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Service Management Improvement Service Management Improvement Program (SMIP)Program (SMIP)
Process Improvement in ITSBProcess Improvement in ITSB
Canadian Public Sector Quality AssociationCanadian Public Sector Quality Association10 May 200710 May 2007
2
• SMIP Vision & History
• Organizing to Deliver ITSM
• Phase 1 Situation Report
• Phase 2 “Go-Forward” Plans:
– ITSM Process Optimization
– Technology / IT Optimization
• Measuring the Improvement
• Conclusions / Open Discussion
Agenda:Agenda:
3
Our Vision for Our Vision for TransformationTransformation
4
Context: Context: Our Vision for TransformationOur Vision for Transformation• SMIP is driving the transformation to a GC-wide IT Shared Services
Organization (IT-SSO) … based on the principles of Operational Excellence, Optimization, Virtualization, etc. An ITSM “miracle” should not be expected “overnight”.
• Transformation to repeatable / scaleable “factory-like” production & delivery will take time (e.g. moving from hand-built / one-off production to high quality, mass-production). Persistence is critical: SMIP is a multi-year transformation & Management of Change (MoC) program!
• The IT-SSO, like the auto industry, is be driven by: optimal service cost (“right price”), shorter design cycles; faster move to production; quicker unit production; ever increasing quality demands, etc.
5
• ITSM Initiatives need to be well defined, communicated and understood by all.• Our ITSM vision needs to be translated into operational objectives which are
measurable & considered important at the “Coal Face” - otherwise they are not!• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”)
and rapidly (“boil the ocean”?).
Is There a Clear Vision / Mission? Who Understands the Vision?
Source: Renaissance/CFO Magazine Survey
Vision Vision …… Understanding at the Understanding at the ““Coal FaceCoal Face”” is Criticalis Critical
6
Technology
People
Processes
People are the key to People are the key to our successour success
Initiatives must be aimed at Changing the Way People Work … from the many old ways … to the “new” way; & helping staff understand/cope with the changes (i.e. right-pacing).
““YouYou”” are the key to our success!are the key to our success!
Making the Transformation WorkMaking the Transformation Work…… Balancing People, Processes & TechnologyBalancing People, Processes & Technology
7
Spring 2007: We are here!
Most “tangible benefits”(ROI) are hard to touch – until MOST is done .. has our full team got the critical understanding & patience???
Good News Good News …… Persistence & Patience are Paying OffPersistence & Patience are Paying OffWe are Getting TractionWe are Getting Traction
Trough of Disillusionment
The Path to Transformation is Known & Predictable
Fall 2006 Situation
8
History:History:
How We Got HereHow We Got Here
8
9
What is SMIP?What is SMIP?
9
ITSB’s Service Management Improvement Program (SMIP):
• Implements a Service Management framework for the provision of high quality IT products / services to clients, from initial contact through service delivery & ongoing support.
• Embodies IT Service Management (ITSM) “best practices” of industry & government worldwide.
• Introduces & institutionalizes repeatable, “industrial strength”, scalable and measurable Service Management processes/tools to position the future ITSSO to deliver Shared IT Services GC Enterprise-wide.
A Comprehensive A Comprehensive Approach to ITSM is Approach to ITSM is Critical to Achieve Critical to Achieve
Full Benefits for the Full Benefits for the BusinessBusiness
10
Recall: Key Thrusts for Sustainable SMIRecall: Key Thrusts for Sustainable SMI
• Collaboration: Leverage the knowledge / experience ofother public / private sector organizations and solicit their input / views on our approach to Service Management Improvement.
• Consultation: Engage top Industry experts to acquire their expertise & advice on best strategies for:
– Implementation of ITIL / ITSM in the GC context (including ISO 20000 certification);
– IT Infrastructure Mgmt & Optimization / Evolution.
• Transformation: Focus on shifting our culture to continuous improvement, through comprehensive staff / stakeholder communications, training & support.
• Credibility: Build confidence in the minds of our staff, OGD partners & suppliers through Quick Wins, tangible Pragmatic Projects & early results.
11
SMIP Approach: SMIP Approach: Integrated Service Mgmt Model (SMM)Integrated Service Mgmt Model (SMM)
Service Management “Processes” Span all ITSB Business Functions
Security
Tact
ics
Ope
ratio
nsSt
rate
gy
Supp
liers
Strategic Processes
A/C Management Design and Development Service Planning
Operational Processes
IT Services
RelationshipManagement
Service LevelManagement
ServiceBuild & Test
ServiceDesign
IT Service Continuity andAvailability Management
FinancialMgt.
CapacityMgt.
IncidentManagement
(Service Desk)Problem
Management
ConfigurationManagement
ICT Production
ReleaseManagement
Commercial Policy Personnel & Organization Architectures Finance
RfC Dat
aB
CP
RfC
ChangeManagement
Note: there are a few other processes / frameworks outside of ITSM (e.g. SDLC, EAP, etc).
12
SMIP Approach: SMIP Approach: Integrated Service Mgmt ModelIntegrated Service Mgmt Model
SM “Disciplines” Span all ITSB / ITSSO Functions (end-to-end)
Note: on Dec 4 2005 the ISO 20000 standard was issued, replacing BS 15000.
