of The Assessment
 How do the current practices relate to ITIL best

practices?
 Is there a consistent approach to the process across
groups?
 Is the documentation at an appropriate level to enable
consistent delivery?
 Are there adequate governance roles to manage and
continually improve the process?
 Are there measures that demonstrate process
effectiveness and efficiency?
 Are the tools being used in a way that enable the
process?
Process Model
The first set of survey statements
Process Control are about process control.
Process
Process policy Process “Process policies have been identified,
owner objectives documented and communicated and … “
Process Process
documentation feedback
Triggers The second set of survey

Process statements are about process
activities.
Metrics
Activities CSFs/KPIs Roles
“A multi-level incident categorization
Process Process schema is defined and actively used to … “
Procedures
Improvements
inputs outputs
Work
instructions
Including
process reports
& reviews
Process Enablers The third set of survey statements
are about process enablers.
Process Process
resources capabilities
“Tools to automate Incident Management
activities are standardized and … “
© Crown Copyright 2011. Reproduced under license from the Cabinet Office. Based on Figure 2.5 Service Strategy 2.2.2
A Process Maturity Assessment Is NOT
 Not an employee performance appraisal

 Not a compliance audit
 Not a technical survey
 Not a final plan for improvement
All Survey
Responses are
Confidential
PinkSCAN™ Assessment Framework
PinkSCAN Assessment Framework
 Process Maturity Levels vs. Management Targets

 Process consistency and practice
 CMM based
 Process Importance
 Benchmark for Improvements
 Degree of integration with other processes
 Culture Assessment
 Process Readiness (Mgmt., Staff, Contractors)
 Recommendations
Process Maturity Levels
Maturity Level Description
0. Non-Existent We do not do this or we do not have this across the organization.
This may be done from time to time across the organization but is not done consistently each
1. Initial time. We have talked about developing something like this but we have not yet started to do
so.
There may be procedures for this in some parts of the organization but since they are not
2. Repeatable formally documented or adopted there is a high reliance on individual knowledge, experience
and informal relationships.
We have standardized this across the organization with documented objectives, activities,
procedures, roles and metrics. All of the people who perform the process activities have
3. Defined
received appropriate training and are expected to follow them in accordance with the
documentation.
This is fully recognized and accepted throughout the organization as the way we work. We
4. Managed have performance standards that we use to measure this activity and report against planned
results.
Everyone involved in this process across the organization being assessed assures
consistency by considering this as part of their everyday activities. As an organization we
5. Optimized
continually use feedback to ensure this activity aligns with overall business and IT goals a to
identify improvement opportunities.
Choose this response if you have no knowledge of how this statement relates to the
6. I Don’t Know organization being assessed.
UAF Assessment Milestones
JUN 8 JUN 22 JUN 25: Survey Begins JUL 13 JUL 16-17 JUL 18-26 JUL 27
JUL 12: Survey Ends
Online
Process
Survey Data Analysis

Surveys
Data
Assessment Communication
Assessment Analysis
Awareness Facilitated Of
Planning and and
and Workshops Assessment
Preparation Report
Kick-Off Results
Generation
Online
Culture Survey
Assessment Planning and Awareness Data Gathering and Validation  Opportunity  Findings
Definition  Scores
 Opportunity Definition  Scope
 Answer Formulation  Quick Wins
 Scope Definition  Reason
 Road map
 Organizational Context  Explanation
 Selection of Assessment  Context
Team, stakeholders and  ITIL Refresh
participants
 Assessment scheduling
 Online Tool Administration
Sample Survey Participant Email
From: pinkscansurveyadmin@pinkelephant.com
To: participant@alaska.edu
Sent: Mon, 25 Jun 2012 4:00 am
Subject: Message From Karl Kowalski: You Are Invited To Participate In A Process Maturity
Assessment – University of Alaska Baseline Assessment - JUN2012
We are launching an assessment to determine the level of IT Service Management process

maturity in our organization. Your input is a valuable part of this assessment. The survey
opens on 25-Jun-12 and closes on 12-Jul-12.
To participate, click on the link below and enter your user name and password. Please keep your
password confidential.
https://online.pinkelephant.com/PinkSCAN.htm
User name: participant@alaska.edu
Password: uoa099
Thank you in advance for your participation.

