microsoft powerpoint - dts itil technology day master

WelcomeRobin MerianoDTS Customer Delivery DivisionEnterprise Marketing & Training

Branch

Introduction

• Please complete your Evaluation Surveys!

• Please welcome Ed Holub from Gartner, Inc.

Notes accompany this presentation. Please select Notes Page view.These materials can be reproduced only with written approval from Gartner.Such approvals must be requested via e-mail: [email protected] is a registered trademark of Gartner, Inc. or its affiliates.

IT Service Management and ITIL: Getting Past the Basics

Ed HolubResearch VP

September 25, 2008

IT Service Management is a discipline for managing information technology centered on the customer’s perspective of IT’s contribution to the business

What Is IT Service Management?

ServiceProvisioning

ServiceActivation

Service AssuranceUsage/Billing/Chargeback

ServiceMaintenance/Retirement Relationship

Management and Customer Care

Measure/Report Against SLAs; Availability, Performance, Problem,

Change and Configuration Management

Allocate, Configure,Deploy Service and

Resources

Modify: Policies,SLAs, Service

Definition, CapacityService Definition,

Policies, SLAs

Billing, SLA Contract Review/Remediation

Ensure IT Services Delivery Model Aligns With Customer's Expectations

Business: Market Follower/Risk Averse/Mature

Business: Market Leader/Risk Taker/High Growth

The Team PlayerWorks well with othersIT value over time, not just costBusiness process focus, but solution drivenHigh business alignment

The GrinderIT cost containmentPredictability/reliabilityGovernance as self-protectionContinual unit cost improvementBenchmarking for justification

The ButlerAnticipate business needsMinimized governanceService over costDon't hinder the business

The Butler: 18% of respondents

The Team Player: 26% of respondentsThe Grinder: 47% of respondents

Expected IT Role: Tactical/

Utility

Expected IT Role: Strategic/

Transformational

The EntrepreneurFull business/IT integrationManaged riskNo distinction between IT and business governanceWhat, not how

The Entrepreneur: 9% of respondents

Begin With What You Control

ProcessService Alignment, Efficiency, Reliability, Scalability, Capacity, Continuous Improvement, Measurement

Structure Organizational Design, Organizational Competencies, Strategic Sourcing, Values

Governance Strategy, Planning, Prioritization, Architecture

Finance Funding Models, Chargeback, Pricing, Budget

Influence

Control

PeopleCapabilities, Skills, Behaviors, Adaptability, Workforce Sourcing, Recruitment/Retention, Relationships, Communication

Agenda

1. What is ITIL, and what is the impact of version 3 being released in mid-2007?

2. What pitfalls are organizations struggling with?3. How do you achieve the benefits that ITIL

promises?

ITIL Version 2:Still the Most Common Focus

Service Delivery• Service-level management• Financial management• Capacity management• IT service continuity• Availability management

Service Support• Incident management• Problem management• Change management• Configuration management• Release management

Service Desk

Core BenefitsStandard process language Emphasis on process vs. technologyProcess integrationStandardization enables cost and quality improvementsFocus on the customer

Limitations• Not a process improvement

methodology• Specifies "what," but not "how"• Doesn't cover all processes• Doesn't cover organization issues• Hype driving unrealistic expectations

ITIL version 3 published 30 May 2007

Audience polling survey at Gartner Data Center Conference on November 2006 (N = 171), Gartner Infrastructure, Operations and Management Conference on June 2007 (N = 102) and Gartner Data Center Conference on November 2007 (N = 87).

Polling Results: Characterization of ITIL Adoption

0% 20% 40% 60%

"Completed" Adoption

Implementing 2+ Years

Implementing 0-2 Years

Plan to Start in Next 18Months

No Plans at This Time

Nov-06Jun-07Nov-07Jun-08

ITIL Version 3: Service Life Cycle Approach

• Service Strategy- Link IT service strategies to customer

value

• Service Design- Design services to satisfy business

objectives

• Service Transition- Implement service designs- Service knowledge management

system- Refinement of change, configuration

and release processes

• Service Operation- Deliver and manage services- Refinement of incident and problem

management processes- Event and access management

• Continual Service Improvement- Never-ending review for opportunities

Core ITIL Value-Added Products

Source: ITIL

Audience polling survey at Gartner Data Center Conference on November 2006 (N = 178),Gartner Infrastructure, Operations and Management Conference on June 2007 (N = 106) andGartner Data Center Conference on November 2007 (N = 92).