13
SMIP Approach SMIP Approach –– 20052005
Phase I12 – 18 Months
Full (Complete) Implementation SDs• Incident Mgmt• Change Mgmt• Configuration Mgmt• Service Level Mgmt• IT Financial Mgmt• Security Mgmt• ICT Infrastructure Mgmt
Partial Implementation SDs• Problem Mgmt• Release Mgmt• Capacity Mgmt• Availability Mgmt• IT Svc Cont Mgmt• Svc Desk Function
Phase II18 - 32 Months
Aligned
Implementation of most Phase
1 SDs
Process Development
in Full
Phase III32+ Months
Optimized(Enterprise)
Continuous Improvement
Implementation of Phase 2 SDs; then
Continuous Improvement
More Efficient; Common Language & Info
Optimized: Effective, Efficient & Agile Service DeliveryValue Robust, Repeatable,
Scaleable, Adaptable
Defined
Process Development
Process Development in support of Full Implementation
SDs
Phasing
14
SMIP Approach SMIP Approach -- OverviewOverview
Release
Change
Configuration
Management of Infrastructure
Changes
Problem
Service Desk
Incident
Management of Failures and
Service Requests
IT Financial
Availability
SLM
Management of Client Relations
And Service Requests
ITSM Focus Areas – Aligning with Business Functions
IT ServiceContinuity
Capacity
Stability of the Infrastructure
Security
ICTIM - TechInfrast Mgmt(Processes,
Tools)
SD Owner who will lead Focus Area
Management of Integrated IT Services
OverallITSM
Process
Supplier &Procurement
Mgmt
Client &Business
RelationshipMgmt * SM&D Strategy Executive
is the overall ITSM Process Owner for ITSB
*
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WG Coordinators
SMIP Approach SMIP Approach –– Team StructureTeam StructureFA 1: Mgmt of Failures
& Service RequestsFA 2: Mgmt of IT
Infrastructure ChangesFA 3: Mgmt of IT
Infrastructure StabilityFA 4: Mgmt of Service
Level Objectives
Problem Mgmt
Service Desk
ReleaseMgmt
Change Mgmt
IT SCM
Capacity Mgmt
Availability Mgmt
IT FinancialMgmt
Incident Mgmt Config Mgmt Security
MgmtService
Level Mgmt
FA 4 Process
Specialist
Process Support & Coordination
ITSM Support
FA 2 Process
Specialist
FA 3 Process
Specialist
FA 1 Process
Specialist
ITSM SD Integration
IQTT / WaveLiaison
Document Mgmt
QA / QC Manager
ITSMSimulation
Process Modelers
Regional Interfaces
Quick Win Initiatives Control
ITSM Strategic
DeliverableCoordinator
Pragmatic Projects Liaison
ITSM / OptStrategic Advisors
ITSM ProjectTeam Leader
16
SMIP Approach SMIP Approach -- GovernanceGovernance
WGs include members from OGDs & ITSB /
PWGSC
SM ProgramDelivery Committee
ITSB TEC
Svc LevelMgmt WG
Quick Wins & Full Implementation Partial Implementation
Integration WG
ITSB Service Management Governance
IncidentMgmt WG
ChangeMgmt WG
ConfigMgmt WG
FinancialMgmt WG
SecurityMgmt WG
Service Desk WG
CapacityMgmt WG
ContinuityMgmt WG
ReleaseMgmt WG
ProblemMgmt WG
AvailabilityMgmt WG
Role of ITSB TEC:– Direction (Steering)– Approvals (Priorities, Funding)– Advice
Role of PDC:– Delivery / Progress Mgmt– Decisions (Arbitration)– Advice / Guidance to SD WGs– Linkage to CIOB for GC SM
strategies / policies
Role of SD WGs:– Delivery in its SD (data structures,
technologies, processes)– Advice to PDC
Chair: DG, STIMembers: CEO, COO, DGs; SMIP Program
Director attends for SMIP UpdatesSecretariat: Transition PMO
Chair: SMIP Program DirectorMembers: SD Owners, select technicalexperts, SM&D / ITSB architecture reps,senior Product Mgmt reps / advisorsSecretariat: SMIP PMO
PDC turning ITSB TEC Vision to reality
Involves more than 200 staff from different part of ITSB NCA/Regions and OGDs All WGs will meet together on a regular basis to share ideas,
harmonize efforts, and entrench an SM culture
17
SMIP Approach SMIP Approach -- 20052005
SMIP Launch
Set-up:• SMI PMO, PCO• Funding & Approval• Framework for: Program & Project Mgt, Perf Mgt, SMIP Reporting / Review Mechanisms, Procurement• SMIP Governance• Establish MoC Project
ITSM Project• ITSM Launch - set-up framework, owner, WG for all Service Disciplines (SDs)• “Full Implementation” SDs -SLM, Change, Configuration *, Incident, Financial Mgt & Security Mgt• “Partial Implementation” SDs - Problem, Release, Avail, Cap & Bus Cont Mgt, plus Service Desk Function
Urgent TISO SMIP“Positioning”Adjustments
Initi
atin
gTr
ansf
orm
atio
n
Communication
Education
Adjust (examples):• TISO Governance, Org/Roles & Accountabilities• TISO Business Intake Process• Client Relationship Model•“As is” TISO P&S Catalogue Update• TISO Financial Mgt (for SLAs) / Contract Mgt
Performance & Risk Mgt
Key
Com
pone
nts
of M
oC
Completed
Completed
(Implementation Underway)
(Phase I Target = Jan 07)
* includes Asset Management
18
SMIP Approach SMIP Approach –– 2006/07: Shifting the Focus2006/07: Shifting the Focus ……
EDUCATION
EDUCATION
COMMUNICATION
COMMUNICATION
Program Management OfficeProgram Management Office
Quick Win Initiatives A
vaila
bilit
y
StrategicDeliverables
Quick Win Initiatives IT
Fin
anci
al
StrategicDeliverables
Quick Win Initiatives
SLMStrategic
Deliverables
Quick Win Initiatives
ITSC
MStrategicDeliverables
Quick Win Initiatives
Cap
acityStrategic
Deliverables
Quick Win Initiatives
Secu
rityStrategic
Deliverables
Quick Win Initiatives
Rel
easeStrategic
Deliverables
Quick Win Initiatives
Cha
ngeStrategic
Deliverables
Quick Win Initiatives C
onfig
urat
ion
StrategicDeliverables
ITSM Service DisciplinesITSM Service Disciplines (Process Optimization)
ITSM Project TeamITSM Project Team
Advice, Guidance, Review, Validation, Support, Integration
(e.g. Unified Console, Interim CMDB, Interim Asset Management, Integrated Service Desk, Interim BI Processes/Systems and Catalogue)
Quick Win Initiatives
Prob
lemStrategic
Deliverables
Quick Win Initiatives Se
rvic
e D
esk
StrategicDeliverables
Quick Win Initiatives
Inci
dentStrategic
Deliverables
Pragmatic / Technology Optimization Project TeamsPragmatic / Technology Optimization Project Teams
19
Organizing to Deliver Organizing to Deliver ITSMITSM
20
• Service Level Mgmt(Execution)
CEOCEO
COOCOO
PWGSC CIO
Functions
PWGSC CIO
Functions
ApplicationManagement
Services
ApplicationManagement
Services
GovernmentOf Canada
Marketplace
GovernmentOf Canada
Marketplace
BusinessPlanning &
Management
BusinessPlanning &
Management
EnterprisePartnership
Management
EnterprisePartnership
ManagementProduct
ManagementProduct
Management
ServiceManagement
& Delivery
NCA &Regions
ServiceManagement
& Delivery
NCA &Regions