Regards,
Karl Kowalski
PinkSCAN Login
Participant View: Survey Home Page
Participant View: Maturity Statements
Participant View: 5 Integration Statements
Participant View: 5 Importance Statements
Guidelines: Responding to Survey
 Your answers for maturity should indicate

the “as is” for UAF
 Your answers for importance should indicate
how important the statement is based on the
current priorities
 If the process element or activity does not
exist, select “Non-Existent”
 If you do not understand the statement or
you don’t know how to respond then score it
as “I Don’t Know”
Validation Workshops
 90 minute facilitated workshops

 Review and validate survey data
 Describe the current process
 Look for good practices
 Look for gaps compared to ITIL
 Review process artifacts to confirm survey
results
Workshops: What Is Expected Of You
 Attend the workshop as designated by
the schedule and be an active participant
 Provide feedback on the current state of

the process
 We are looking for an end-to-end perspective
 Highlight any current improvement initiatives
 Be open and honest in your answers during the workshop

 It’s OK to say “I don’t know”
 Provide any documentation you feel would be beneficial in

supporting your answers
Example PinkSCAN Results
What is the result?
Final Report
 Assessment objective
 Results of the survey
 Process scores
 Conclusions
 Recommendations
 Indication of organizational culture
PinkSCAN Maturity Results
Process Maturity and Importance
PinkSCAN Culture Survey
Maturity Example
Change Management
Level 0: Non-Existent
“We do not do this.”
Change Management Scoring Characteristics:

 No process designed, no procedures and documentation
 No clear definition of a change
 No recording of changes is taking place
 No evaluation of change impact
 No knowledge of changes taking place between IT groups or by the
Service Desk
 No reporting is taking place
Level 1: Initial
“We know we need to do something, but have not started.”

 No responsibility for the process – no Process Owner or Process Manager
 Loosely defined processes, procedures and roles & responsibilities that
are used differently across IT groups for their changes
 Change requests are logged but there are no standards in place and the
logging is ‘ad hoc’
 Impact and priority codes may exist but no standards for using them
 No historical or accurate data for trend analysis, for instance no
knowledge of the number of changes implemented
Level 2: Repeatable
“The work is being accomplished in areas of strength, but Change
Management is not well defined or consistently followed.”

 Processes and procedures are developed as needed (reactively) and may
not be consistent across IT
 Requests for Change have to be authorized
 Change records are being updated ‘ad hoc’
 Simple planning; scheduling of individual changes
 There is no view of all changes
 Authorization/competencies are unclear
 Management reports are developed reactively
Level 3: Defined
“Change Management is defined, understood, practiced and measured.”

 Change policies, standardized workflow and procedures are established
and have been documented
 A Change Management Process Owner has been designated and other
roles and responsibilities (e.g.: a CAB) are defined and established
 Formal communication, awareness and training programs have been
established for all Change Management roles
 All Requests for Change are logged and reviewed using guidelines
 Standardized change categories are used
 Changes are being authorized by the appropriate authority based on
impact
 Management reports are used for controlling Change Management
activities
Level 4: Managed
“Change Management is fully recognized and accepted throughout the
organization. We have performance standards that we use to measure this
process and we report against planned results.”

 Well-defined processes, procedures, and standards included in all IT staff
job descriptions
 Changes are logged and tracked through the life of the change
 Changes are logged in an integrated tool with integration to other
processes
 Change Management activities are guided by service level values and
configuration data
 Effective management reports are tied to service levels and used by
management of various departments
Level 5: Optimized
“Change Management is done consistently; everyone involved considers this
as part of their everyday activities. We continually use feedback to ensure
this process aligns with overall business and IT goals and to identify
improvement opportunities.”

 Change Management is fully recognized across the organization and is
“institutionalized” as part of the everyday activities of those involved with
the process activities
 Change Management activities are regularly reviewed to make sure they
are fit for purpose and to improve service
 Optimization of procedures and coordination with other departments is a
continuous effort
 Change logging and reporting is tailored to support and integrate with
other processes
 Reports serve as input for quality improvement of the various IT
departments
 Third parties are included in the Change Management process
Questions?
Any questions
before we move
on to the ITIL
overview?
ITIL Process Overview
 Service Catalog Management
 Service Level Management
 Change Management
 Knowledge Management
 Incident Management
 Problem Management
What Is A Service?
Services are a means of delivering business value to
customers by facilitating outcomes customers want to
achieve without the ownership
of specific costs and risks
‘People do not want quarter-inch drills.

They want quarter-inch holes.’
Professor Emeritus Theodore Levitt,
Harvard Business School
Service-Based Organizations
 Organizations whose mission, goals, objectives, operating
models, governance and functional structures are
developed to focus on:
 Externally defining and delivering value through services – rather

than internally focusing only on the management of the systems or
technologies
 The management and delivery of (IT) services to the customers to

create business value in a cost efficient way supported by:
People, Products, Partners, Processes = Performance
Services vs. Processes
Business Goals
Enterprise
Business Units
IT Services
ITIL is a Service Management
Framework.
This means that the processes
described by ITIL exist for the
Infrastructure
Applications
Information
People
primary purpose of planning,

delivering and supporting IT
services.
IT Processes
IT Goals
Based on CobiT 4.1 p. 12 fig. 7
Service Catalog Management
The Service Catalog
 The service catalog is a database or structured document
with information about all live IT services, including those
available for deployment
 The service catalog is the only part of the service portfolio

published to customers, and is used to support the sale and
delivery of IT services
 The service catalog includes information about deliverables,

prices, contact points, ordering and request processes
Service Catalog Mgmt Objectives
 To provide a single source of consistent information on all

agreed services, and ensure it is available to those
approved to access it
 To ensure the Service Catalog is kept accurate and

up-to-date
Service Catalog
Business Service Catalog
Business Business Business
Process 1 Process 2 Process 3
Service A Service B Service C Service D Service E
Support
Services Hardware Software Applications Data
Technical Service Catalog