Polling Results: Impact of ITIL Version 3

0% 20% 40% 60%

Aware, but no immediateplans to adopt

Plan to adopt V3, but notslowing down in meantime

Implementing V3

Previously unaware of V3

We have no ITIL plans

Nov-06Jun-07Nov-07Jun-08

Drivers and Hurdles to Implementing ITILSurvey: What is your main driver in implementing ITIL? (N = 180)

Improve quality 53%Increase agility 21%Decrease cost 13%Compliance/risk 9%None of the above 4%

Resources

Identities/Security

Workloads/Data

Pro

visi

onin

g

Optimization

Availability

Real-Time Infrastructure

Standardize Infrastructure

Automate

Standardize Process

Optimize

Survey: What is your biggest hurdle in implementing ITIL? (N = 164)

Requires too much change in culture 43%Lack of organizational guidance 21%Organization too focused on tools 15%Can't justify ROI 12%Too high-level to implement 5%Lack of experienced consultants 4%

Unplanned Downtime Planned Downtime

Know Why Your IT Service Is Down

IT services metrics/trending:• Frequency of outages• Mean-time-to-resolution/repair• Total unplanned downtime — weighted by # of users and "impact" to the

business"• Breakdown of planned downtime• Response time• Root-cause analysis/post-mortem• Assess preventable/unpreventable

HW, OS, Disasters, Environmental Factors

People & Process Failures:40% Applications40% Operations

Application and Database

HW, SW, d/c maintenance, Systems & Application

Management

Agenda



promises?

• Maturity Assessment• Foundation Training• Incident/Problem/

Change• Service Desk

• Maturity Assessment• Foundation Training• Incident/Problem/

Change• Service Desk

Why Implementing ITIL is Not Quick and Easy — Three Levels of "Hurdles"

• Configuration• CMDB• Release• Service Level • Capacity

• Configuration• CMDB• Release• Service Level • Capacity

• Process-CentricOrganization

• Metrics-Driven• Integrated Processes• Institutionalized

• Process-CentricOrganization

• Metrics-Driven• Integrated Processes• Institutionalized

"The Initial"

"The Cultural"

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"The Advanced" 3

Typical Client Focus

New Relationship With What WasYour "User" and Is Now Your "Customer"

How IT Views the Customer• There was less

formality, now there's more documentation and prioritization

• Difference between providing technical support for a user and providing IT service to a business customer

How the Customer Views IT• Customer treats you like a service

provider, but there is a dark side

• When you treat users like customers,

they'll treat you like any other supplier

and squeeze you on costs

Bottom Line• Build the bridge by jointly

defining services, service quality expectations and

prioritization

Don’t Start by ReorganizingHow the IT Organization

Is Supposed to WorkHow the IT Organization

Actually Works

Changing This ... Won't Change This

Trying to Run Before You Can Walk

People

Process

Technology

Business Management

• Organization• Roles• Culture

• Definition• Standards/

Automation

• Standards• Efficiency• Agility

• Planning• Financial

Mgmt• Metrics

Survival Awareness Committed Proactive Service-Aligned

Business Partnership

0 1 2 3 4 5

• Skills• Training• Metrics

• Degree of Integration

• Metrics

• Service Quality

• Tools

• Governance• Sourcing• Project

Mgmt

Elapsed Time and Effort Are Greater Between Levels 2, 3 and 4

01

3

4

5

Proactive

Service-Aligned

BusinessPartnership

Survival

Critical Success Factors

2

CommittedAwareness

Resources and Effort

Time

• Senior management commitment

• Persistence and patience

• Culture of continuous improvement

• Funding

• New metrics

IT I&O Maturity Model —People Maturity Assessment

Effective Sourcing of Skills

Actively Manage Skills Portfolio

Employee Skills Tracked

Job Levels Defined

Job Titles in Place

None

Business & Industry Training

Customer Service Training; Mentoring

Formal Training Policy; Job Rotations

Technology; Limited —Process

Limited —Technical

None

Business-Integrated Metrics

Developer of Industry Best Practices

Relationship Mgr. Drives Innovation

Little Focus on Formal Org. Chart

5

Staff Retention; Service Quality Goals

Best Practices Effectively Used

Relationship Mgr. Role Well-Defined

Service-Centric

4

Staffing Ratios and Productivity

Working on Best Practices

Process Owner Role Well-Defined

Process-Centric; Matrix Mgmt.