ChiefTechnology
Officer
ChiefTechnology
Officer
ServiceQualification& Transfer
ServiceQualification& Transfer
MajorProjectsMajor
Projects
• IT Financial Mgmt
• Service Level Mgmt(Ownership)
• All Other Disciplines
• Security Mgmt
(Ownership)
- Develop and Manage - Svc Catalogue ** - SLA **- OLA
- Manage UC
- Stewardship of IT Finance - Budgeting **- IT Accounting (Cost model **)- Charging (includes pricing)
-Develop Security Policy ** -Ensure compliancy-Validation and Verification- Management reports
** : priority maturity requirements
Project Progress / Financial Oversight
Program Steering via TEC
CIOB Linkages:- IT Standards - CTO- SM Standards - SMIP
Organizational Optimization to Deliver ITSM ... in Organizational Optimization to Deliver ITSM ... in ITSBITSB““SMIP UnpluggedSMIP Unplugged””
21
• Configuration Mgmt • Security Mgmt (Management)
Delivery Executives
InfrastructureServices
Business Integration Mgmt
End UserServices Mgmt
Server SystemsManagement
AssetManagement
SecurityOperations Mgmt
Transition & Project Mgmt
DistributedComputing Svs
NetworkingServices
Enablement Services & Day-to-
Day Operations
Competency Centre Leads
Competency CentresExecutive
• Capacity Mgmt (all DEs)
AvailabilityManagement
Network Mgmt
• Problem Mgmt• Availability Mgmt• ITSCM
• Service Desk• Incident Mgmt
Service Management & Delivery (SM&D)Strategy Executive
Service Management & Delivery (SM&D)Strategy Executive
-Information protection-Threat monitoring- Intrusion detection-Vulnerability assessments - Identity and access-Investigations
• Change Mgmt
• SMIP Oversight + PMO• ITSM Process Owner
Organizing to Deliver Service Management Organizing to Deliver Service Management …… in in SM&DSM&DAligning Delivery into Competency CentresAligning Delivery into Competency Centres
• Release Mgmt
22
Organizing to Deliver Service Management Organizing to Deliver Service Management ……Optimizing Optimizing ““Enterprise InterlocksEnterprise Interlocks””
Cha
nge
Man
agem
ent
Bus
ines
s
Impa
ct A
sses
sors
Tech
nica
l Ass
esso
rsB
usin
ess
Ass
esso
rsFi
nanc
ial A
sses
sors
TIA
BIA
FIA
SE1
GS1
5.04.05.01Gather
TechnicalInformation
5.04.05.02GatherInitiator
Information
5.04.05.03Gather
FinancialInformation
5.04.05.07Review
TIA
GJ1 XE1
GD2
TIA Completed
Incomplete
5.04.05.05Produce BusinessImpact
Assessment
5.04.05.08Review
BIA
GD4
BIA Completed
Incomplete
5.04.05.06Produce Financial Impact
Assessment
5.04.05.09Review
FIA
GD6
FIA Completed
Incomplete
EmergencyIA
Financial Assessors determinefinancial impact includingcapital and cost of resources
Technical Assessors determine impact on the IT infrastructure and participate in resource assessment
Business Assessors determineimpact on the client's operations
Emergency Assessors perform anabbreviated Business, Financial (capital& resource) and Technical Assessments
GD1
Done
GD3
Done
GD5
Done
More Info Req'd
More Info Req'd
More Info Req'd
OR
CMDBInfo
CMDBInfo
CMDBInfo
Resource &FinancialInformation
InitiatorFeedback
ConsultSLM, etc.
5.04.05.04Produce Technical
Impact Assessment
5.04.05 – Perform Impact Assessments
Cha
nge
Mgm
t.
An Organization provides to the Process Owner the resourcesrequired for executing activities within their process.
CEO
Administrative Assistant
CTOCOOService
Management & Delivery
Application Mgmt. Services
Business Planning & Mgmt. Services
Government of Canada
Marketplace
PWGSC CIO Functions
Enterprise Partnership Mgmt. Major Projects Product Mgmt.
Service Qualification &
Transfer
Service Level Mgmt.
Competency Centre Leads Delivery Executives
People Process
Technology
IT ServiceManagement
A Process Owner is Accountable for the overall quality and executionof their Process to meet stated Business Objectives of an Organization.
Shared Services Organization
23
Established Established ““Guiding PrinciplesGuiding Principles”” to Navigate the Changeto Navigate the Change:
• Leverage GC/TBS & PWGSC Management of Change (MoC) Frameworks & Tools
• Utilize Industry / proven “best practices” – validate our MoC Strategies with Industry / MoC experts
• Share our MoC Strategies & Action Plans with everyone:– Remain receptive to suggestions for improvement
• Communicate (& listen) continuously:– Pass messages (on why, what, and how) from level to level, with
responsibility shared / assumed by all
• Engage our managers as our primary “Change Leaders”• Refine / adjust our “Navigating Change” Strategy & direction as we
go .. Change is a journey !!
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the ChangePeople & Managing the Change
24
Implemented Mechanisms/Events for Engagement of StaffImplemented Mechanisms/Events for Engagement of Staff::
• Established a Navigating Change National Network (NCNN)– Staff engagement/communication & bottom-up advice to Management
• Set Up a Navigating Change Website & Email Box (monitored daily) • Monthly DG Café Sessions & DG Confidential Email Box• Semi-Annual All Staff Meetings – Quarterly Extended Mgmt Meetings • Lunch & Learns – on MoC techniques, SMIP Projects & “Quick Wins”• Navigating Change “Toolbox” for use by MoC leaders / staff• Lending Library of MoC & Navigating Change Info / Tools• Executing scheduled Navigating Change Health Checks / Surveys• Leadership / Change training for Directors, Managers &
Supervisors - to help them fulfill their change leader roles• MoC KPIs & Monitoring Framework
– “measurable, meaningful & real” KPIs, i.e. Staff Satisfaction, Staff Retention/Growth, Training Investment/Results, Success Recognition & others to be identified, based on the advice of NCNN
• Incorporating Navigating Change / MoC goals in Managers’ Performance Agreements
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)
25
Other Ongoing MoC Activities:• Provide continuous engagement initiatives / collateral, including:
– SMIP Engagement bulletins, briefings and presentation materials– Frequently Asked Questions (FAQs), Program Overview sheets– Communiqués on accomplishments, activity/strategy changes or issues
relevant to SMIP
• SMIP Monthly Accomplishments Reports which provide regular summary / progress report of SMIP accomplishments and outcomes
• Maintain staff awareness of SMIP initiatives via “Engagement Events”, including SMIP Outreaches (Regional, NCA), All Staff meetings, Lunch and Learns, 101-Education Sessions, etc.