Based on OGC ITIL® material. Reproduced under license from OGC Figure 4.3 Service Design 4.1.4
Service Catalog Terminology
Concept or Term Description
Each organization should establish a policy of what a service is and how it is

Defining a Service defined within the organization; consider a top-down approach beginning with
business processes
Defining services in terms of type, such as business/customer-facing and

Hierarchy of Services
supporting/technical
Those services seen by the customer, e.g. communication, logistics and

Business Services
procurement services, etc.
Those services typically invisible to the customer but which are essential to the
Supporting Services delivery of Business Services, e.g., infrastructure, network, and application
services, etc.
Service Catalog Mgmt Activities
Define the Services
Identify Interfaces, Dependencies
Agree to Contents
Produce the Catalog
Maintain the Catalog
Service Level Management
The Purpose & Objectives Of SLM
Purpose
Ensure that all current and planned IT services are
delivered to agreed achievable targets.
Objectives
 Define, document, agree, monitor, measure, report and
review the level of IT services
 Provide and improve the relationship and communication
with the business and customers
Service Level Management Activities
Determining, documenting and Negotiating, documenting and
Design SLA frameworks agreeing requirements for new agreeing SLAs for operational
services and producing SLRs services
Conducting service reviews &

Monitoring service performance instigating improvements within
Producing service reports
against SLA an overall service improvement
plan
Collating, measuring and Reviewing and revising SLAs, Reviewing and revising OLAs
improving customer satisfaction service scope and underpinning and service scope
agreements
Developing contacts and Handling complaints and

relationships compliments
Change Management
Change Management
Goals:
 To respond to the customer’s changing
business requirements while maximizing

value and reducing incidents, disruption and
re-work
 To respond to the business and IT
requests for change that will align the
services with the business needs
Key Change Management Terminology
 Normal Change
 Standard Change – pre-approved
Change Types
 Emergency Change – requires immediate attention; impacts business
significantly
Request for Change A formal proposal for a Change; includes details of the
(RFC) proposed Change and may be in paper or electronic form.
A component that needs to be managed in order to deliver an IT

Service. CIs are under the control of Change Management and
Configuration Item (CI) typically include Services, hardware, software, people, formal
documentation and relationships between CIs are defined to help
assess impact and risk of Changes to the CIs.
A group of people that advises the Change Manager (owner of the
Change Advisory Board Change Management process) in the assessment, prioritization and
(CAB) scheduling of Changes. Made up of representatives from all areas
within the Service Provider organization.
Key Change Management Terminology
Emergency Change A sub-set of the CAB that makes decisions about high-impact
Advisory Board (ECAB) Emergency Changes.
Forward Schedule of
A document that lists all approved Changes and their planned
Change or Change
implementation dates.
Schedule
A review that takes place after a Change has been
Post Implementation
implemented. A PIR determines if the Change was successful
Review (PIR)
and identifies opportunities for improvement.
CABs and ECABs assist the Change Manager in assessing
Assessing Risk and Impact the risk and impact of each proposed Change. Authorized
of Change changes are then scheduled and carried out by Release &
Deployment Management.
Change Management Activities
Record RFC
Review RFC
Assess & Evaluate
Authorize
Plan Updates
Coordinate Implementation
Review & Close
Knowledge Management
Knowledge Management Purpose
 Share perspectives, ideas, experience and information

 Ensure these are available in the right place at the right time
to enable informed decisions
 Improve efficiency by reducing the need to rediscover
knowledge
Knowledge Management Objectives
 Improve management decision-making

 Improve efficiency and quality of service
 Increase satisfaction and reduce cost
 Ensure staff understand the value their services provide to
customers
 Establish and maintain knowledge, information and data in
a service knowledge management system
 Share and use the SKMS and its contents throughout the
service provider organization
Knowledge Management Activities
Knowledge Management  Knowledge identification, capture and

maintenance
Strategy
 Learning styles
 Knowledge visualization
Knowledge Transfer  Driving behaviors
 Seminars, webinars and advertising
 Journals and newsletter
 Discussion forums and social media
 What knowledge is necessary