3

Staff UseLooking at Best Practices

Process Roles Emerge

Hierarchical Org.

2

FTE per Tech. Area

Hero-Oriented

Technology Specialists

Aligned by Technology

1

NoneInconsistentNoneNone0Organization Roles Culture Skills Training Metrics

Assuming Tools Will Solve Your Problems

• Be wary of vendor hype• Focus on process first• Tools can be enablers or inhibitors• Assess the capabilities of your

current tools• Review new tools where they would

pay significant dividends• Buy what you need, as you need it

"Man is a tool-using animal. Nowhere do you find him without tools; without tools he is nothing, with tools he is all."

— Thomas Carlyle

Confusing the Means With the End

This is not the goal!

ITIL

CobiT

CMMI

ISO 20000

Certification

Certification does not guarantee good outcomes!

Beware of process for its own sake!

Process improvement is about better outcomes and experiences for customers.

Agenda



promises?

Keep Focus Narrow, and Deliver Benefits

Determine where to start• Not necessarily on the least mature processes• 80% of clients start on core service support processes like change, incident

and problem management• Service-level management is often the first of service delivery processes • Consider service life cycle approach in ITIL version 3

Deliver benefits quickly to address "pain points"• Reduce percentage of changes causing incidents, improve MTTR• Builds momentum

Take an iterative approach• Design 80% solutions, and plan to improve later• Channel benefits to "self-fund" the next phase• Manage scope in 4-6 month phases• Periodically reassess priorities

Use Metrics to Drive Behavior and Measure Progress

• People inherently want to do a good job• What gets measured gets attention• What doesn't get measured drops off the radar• People will take action to move a metric in a

positive direction- People will do "dumb" things- People will stop doing "smart" things

• Focus on analysis and action vs. reporting- Select a few key metrics, instead of many- Measure what will help you improve, not what's

easy to measure- Create "tiers" of metrics tailored to different audiences

High-level Metrics for Infrastructure and Operations Organizations

• Availability / Quality- IT Service Index- Aggregate Service Level Agreement Achievement- Customer Satisfaction Survey

• Efficiency / Cost- IT Service Unit Cost Reduction- Budget Adherence- Benchmarking Performance

• Agility / Innovation- Increased Speed of Change- Business Benefits from Technology Innovation

Process-specific MetricsIncident Management / Service Desk

Mean Time to Restore Service (MTTR)% First contact resolution (FCR)# of Incidents / calls% of Incidents by category (see next slide for examples)Average call duration (on phone)Abandonment rate% Repeat incidents% of Incidents associated with a problem# or % of high severity incidentsService desk agent utilization %Average # of incidents per agent (monthly)Transactional customer satisfaction survey (after each incident)Periodic customer satisfaction survey (once or twice annually)

Build Top-Down and Grassroots Support

• Tailor messages for stakeholder groups• Reward process victories vs. traditional hero behavior

Emphasize WIIFM

Treat as an organizational

change initiative

Communicate frequently and

consistently

• CIO or head of infrastructure and operations must be a visible champion

• ITIL is much more about people than about technology• Change the culture to embrace standardization vs.

unique solutions• Don't ignore people change by concentrating only on

process and tools

• Clearly articulate underlying goals and objectives• Report on progress — macro and micro

Formalize Emerging Roles

• You need "A" players in these roles.

• These are career-broadening assignments, great for grooming future leaders.

• These roles can be staffed without increasing the total head count.

Skills Gap

Capabilities

Current

NeededFinancial and Business Management

Demand Management

Process Management

Resource Management

Develop Process and Service Skills

• Look for people with process design and improvement aptitude.

• Provide formal process training.

• Leverage skills and help from outside the IT organization (such as a corporate Six Sigma group).

• Paradigm-shift from order-taker and technical support to packaging and selling solutions.

Best Practice — Pair good process people with technical subject-matter experts to focus on specific opportunity areas.

Define 'Talent' for Your Enterprise:Technical Skills Are Just the Beginning

Talented people contribute tangibly and vitally to the innovation, development and delivery of pivotal services and products.