• Continue promoting updates to the SMIP website• Service Discipline Artifacts: Provide a toolkit / knowledge base for all
SMIP artifacts (processes, templates, lessons learned, tools and best practice experiences)
• Execute Regional Action Plans resulting from SMIP 06/07 Outreaches
Organizing to Deliver Service Management Organizing to Deliver Service Management ……People & Managing the Change People & Managing the Change (Cont(Cont’’d)d)
26
Situation Report:Situation Report:
SMIP Phase 1SMIP Phase 1
27
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……AccomplishmentsAccomplishments
INTEGRATIONINTEGRATION
Jul 05
Jun 05 Aug 05
Sep 05
Nov 05
Jan 06
Feb 06
Mar 06
Apr 06
May 06
Summer 06
Jul 06
Program Launch
Activities
SMIP Team “Boot Camp”
Training “Check Point”Binders
Published
Extensive ITIL
Foundation Training
Start of Phase 1
(SDO Kit)SMIP Team
Process Training SD Pilot Planning
Completed
SD Technical Requirements
Identified
SD Training Requirements
Identified
Initiate SD Simulation
End of Phase 1
“Quick-Wins”Implementation
Starts
SQT / Wave 1 SMIP Master Project & PCO
in place
Wave 1 Engagement Begins – Projects & SD Collaborations
SD Communication Requirements
Identified
Dec 05
List of next “Quick Win”
improvements
Mar 07
Begin distributionof SD Ownership
Across ITSB
PRAGMATIC PROJECTSPRAGMATIC PROJECTS
Fall 06
WIO Creation
Completed
Completed
Mar 30 / 0
7
Mar 30 / 0
7
28
Phase I12 – 18 Months
Full (Complete) Implementation SDs• Incident Mgmt• Change Mgmt• Configuration Mgmt• Service Level Mgmt• IT Financial Mgmt• Security Mgmt• ICT Infrastructure Mgmt
Partial Implementation SDs• Problem Mgmt• Release Mgmt• Capacity Mgmt• Availability Mgmt• IT Svc Cont Mgmt• Svc Desk Function
Phase II18 - 32 Months
Aligned
Implementation of most Phase
1 SDs
Process Development
in Full
Phase III32+ Months
Optimized(Enterprise)
Continuous Improvement
Implementation of Phase 2 SDs; then
Continuous Improvement
More Efficient; Common Language & Info
Optimized: Effective, Efficient & Agile Service DeliveryValue Robust, Repeatable,
Scaleable, Adaptable
Phasing
(March ’07 status shown)
Defined
Process Development
Process Development in support of Full Implementation
SDs
Completed
Completed
30 MAR
30 MAR’’0707
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Accomplishments Accomplishments (Cont(Cont’’d)d)
29
Security
Tact
ics
Ope
ratio
nsSt
rate
gy
Supp
liers
Strategic Processes
A/C Management Design and Development Service Planning
Operational Processes
IT Services
RelationshipManagement
Service LevelManagement
ServiceBuild & Test
ServiceDesign
IT Service Continuity andAvailability Management
FinancialMgt.
CapacityMgt.
IncidentManagement
(Service Desk)Problem
Management
ConfigurationManagement
ICT Production
ReleaseManagement
Commercial Policy Personnel & Organization Architectures Finance
RfC Dat
aB
CP
RfC
ChangeManagement
Full Implementation SD
Partial Implementation SD
Specific Initiative
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Accomplishments Accomplishments (Cont(Cont’’d)d)
30
IT-SSO Organization Model
PW GSCCIO
Functions
Project Delivery Office
ChiefTechnology
Officer
ServiceTransform ation
Initiative
Technology Transition
PW GSC Deputy M inister
PW GSC M inister
Business Planning &
Managem entServices
CEOCOO
Governm entof Canada
Marketplace
ProductManagem ent
Products
PRODUCTS
LifecycleManagem ent
ProductManagem ent
Products
PRODUCTS
LifecycleManagem ent
PRODUCTS
LifecycleManagem ent
ServiceManagem ent
& Delivery
Delivery
DELIVERY
OperationalExcellence
ServiceManagem ent
& Delivery
Delivery
DELIVERY
OperationalExcellence
DELIVERY
OperationalExcellence
EnterprisePartnership
Managem ent
Stakeholders
Needsand Care
CLIENTS
EnterprisePartnership
Managem ent
Stakeholders
Needsand Care
CLIENTS
Needsand Care
CLIENTS
PW GSCApplication
M anagem entServices
Enterprise Technology
Technology
Organization Model
Business Management Model
(BMM)
Service Management Model
(SMM)
IT S
har
e d S
ervi
ces
Client Department &
AgenciesClient
Department & AgenciesClient
Department & AgenciesClient
Department & Agencies
Client
Relationsh
ip
Mgmt Model
/ SDI
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our ITRelating to Our IT--SSO Business ModelSSO Business Model
31
SRD
Service Specification
Document (SSD & Cost) Solution & Cost (SSD)
Signed Agreement
(SLA) Allocate $$
DEs
SR (with completed SRD)
DEs
CCs
DEs
Signed Agreement & $
ServiceRequests
Solution
Agreement
Product Manger Weekly List/Report of Priorities
Review Priorities(Info only; but DEs can requestclarification or to stop work)Option: Discuss at Weekly DE Meeting
ConsultedCCs
1 1
2
Inform
Design Solution and CostIssue SSD (May consult CRM/PM for clarification)Future: Develop SM&D section of the ITSB Exit Plan
BIM
1
Start
Start
Stop
1
2
2
BIM
Enter Project(s) in PCS (all)Assume Leadership for implementation
(via Service Delivery Manager - SDM & Technical Coordinator - TC)
Work with CCs to Implement Solution (May include TPM for large projects)
Coordinate Post-Implementation Review (PIR)Execute formal Sign-off of Implementation
Implement
2
Stop
Plan
Implem
ent
Workload Integration Office SM&D
Define ScopeValidate SRD (e.g. Catalogue)Future: Review / Update RFC
Set PriceDraft SLAFuture: Develop ITSB Exit Plan
CRM
WIO
1
New: Notice sent to WIO via BITS; WIO then assigns to appropriate Solution Design GroupValidate (Verify that it is SR Work)Review for completeness (against Checklist)Prioritize
WIO
1
Review
WIO
2
Review & Validate Agreement& Availability of Funds
WIO
2
CRM Sign-off Template
Notification to execute and support
Notification to Begin (SDM)
Future:Close RFC
Create ARTS RFC Code
Create ARTS SLA Code
RFC
Future: RFC
1
WIO
Reject
Stop
1
To Client for Sign-off
Back from Client
Triage
To CRM for Client signature
To Product Manager (Scoping Issues) / CRM (Requirements Definition Issues)
for Revision
Obtain Client Sign-Off / Acceptance
CRM
Client Signed-off
CCs
3 S
upport
Sign-off Template (signed)
Notify BPMS Sector to Create Financial Structure
+ Release Funding
No
Yes
Funds committed?