Managing Data,  Which conditions to be monitored
Information, &  What data is available
 Defining information architecture
Knowledge  Establishing DIKW procedures
 Evaluation and improvement
Incident Management
Incident Management
Goals:
 Restore normal service operation as quickly
as possible
 Minimize the adverse impact on business
operations
 Incident Management helps ensure the best
possible levels of service quality and

availability are maintained
Key Incident Management Terminology
An unplanned interruption to an IT service or reduction in the quality of an IT
Incident service. Failure of a Configuration Item that has not yet impacted service is also an
Incident
Prioritization Priority = Impact (business impact) + Urgency (time-based)
Categorization Determining which service category the Incident fits into
Hierarchical Escalation Escalating the incident to a higher level of authority
Functional Escalation Escalating the incident to a 2nd – nth level function
An Incident that grows in impact or priority. Major Incident Management procedures

Major Incident
should be available. Major Incidents should not be confused with Problems
In ITIL, only the Service Desk can close Incidents once the user/customer has
Closing Incidents
verified that service is restored
Incident Ownership In ITIL, the Service Desk owns the incident from ‘cradle to grave’
Incident Management Activities
Logging
Categorization
Prioritization
INCIDENT Initial Diagnosis
Escalation
Investigation & Diagnosis
Resolution & Recovery
Closure
Problem Management
Problem Management
Objectives:
 Prevent Problems and resulting Incidents from
happening
 Eliminate recurring Incidents
 Minimize the impact of Incidents that cannot be
prevented
Problem Management is the process

responsible for managing the lifecycle
Problem
of all Problems.
Key Problem Management Terminology
The unknown cause of one or more incidents. The cause is not
Problem usually known at the time a problem record is created, and the
Problem Management process is responsible for further investigation
Reducing or eliminating the impact of an Incident or Problem for which
Workaround
a full resolution is not yet available
Root Cause The underlying or original cause of an Incident or Problem
Root Cause Analysis An activity that identifies the Root Cause of an Incident or Problem
Known Error A Problem that has a documented Root Cause and a Workaround
A review conducted to learn any lessons for the future. What we did
Major Problem Review correctly; what we did wrong; what we could do better; how to prevent
recurrence
Problem Management Activities
Detection/Logging
Create Known Error
Categorization
Prioritization Change
Needed?
Initial Diagnosis
Resolution
Workaround?
Closure
Major
Problem?
Problem
Questions?
k.colburn@pinkelephant.com
www.pinkelephant.com

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IT Service Management Maturity Assessment Kickoff

University of Alaska - Fairbanks

Kristin Colburn - IT Management Consultant

 Continual Service Improvement Model

Service & process

 A repeatable method of objectively gaining

 Assess IT management practices against a

SERVICE OPERATION SERVICE TRANSITION

 How do the current practices relate to ITIL best

Triggers The second set of survey

 Not an employee performance appraisal

 Process Maturity Levels vs. Management Targets

Survey Data Analysis

We are launching an assessment to determine the level of IT Service Management process

Thank you in advance for your participation.

 Your answers for maturity should indicate

 90 minute facilitated workshops

 Provide feedback on the current state of

 Be open and honest in your answers during the workshop

 Provide any documentation you feel would be beneficial in

 Results of the survey

 Indication of organizational culture

“We do not do this.”

Change Management Scoring Characteristics:

Change Management Scoring Characteristics:

Change Management Scoring Characteristics:

Change Management Scoring Characteristics:

Change Management Scoring Characteristics:

Change Management Scoring Characteristics:

‘People do not want quarter-inch drills.

 Externally defining and delivering value through services – rather

 The management and delivery of (IT) services to the customers to

People, Products, Partners, Processes = Performance

primary purpose of planning,

Based on CobiT 4.1 p. 12 fig. 7

 The service catalog is the only part of the service portfolio

 The service catalog includes information about deliverables,

 To provide a single source of consistent information on all

 To ensure the Service Catalog is kept accurate and

Service A Service B Service C Service D Service E

Technical Service Catalog

Each organization should establish a policy of what a service is and how it is

Defining services in terms of type, such as business/customer-facing and

Those services seen by the customer, e.g. communication, logistics and

Define the Services

Identify Interfaces, Dependencies

Produce the Catalog

Maintain the Catalog

Conducting service reviews &

Developing contacts and Handling complaints and

business requirements while maximizing

A component that needs to be managed in order to deliver an IT

Assess & Evaluate

Review & Close

 Share perspectives, ideas, experience and information

 Improve management decision-making

Knowledge Management  Knowledge identification, capture and

 What knowledge is necessary

possible levels of service quality and

Prioritization Priority = Impact (business impact) + Urgency (time-based)

Categorization Determining which service category the Incident fits into

Hierarchical Escalation Escalating the incident to a higher level of authority

Functional Escalation Escalating the incident to a 2nd – nth level function