High-Value Sweet SpotThe "Versatilist"

Traditional Sweet SpotThe Specialist

TechnicalAptitude

InitiativeLeadershipVersatilityIngenuity

BusinessKnow-How

AssignmentRoles

IndustryProcess

Disciplines

ContextualGrasp

Capacity to GenerateFuture Value

Leverage External Resources

Formal training- Foundation certification- Intermediate certification- Expert certification- Advanced diploma- Overview exposure methods

Sharing lessons learned- Gartner, vendors, peers, itSMF

Consulting assistance- Assessment, planning and implementation assistance

Don't reinvent the wheel, learn from others!

Key to Success

Comprehensive Approach to Improvement

Six σ

IT Operational Processes — ITIL

Application Development Processes — CMMI

Project Management Processes — PMI

1. Establish the work

2. Align roles with work RACIRACI

3. Identify appropriate measures

4. Apply governance

CobiT

Business Imperative Action Plan

• On Monday Morning- Review the scope of your IT service management initiative to

ensure that it represents a tactical and practical approach to achieve a strategic and elegant solution.

- Assess your current level of process maturity.

• Near Future- Look at the new guidance in ITIL Version 3 to determine how it

should impact your IT service management initiative. - Review your portfolio of tools to help enable good processes.- Demonstrate senior management commitment repeatedly to

inspire grassroots support.

• Long Term- Conduct a formal process maturity assessment to

assess progress.

Introduction

Please welcome Athol Smith from The Ballard Group

and Brett Scott from the Dept of Consumer Affairs’Bureau of Automotive Repair

© The Ballard Group, Inc.

ITIL ImplementationITIL ImplementationCalifornia Bureau Of Automotive RepairCalifornia Bureau Of Automotive Repair

A Case Study A Case Study

41© The Ballard Group, Inc.

TodayToday’’s Discussions Discussion

I. Framing the ProblemII. The RoadmapIII. What BAR Actually AccomplishedIV. SummaryV. Questions

41


Framing the ProblemFraming the Problem

The six questions that you must answer before you embark on your ITIL implementation:

1. Is there a valid business need?2. Do you have executive level commitment to ITIL?3. Will the ITIL implementation provide measurable value to your

organization?4. Have you clearly defined your goals and objectives for an ITIL

implementation and provided a clear business justification or business case?

5. Have you committed to the concept that ITIL transformation goes beyond implementing the ITIL framework and accepted that change leadership from the start is a key component?

6. Do you understand the difference between capability and maturity when it comes to ITIL?

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The RoadmapThe Roadmap

BAR ITSM Transformation ApproachBAR ITSM Transformation Approach

PlanningDiscovery

Perform Assessment “As Is”Perform Assessment “As Is”

Maintain and MonitorMaintain and Monitor

Maintenance and Operation Implement/Build

Perform Strategic VisioningPerform Strategic Visioning

Define “To Be”Define “To Be”

Develop Gap Analysis and PlanDevelop Gap Analysis and Plan

Reengineer Policy / Process / ProceduresReengineer Policy / Process / Procedures

Pilot Selected ServicesPilot Selected Services

Implement Reengineered “To Be”Implement Reengineered “To Be”


The Roadmap The Roadmap –– Discovery ActivitiesDiscovery Activities

Perform both a Maturity Assessment and a Capability AssessmentReview and understand the current processes and proceduresUnderstand the pain points in people, process, and technologyGather your information from Executive Leadership to Line Staff

You now have the core information required to document the “As Is” ITIL processes

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The Roadmap The Roadmap –– PlanningPlanning

Strategic VisioningPrepare for your visioning session Define clear Goals and Objectives for the sessionConsider educating executives on ITIL before the session

Define the “To Be” ITIL ProcessesLink them to objectivesKnow your Services and the Customers who use them

Gap Analysis and Detailed PlanCreate these using your “As Is” and your “To Be”Ask the Question – Do we have the right skills to do this?Ask the Question – Do we have the necessary technology to do this?