SLA
PAUSED;Notify CRM
Legend:SR - Service Request ; sub-components:
SRD - Service Requirement DocumentSSD - Service Specification Document
BITS - Business Intake Tracking System (formally known as BPMS)
PCS - Project Control SystemRFC - Request for Change
CC Execution
Notification (Stop Clock)
GOAL: WIO Transition to TPM by July 1st, 2007
CRM
BIRB (optional)
Create SRDFuture: Raise RFC
SM&D / WIO Rules:No Solution Development without proper
Service requirements definition via SRDLarge Scale Solution Designs will require
up front funds (credited in the SLA)No Implementation without a signed
agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are
recorded in PCSNo operation/execution (support) without
Client Sign-off / Acceptance
Amendments and Renewals (A&R)Simple Service Requests not requiring SM&D analysis/assistance wil l be reviewed by WIO to confirm CapacityOther A&R Service Requests will follow this process, recognizing the need for quick turnaround
A
B
C
D
E
F
Product Manger
DATEREVISIONVERSION1 0 JAN 29 '07
DRAWN BY
TITLE
Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)
Service Management Strategy Executive
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & TodayRelating to Our SMM & Today’’s Service Requestss Service Requests
32
EPM
PMS
SRD
Service Specification Document (SSD & Cost)
Signed Agreement
(SLA)
Agreement
Plan
Implem
ent
SM&DDefine ScopeValidate SRD (e.g. Catalogue)Future: Review / Update RFC
Set PriceCreate Draft SLAFuture: Develop ITSB Exit Plan for SLA
CRMSign-off Template
RFC
To Client forAcceptance & Sign-off
Review & Finalize SLAObtain ITSB & Client Signatures
CRM
Client Accepted/Signed-off
Support
Sign-off Template (signed)
Notify BPMS Sector to Create Financial Structure
+ Release Funding
SLA
Legend:SR - Service Request ; sub-components:
SRD - Service Requirement DocumentSSD - Service Specification Document
BITS - Business Intake Tracking System (formally known as BPMS)
PCS - Project Control SystemRFC - Request for Change
CRM
Create SRDFuture: Raise RFC
1
Serv ice Request
Client
SignedAgreement
Triage
BIRB
SRD
ProductManager
ProductManager
CRM
Client
CRM
Back from Client Signed SLA
Client
Sign-off Template
Solution
Support
SM&D Rules:No Solution Development without proper
Service requirements definition via SRDLarge Scale Solution Designs will require upfront funds (credited in the SLA)No Implementation without a signed
agreement (e.g. SLA)No funds committed = No WorkAll Projects resulting from SRs are
recorded in PCSNo operation/execution (support) without
Client Sign-off / Acceptance
Future: RFCA
B
C
D
E
F
Clarify Requirements Definition Issues
BIRB?
No
Yes
Depending on BIRB's Business Rules
Clarify Scope RejectReturn or Reject
Return or Reject
Once SLA is created, minimal negotiation and reviews will occur across EPM, PMS and SM&D
DATEREVISIONVERSION
1 0 JAN 29 '07
DRAW N BY
TITLE
Service Requirements Management, Implementation and Support(Channel 1 - New Service Requests)
Service Management Strategy Executive
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Relating to Our SMM & Service Requests Relating to Our SMM & Service Requests (Cont(Cont’’d)d)
33
On-track - minor slippages only (Kudos!)Leadership for ITSM Service Disciplines completed in Phase 1(e.g. Change, Incident, Configuration, SLM, Service Desk, etc.) are now being transitioned to ITSB / SM&D organizations for “implementation”; governance / oversight of progress & alignment will be monitored by SMIP PMO throughout Phase 1 Implementation Phase & ongoing continuous improvement)
• Working closely with IT-SSO BMM teams / tracks to ensure best practices / end-to-end process models, tools & governance developed through SMIP are leveraged / put into practice across the future IT-SSO (incl. WIO Flows)
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress SummaryProgress Summary
33
34
• Established CAB / Change Advisory Board (Change Mgmt)• Created Emergency Change Process & CAB (Change Mgmt)• Developed FSC / Forward Schedule of Change (Change Mgmt)• Developed Preliminary Change Mgmt Policy (Change Mgmt)• Created RFC / Request for Change Form (Change Mgmt)• Created Formal Release Mgmt Policy (Release Mgmt) • Developed Preliminary Sign-off Procedures (Release Mgmt) • Piloting the Technical Overview Document (TOD) to SM&D (Release
Mgmt)• Developed Critical Incident Review (CIR) Process (Incident Mgmt)• Implemented Mgmt Escalation Policy & Process (Incident Mgmt)• Launched ITSB Service Desk Forum (Service Desk)• Created and implemented Daily Satisfaction Survey (IM/SD)• Developed and Initiated Service Excellence Program in collaboration
with MoC (IM/SD)• Developed and implemented an Incident Priority Matrix (IM/SD)
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick WinsQuick Wins
35
• Implemented a standard Service Level Requirement Template for “On Profile” services for Wave 1 POs (SLM)
• Implemented a standard SLA Template (SLM)• Integrated Secure Channel mgmt within SM&D (IT Financial Mgmt)• Automated JV Process (IT Financial Mgmt) • Developed Corporate Capacity Plan (Capacity Mgmt) • Service Disruption Review (SDR) (Availability Mgmt)• Reviewed Optimize Maintenance Windows and created Findings Report
(Availability Mgmt)• Completed MTTR Review and produced Findings Report (Availability
Mgmt)• Established mechanism to identify Mean Time To Repair components
(Availability Mgmt)
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick Wins Quick Wins (Cont(Cont’’d)d)
36
• Created Business Impact Analysis (BIA) Template (ITSCM)• Developed Criteria to identify Security-Related Incidents (Security
Mgmt)• Implemented an Interim Known Error DB Repository (Get-Answer)
& Creation of Known Error Record Template (Problem Mgmt)• Completed the Pilot of Proactive Problem Management within
SM&D; training sessions provided to employees (Problem Mgmt)
Quick Win identification and implementation will continue,in the name of Continuous Service Improvement
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Progress Summary Progress Summary –– Quick Wins Quick Wins (Cont(Cont’’d)d)
37
• Using our own people in senior / leadership roles, and recruiting from within the GC
• Getting our people ready for their new roles through education (451 ITIL Foundations, 125 Practitioners, 8 Masters)
• Taking SMIP caused culture “change” seriously – establishing our “Navigating Change” network / tools
• Running SMIP as a comprehensive program using strong project management disciplines
• Holding SMIP HQ / Regional Staff Workshops (great interactive exchange of information, team building exercise)
• Establishing mechanisms for integration (IWG, Focus Areas, WG Coordinators, etc.)
– Excellent collaboration between teams / workgroups
• Establishing comprehensive process modeling standards/methodology, common notation (BPMN) & toolset (iGrafx); providing related training “bootcamps” on iGrafx tools & BPMN notation for 12 all Work Groups, ITSM process specialists, etc.
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““HitsHits””
38
• Performed Process Cycle Time Simulation of 6 Service Disciplines(Incident, Change, Problem, Configuration, SLM, IT Financial Mgmt), & QA on all SD Process Models
• Established ourselves as industry leaders in Process Modelling /Simulation, and provided formal / informal briefings and expert advice to government departments & private sector groups
• Securing funding from the GC Treasury Board• Launching the SMIP Pragmatic Projects and Quick Wins • Improving the Service Management & Delivery organization along ITSM best practices (Concept of Org & Functional Org Mapping)
– Also, helping other sectors in ITSB align / improve (Product Mgmt, CTO)• Using formal Working Groups to lead in SD development
– Excellent / skilled workgroups, with strong team members– Good regional representation / participation
• Getting a head-start & progressing rapidly on some Phase 2 SDs (e.g. Problem Mgmt)
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““HitsHits”” (Cont(Cont’’d)d)
39
• Challenges inherent in communicating “everything to everyone”; an expected “miss” given the wide and varied audience, dynamic & challenging content and PWGSC corporate comms - mitigation: continuing aggressive Engagement Program
• Maintaining the momentum on educating our people and our new partners; our training Institute shut down leaving us without a vehicle - mitigation: establishing alternate sourcing arrangements
• “Landing” some SDs in ITSB (e.g. IT Financial Mgmt) - mitigation: increasing focused alignment efforts by ITSM Core Team on urgentpriorities, e.g. to IT-SSO Business Mgmt Model / Mgmt Framework (BMM / MF) efforts
• Limited focus on ITSM “automation” via ITSM tools; need to standardize / rationalize / integrate all ITSM tools - mitigation: proceeding rapidly towards ITSM Tool RFP in collaboration with Availability Mgmt CC & IT-SSO CTO
• SME availability due to other priorities / workload (e.g. “lights on”operational responsibilities) - mitigation: SMIP Program will continue to provide “backfill” funding where needed
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……““MissesMisses””
40
• Phase 1 Service Disciplines are moving into “implementation”– Go forward implementation framework defined (e.g. R&R, OLA Model,
Services to be provided by SMIP Team)• Achieved important progress in other Phase 1 and 2 SDs• Established ourselves as a leading / visionary ITSM program
– Recognition from across GC, other governments, and industry• Proved ourselves to Federal Government Treasury Board (TB), i.e. our successful funding submission
• Shown we are serious about improvements in tools / technology• Secured CEO approval for our IT Optimization Program• Leveraged our Phase 1 “hits” and learned from our “misses” as we started into Phase 2
• Reached agreement to tightly integrate BMM / MF efforts with SMIP process modeling efforts to ensure a comprehensive IT-SSO business model
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Summing Up Process Improvement WorkSumming Up Process Improvement Work
41
Q3 Q4 Q1 Q2ITSM Phase 1 Deliverables (Binders)
Phase 1 LL
QC Phase 1 ITSM Deliverables
ITSM Phase 1 QWs Implementation
Pre-Phase 2 Gap AnalysisPre-Phase 2 SWOT Analysis
Pre-Phase 2 Assessment
Phase 2 ITSM Project Plan
Reboot 2Activate SMIP artefact
RepositoryProvide Training on QWs
SMIP Electronic Binder
Implement SMIP Phase 1 outcomes for Wave PO transition
Develop ITSM FrameworkPrepare Phase 2 SD Project Plan
High-level Procedures for QWs
Identify Critical QWs forPhase 2
Document Work Instructions for QWs
Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes
Align with SM&D/ITSBFin Mgmt Practices, ITSB BMM
Phase 1 Development
Phase 1 Implementation
Phase 2 Preparation
SMIP / ITSM Phase 1 SMIP / ITSM Phase 1 ……Activity to CompleteActivity to Complete
42
Phase 2 GoPhase 2 Go--Forward Plan Forward Plan (Process & Technology Optimization)(Process & Technology Optimization)
43
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM Action PlanForward ITSM Action Plan
• Implement SMIP Phase 1 deliverables for Incident, Change, Configuration, Service Desk, and SLM through the transfer of responsibility to SD Owners via a signed agreement (e.g. SMIP Agreement/OLA) … “SMIP Unplugged”
• Fully develop Phase 2 Service Disciplines, and complete development of IT Financial & Security Management SDs
• Align / integrate Phase 2 Process Development outputs to accord with existing Phase 1 Processes
• Continue aligning SMIP SMM, BMM / MF, aimed at institutionalizing specific end-to-end processes across the IT-SSO (e.g. Service Request / RFC Handling, CAB roles, “Call to Cash”, etc.)