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The Roadmap The Roadmap –– Implement / BuildImplement / Build

Clearly understand your current Maturity Level, Internal Capabilities, and commit to your “To Be”Develop and disseminate a clear Policy for your ITIL programUnderstand how IT services impact how your agency completes its businessCreate an incremental plan to reengineer your processes and procedures through achievable steps that add value

46


The Roadmap The Roadmap –– Implement / BuildImplement / Build

Identify areas where you can pilot your processes before rolling them out across the organization

Learn from your pilot … don’t be afraid to make some changes to your initial plans

Change Leadership ‐‐‐‐ Change Leadership

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The Roadmap The Roadmap –– Monitor and MaintainMonitor and Maintain

Your business is going to evolve and change, so too must your ITIL processes change and evolve

The ITIL V3 Continuous Improvement Process is a good one. Use it…Plan for regular reviews of your capabilities and maturityCelebrate your success – Learn from failures – Listen to your customer

Do Not Implement and Maintain ITIL in a Vacuum

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Bureau of Automotive Repair (BAR)Bureau of Automotive Repair (BAR)A Case StudyA Case Study

Key Activities Identified by BAR for Successful ITSMKey Activities Identified by BAR for Successful ITSM

Have a plan Gain Executive Sponsorship (Critical for Success) and identify Key StakeholdersUnderstand who the BAR Business Operations Unit customers areUnderstand what services BAR provides to its customersDevelop, understand, and articulate BAR’s vision for ITSMGet agreement on the vision, goals, objectives with Key StakeholdersIdentify ITSM process owners and ITSM service providers

49


Bureau of Automotive Repair (BAR)Bureau of Automotive Repair (BAR)A Case StudyA Case Study

Key Activities Identified by BAR for Successful ITSM Key Activities Identified by BAR for Successful ITSM –– Cont.Cont.

Build an effective team who are motivated and committed to ITSM Create measurable indicators of success Target the right education to the right people Emphasize Change Leadership Ensure knowledge transfer from consultants/vendorsCelebrate milestones

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Bureau of Automotive Repair (BAR)Bureau of Automotive Repair (BAR)A Case Study A Case Study

How BAR got StartedHow BAR got Started

We completed discovery on the current ITIL implementationWe created the “As Is” Process Fact SheetsWe created a visionWe created clear goals and mapped them to BAR Strategic Goals, DCA Strategic Goals, and the State CIO Strategic GoalsWe identified our Services and the Customers who use themWe created “To Be” Process Fact SheetsWe engaged our Executive and we began Change Leadership from within

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M1

M1 Make sure you tell the audience why you did this and what the benefit of these fact sheets was.Mark, 9/16/2008


Bureau of Automotive Repair (BAR) Bureau of Automotive Repair (BAR) A Case Study A Case Study

Making it happenMaking it happen

We obtained executive sponsorshipWe created a plan and prioritized available quick wins earlyWe created measurable / achievable increments across each of the ITIL processesWe then broke down each of the processes into unique areas of improvement such as:

Management IntentProcess CapabilityInternal IntegrationQualityMetrics and Reporting (Management Information)IT Responsiveness

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Bureau of Automotive Repair (BAR) Bureau of Automotive Repair (BAR) A Case Study A Case Study

Making it happen Making it happen –– Cont.Cont.

We listened to our customers and our team members We identified and trained our key peopleWe collaborated with our key IT PartnersWe defined metrics that made sense and were not a burden to produce We produced and distributed regular reports on our progress

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Bureau of Automotive RepairBureau of Automotive RepairITSM ProjectITSM Project

How did we do it? How did we do it?

How did we do?How did we do?

54

© The Ballard Group, Inc. 55

BAR Service Desk BAR Service Desk Where the ITSM Project StartedWhere the ITSM Project Started

The Service Desk is one point of contact (POC) for end‐users of the BAR Smog Check program who need help. The Service Desk is the single point of contact (SPOC) for the services provided by the Business Operations Unit (BOU) that

have issues and/or problems.

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Service Desk Results

Maximum Attainable ScoreBAR Score

Improvements we set out to achieve

Have the BAR Service Desk recognized as the SPOC for all BAR Service Requests and Incidents.Agree on the functions that the Service Desk provides BAR.Provide a complete loop on opening and closing of a Service Request/Incident to the customer.Provide a Service Request/Incident tracking reference to the customer.Follow up to make sure the Service Request/Incident is closed with the customer.Provide progress updates on a Service Request/Incident to the customer.Define Service Levels for the Service Desk.Define measurable indicators that can be used to assess capability, performance, maturity and volume of the service desk.Commence some customer satisfaction survey’s.

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BAR Service Desk BAR Service Desk ITSM Project AchievementsITSM Project Achievements

Improvements we Achieved

The BAR Service Desk is recognized as the SPOC for our customers and is now handling PC Technology Support for all of BAR’s staff.Functions, activities, processes, and staff skills have all been improved.Provides a complete loop on opening and closing of a Service Request / Incident to the customer.Provides a Service Request / Incident tracking reference to the customer.Follows up to make sure the Service Request / Incident is closed with the customer.Provides progress updates on a Service Request/Incident to the customer.Defined OLA’s for the Service Desk.Monthly metrics are now reported.Commence some customer satisfaction survey’s.

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Service Desk Results


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Service Desk Service Desk –– Achievements ContinuedAchievements Continued……

Incorporation of Service Request processImprovements in:

Process capability (the Service Desk processes have been updated)Internal integration with Incident, Problem, Change, and ReleaseHDI Tracker modifications made to support more efficient processing of service desk ticketsIncreased Quality Control (selection of service desk tickets arereviewed for correctness by management and customer surveys)Increased levels of Management Information are being provided on a monthly basisIncreased focus on Customer

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Goals for Incident ManagementGoals for Incident Management

Providing workarounds, and restoring service in a timely manner.

Partnering with other management processes to ensure resolutions are documented.

Quality review of logged calls.

Perform research to resolve problems without escalation.

A commitment to quality, and to seek continuous improvement.

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Incident Management Incident Management –– Where we startedWhere we started……

Improvements we set out to achieveIntroduce SLA’s and relevant metric recording.Enhance the procedures and guidelines for classification, prioritization, and impact for incidents.Provide the customer with progress updates on incidents where appropriate.Implement a Continuous Service Improvement Process (CSIP) model .Incident management to be the central control for major incidents for Smog Operations.Provide further education to incident management staff.Promote internal integration with problem and change management.

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Incident Management Results

Maximum Score AttainableBAR Score

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Incident Management Incident Management –– AchievementsAchievements……

We exceeded our expectationsBAR worked as a team to integrate problem and incident

The team remained focused on the goals

How did we do?

We are introducing OLA’s.Provided the customer with progress updates on incidents where appropriate.Incident management is the central control for major incidents for BOU.All staff have been formally trained in ITIL.Internal integration with problem and change management.We have completed out processes with interlocks to Service Desk, Problem, Change, and Release.We have started our procedures and guidelines.We have started our prioritization and impact policies for incidents.

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Incident Management Results

Maximum Score AttainableBAR Score

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Incident Management Incident Management –– Achievements continuedAchievements continued……

Metrics recorded in conjunction with the Service Desk metricsFormal escalation of incidents to problem management groupsMajority of incidents are resolved by the Service Desk and Problem Management teamImprovements in:

Process capability (the incident processes have been updated)Internal integration with Service Desk, Problem, Change, and ReleaseHelp Desk tool modifications made to support more efficient processing of incidentsIncreased Quality Control (selection of incidents are reviewed for correctness)Increased levels of Management Information are being provided on a monthly basisIncreased focus on Customer

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Problem Management Problem Management –– Where we startedWhere we started……

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“The goal of Problem Management is to minimize the adverse impact of Incidents and Problems on the Smog Check program, and to prevent recurrence

of Incidents related to these errors.”


Clearly define the benefits of problem management and disseminate to BAR.Allocate sufficient resources to the problem management function and role.Strategically identify goals and objectives of problem management and how it can be measured.Improve the supporting procedures of problem management.Create a single repository of recording all problems (recommend this is performed by the Service Desk).Move to a proactive problem management process.Enhance the procedures and guidelines for classification, prioritization of problems.

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Problem Management Results



Problem Management Problem Management –– AchievementsAchievementsIdentified and began recording all areas where problems are initiatedAdded more resources to support problem managementWorking with Service Desk and Incident Management closelyBegin Proactive Problem ManagementIntroduce Work Arounds and Problem Management forms

How did we do?

Clearly defined the benefits of problem management.Strategically identified goals and objectives of problem management and how it can be measured.Improved the supporting procedures of problem management.Created a single repository of recording all problems.Enhance the procedures and guidelines for classification, prioritization of problems.