• Continue the implementation of previously identified (Phase 1) & new (Phase 2) Quick Wins & Pragmatic Projects
• Continue aligning / integrating with SMIP IT Optimization Program (e.g. ITSM process requirements to feed Tool strategies / requirements); support realization of projected savings / benefits as driven by process improvements
44
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM Action Plan Forward ITSM Action Plan (Cont(Cont’’d)d)
• Energize & re-focus Integration Working Group (IWG) across the IT-SSO
• Complete integrating the GC Secure Channel “Service Lifecycle Mgmt Framework” (SLMF) within SMIP Process Framework
• Continue development of processes and implementation of tools required for MITS (“Mgmt of IT Security”) policy compliancy
• Develop & issue ITSM Toolset RFI / RFP, aligned to SMIP processes, in collaboration with CTO; a critical success factor for SMIP’s plan to fully embed / automate ITSM
• Start planning for ISO 20000 certification (will be initially targeted for specific ITSM SDs, IT Shared Services, etc.)
• Issue SMIP Professional Services RFP (covering ITSM, Project Management, supporting technology, etc.) to manage rising per diem rates & skills shortages
45
Q4Q1 Q2 Q3Build Action
Plan forPhase 1 LL
Plan SC SLMF/SMIP Integration
Execute SC SLMC/SMIP Integration
Implement SMIP Phase 1 outcomes for Wave PO transition
Update SDs Integration points
Prepare Phase 2 SD Proj Mgmt Plan
Adjust ITSM Governance Models within ITSB
Redefine & Implement the ITSM Training Plan
Implement a Service Delivery Interface for each Wave 1 PO to align ITSM processes
Identify, Develop & Implement Strategic Deliverables
Phase 1 Implementation
Phase 2 Development
Final Detailed report (SWOT,
GAP and Assessment
Reboot Result Report
Develop ITSM Framework
Continue to Identify, Develop and Implement Quick Wins
Identify new Pragmatic Projects
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……GoGo--Forward ITSM ScheduleForward ITSM Schedule
46
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……Realigned ITSM Team OrganizationRealigned ITSM Team Organization
ITSM Consultant PoolITSM Consultant Pool
ITSMITSM
ITSM Integration
ITSM Integration
ITSM Verification and Audit
ITSM Verification and Audit
ITSM Control Office
ITSM Control Office
47
• Optimize ITSB’s current & future IT Infrastructure investments in the context of being the GC ITSSO, & in a way which supports SMIP’s Process Optimizations
• Reduce the complexity & cost of IT Infrastructure Management now & for the near future, driven by Dec ’06 TB Submission “Savings Commitments” & “Loan Repayment” provisions (see Figure below)
• Free funding for re-investment in key IT Optimization / Service Management initiatives over the next 5 years (to drive out further efficiencies)
• Position ITSB to transition to a Utility Computing environment that can take on new workload & provide a more robust, more highly available infrastructure that is flexible, self healing, & more easily managed
• Generate returns of $18 Million/annum by Year 5 of the IT Optimization Program
Time (in Years)
“ITSB must rapidly put its plan into action …”
TB Sub Annual “Savings Commitments”
TB Sub Annual “Loan Repayment”$3.5 M
$18 M
$7.6 M
$3.5 M
FY 07/08
$ 18
M$ 0
M
FY 10/11
$16M Total Repayment
$46M Total Savings
TB Sub StatedBusiness Growth
5%
10% 10%
15%
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Project OverviewIT Optimization Project Overview
48
The vision for IT Optimization is to increase Service Levels & reduce operational costs through an optimized Utility Computing Model:
• “Consolidated / Simplified”: A consolidated, logical view which provides easy access to all available resources through “Virtualization”
• “Capacity On Demand”: Vertically & horizontally scalable systems that have the flexibility to grow quickly & easily when required
• “Always On”: A robust environment achieved by implementing highly available configurations with fault tolerant components where required
• “Services-Oriented”: Resources pooled based on functional capabilities & deployed utilizing Orchestration & Provisioning tools / techniques
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Project Overview IT Optimization Project Overview (Cont(Cont’’d)d)
One workload per serverMany physical constraintsDisparate management toolsMultiple Data Centres
PhysicalConsolidationComplex Logical
ConsolidationImproved resource flexibilityDisparate management toolsFewer servers & licencesConsolidated Data Centers
Virtualization of all resources(including Data Centers)Maximum resource flexibilityUnified mgmt & automation
38 cost-saving opportunities were identified during initial triage, ranging from Quick Wins (2-3 months implementation), Pragmatics (9-12 months), to Strategic (future / multi-year) – covers “Managed Services”to Consolidation / Simplification initiatives. First set of “Immediate” Cost Saving Opportunities completed.
49
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Vision IT Optimization Vision –– How it all Fits TogetherHow it all Fits Together
Leverage GridTechnologies
Scale via resource virtualization
Autonomic managementCreate substantial new value
Optimize IndividualData Centres
Scale via consolidationsCommon processesStandardizationReduce cost, streamline operationsResource utilization – national matrix
”Always On” infrastructureResources “On Demand” (people, process &
technology)Commoditized componentsReconfigure value of IT Services (position for Services-
based delivery)
Skills leverage (Talent Mgmt)Reduce costs
Next
FutureImplement Utility
Computing
ConsolidateDelivery Centers
Now
• System monitoring across the entire IT environment
• Availability, Security & Optimization
• Provisioning & Policy-based orchestration
• Business Service Mgmt –
Service Levels to Business Objectives
• Resource Virtualization
Prod
uctiv
ity /
Bus
ines
s Va
lue
Note: Special focus required for Human Capacity (Talent) Mgmt
50
• Enterprise Systems Management– Building a Unified Master Console to produce and monitor
consolidated operations, intervene on error conditions and enable the “attachment” of new clients
• Interim CMDB– Implementing a comprehensive database for all IT Services,
components of the IT infrastructure, their interrelationships and processes used to manage them
• Interim Asset Mgt– Accurate / up-to-date detail on all managed IT components to
ensure appropriate financial / accountability management and to enable change management processes via the CMDB
• Integrated Service Desk– Enabling implementation of a truly single point of contact for
users request or handling of failures across ITSB, then evolvingto handle the GC Enterprise Service Desk
• Infrastructure Optimization– Identifying key areas of infrastructure to optimize, refresh to
simplify the operating environment and increase capacity (first / highest return focus areas Internet City, OA/Mail Servers, etc.)