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Problem Management Results


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Problem MProblem Management anagement ––Achievements continuedAchievements continued……

Metrics recorded in conjunction with the Incident metricsFormal escalation point for incidents Identified all Problem Management groups and integrated them into HDIImprovements in:

Process capability (the Problem Management processes have been updated)Internal integration with Service Desk and Incident HDI Tracker modifications made to support more efficient processing of problemsIncreased levels of Management Information are being provided on a monthly basisLeveraging and formalizing our focus on Customer activities

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Change Management Change Management –– Where we started...Where we started...

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GoalsReducing or eliminating disruptions to business services resulting from change.Effectively and efficiently delivering IT changes to meet the needs of BAR’s business and services.


Agree on the scope of change management.Improve the process for voting and approving changes.Improve the supporting procedures of urgent change management and procedures for dispensation of the process in times of critical interruption of BAR services.Review and improve the standards an quality criteria for raising and registering changes.All BAR changes to be initiated through the agreed change management channels (CAB).Provide management information on the success, failure, backup, and slippage for changes.

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Change Management Results



Change Management Change Management –– AchievementsAchievements

Created a Change Advisory BoardEducated our BPOC’s on the processWorked with Service Desk and Incident Management closelyCreated an Executive Change Steering CommitteeSignificantly reduced administration and cost of CAB meetings

How did we do?

We have clear scope for Change Management.We are involving TSB through the complete Change process.Completed the supporting procedures of urgent change management and procedures for dispensation of the process in times of critical interruption of BAR services.Created standards, quality criteria, and policy for raising and registering changes.All BAR changes are initiated through the CAB.Provide management information on the success, failure, backup, and slippage for changes.

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Change Management Results


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Change Management Change Management –– Achievements continuedAchievements continued……

Monthly Metrics recordedIntegration with Quality AssuranceInterlock with Release Management processTraining materials for BPOC’sCompleted Process Fact SheetsImprovements in:

Process capability (the Change Management processes have been updated)More accurate management information provided on a monthly basisIntegration into Problem and Incident Management Leveraging and formalizing our focus on Customer activities withRelease Management processes

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Release Management Release Management –– Where we startedWhere we started……

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• “The goal of Release Management is to ensure that all technical and non‐technical aspects of a release are dealt with in a coordinated approach.”


Review the complete release process and realign with BAR goals and objectives for release management.Agree the release policy with BAR internal customers.Implement and integrate release with configuration management.Clearly define the benefits of release management and disseminate to BAR.Agree on the scope of release management (who should use it, when should it be used and why is it important).Create formal procedures for defining, designing, building, and deploying releases.Provide explicit guidelines on how release configurations are managed.Produce a release calendar.Enhance the procedures and guidelines for classification, prioritization of problems.

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Release Management Results



Release Management Release Management ‐‐ AchievementsAchievementsWe now have a Release ManagerEducated our BPOC’s on the process

How did we do?

Created the release process and aligned with BAR goals and objectives for release management.Created a release policy with BAR internal customers.Clearly defined (PFS) the benefits of release management and disseminate to BAR.Documented the scope of release management (who should use it, when should it be used and why is it important).Created formal procedures for defining, designing, building, and deploying releases.Provided explicit guidelines on how releases are managed.

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Release Management Results


Formal Release Calendar createdRelease Checklist created

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Release Management Release Management –– Achievements continuedAchievements continued……

Monthly Metrics recordedIntegration with Quality Assurance Interlock with Change Management processCompleted Process Fact SheetsImprovements in:

Process capability (there was no formal Release process documented and now we have an integrated Change and Release process)Supporting checklists and tools to help in the management and publication of all changes for a releaseFormal Quality Control checkpoints in the processFormal management information reports

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Configuration ManagementConfiguration Management

BAR did not address this process in the last improvement cycle due to the lack of resources.

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Special Thanks to BARSpecial Thanks to BAR

Executive Management – Debbie Balaam/Patrick DoraisBOU Supervisor/Leader – Joe PedrosaThe team:

Service Desk/Incident Management: Paul GrahamProblem Management: Mike PeronaChange Management: Brett Scott & Chris EdwardsRelease Management: Yolanda Placencia

Our customers

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Questions & AnswersQuestions & Answers

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Contact InformationContact Information

Athol SmithCo‐CEOThe Ballard Group, [email protected]: (916) 921‐9930Mobile: (916) 230‐2756

Brett I. ScottBusiness Operations UnitBureau of Automative [email protected]: (916) 255‐4389Mobile: (916) 825‐7614

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