SMIP / ITSM Phase 2 SMIP / ITSM Phase 2 ……IT Optimization Pragmatic Project OverviewsIT Optimization Pragmatic Project Overviews
51
How We Are Measuring the Improvement (Phases 1 & 2)How We Are Measuring the Improvement (Phases 1 & 2)““OutcomesOutcomes”” Not Not ““ProcessesProcesses””
Enterprise Performance• Business Growth (Overall; also by Each Major Service Line)• Cost of Operations (Overall; also by Operations & Engineering Views)Client Relationship / Experience• Average Score in Client Satisfaction Survey (good to satisfied returning customers)• Service Desk User (Daily) Satisfaction Survey Sample High Profile “User Cost”• % of Clients With SLAs in Place• Business Request Processing TimeInfrastructure Stability• % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets) • Number of Incidents (Business Impact 1s); also % “handled” within target resolution time• % of “Failed” Changes (Overall; by Service Line)• % of Security Incidents (Overall; by Service Line); % “handled” within target resolution timeFuture Priority KPIs• % of Items Sold that are in the Service Catalogue (by Dollar Value) Target • % of “Assets” (CIs) in the CMDB (under Change Control); also CIs in CMDB.• Employee Experience: Satisfaction Surveys; employees in “Classified” Positions, etc.
52
Conclusions Conclusions ……Lessons Learned To DateLessons Learned To Date
• SMIP / ITSM is not just a “techie” project – it impacts all areas of the business / enterprise
• ITSM Programs must be carried out holistically to be successful - i.e. include People, Process & Technology improvements / optimization
• SMIP-like programs must be carried out comprehensively (i.e. not “piecemeal”) and rapidly (“boil the ocean”?)
– Optimization is a “full contact sport” !• Use Governance to set “where to draw the line”• “Value” must be demonstrated continuously:
– to investors / partners (i.e. clear SLAs, transparent pricing and service delivery that is consistent, reliable & repeatable);
– to staff to fully engage them / harness their passion• Real results (efficiency-driven savings, quick/pragmatic improvements)
must be delivered as early as possible – to prove value and demonstrate credibility
• #1 challenge is balancing “Keeping the lights on” while “transforming”• Do not underestimate the “cultural” impact & pay attention to your
People during to the transformation ... because they are the ones who will drive / embed it!
53
Conclusions Conclusions ……People are the Heart of Our TransformationPeople are the Heart of Our Transformation
SMIP Atlantic Outreach – June 2006
SMIP Pacific Outreach – September 2006
SMIP Quebec Outreach– October 2006
SMIP Ontario Outreach – February 2007
54
Open Discussion Open Discussion ……
For more information on SMIP, send an e-mail to:
People: People: The Heart of The Heart of
Our TransformationOur Transformation
54
55
Recall: ITIL 101 (Synopsis)Recall: ITIL 101 (Synopsis)
IT Service Delivery
(Medium to long-term
planning and improvement of IT service provision)
IT Service Support
(Day-to-day operation and support of IT
services)
Clie
nt R
elat
ions
and
Ser
vice
Pla
nnin
g B
est P
ract
ice
Op e
ratio
nal B
est
Pra c
tice
Availability MgmtPredicting
Service Behaviour
(Optimizing the current structure, planning to meet future customer
service availability requirements)
Capacity MgmtPreparing for the
Future (Healthy growth,
customer confidence, meet new business
needs, understand the infrastructure behaviour)
Continuity MgmtManage the Unthinkable
(Part of business continuity risk
management – plan, reduce impact, survive)
Financial MgmtManage the Cost
(Cost effective stewardship, allocation and
apportionment of service costs,
optimum VFM, good ROI, financial metrics)
Incident ManagementManage Service
Failure(Return service asap -
Lifecycle responsibility for failures, empowered,
prepared and consistent)
Problem ManagementDetect and Remove Causes of Failure
(Remove repetitive incidents from the infrastructure, prevent
incidents occurring
Change ManagementManage Service Improvements
(Ensures changes are fast, easy, consistent and authorized – manage risks)
Release ManagementMaintain Service
Integrity(Software & hardware
control and distribution –service legality & integrity)
Configuration ManagementManage infrastructure component (Configuration Item) information
What are the service components and how are they joined together? Infrastructure quality metrics)
Secu
rity M
anag
emen
tMa
nage
conf
iden
tialit
y, in
tegr
ity, a
vaila
bilit
y
Int e
grat
ed S
e rvi
ce D
esk
and
ITSM
Too
l-set
ICT
Infra
stru
ctur
e Man
agem
ent
Mana
ge In
form
atio
n an
d Co
mm
unica
tions
Tec
hnol
ogy o
pera
tions
Service Level ManagementManage the Services
(Defining, negotiating, agreeing, measuring and reporting on services, catalogues, service levels, operational support activities & relationships, service metrics)
Business Processes(Business Objectives, KPIs)
• A set of books?• Cumulative experience• A process “framework”• Documenting “best practices”• Common language• Not a methodology• Not prescriptive• Aim is consistency• Involves all areas of IT management
Plus …
‘Software Asset Management’
‘The Business Perspective’
Various other Pocket Guides and Dictionaries
Recall: ITIL Recall: ITIL -- Foundation of ITSMFoundation of ITSM
56
57
Recall: ITSM is Based on Continuous ImprovementRecall: ITSM is Based on Continuous Improvement
SMIP is embedding a Continuous
Improvement culture via this
model
58
Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Monthsfor Next 12 Months
Key Performance Indicators Target for Next 12 Months Enterprise Performance Business Growth (Overall; also by Each Major Service Line).
+ 15% (now at 18%+)
Cost of Operations (Overall; also by Operations & Engineering Views).
- 10% (realizing 3% now)
Client Relationship / Experience Average Score in Client Satisfaction Survey. + 25% in Fully Satisfied CustomersService Desk User (Daily) Satisfaction Survey. + 15% in Fully Satisfied Users Sample High Profile “User Cost.” - 10% Desktop TCO / User% of Clients With SLAs in Place. + 90%
- 10% in Non-Standard / Custom SLA Terms
Business Request Processing Time. Low Complexity / Single Service = 5 days(95% of the time); Medium Complexity / Single to Many Services = 15 days (95% of the time); High Complexity / Multi-Service Solution = 40 days (90% of the time); Client acknowledgement of BR at entry point / assignment to ITSB OPI within 24 hours (98% of the time).
100 % Compliance: Standard Pricing Policy
59
Measuring the Improvement Measuring the Improvement -- ““PossiblePossible””Improvement Improvement ““TargetsTargets”” for Next 12 Months for Next 12 Months (Cont’d)
Key Performance Indicators Target for Next 12 Months Infrastructure Stability % of SLAs Breached (sample: e.g. manual end-to-end “Service” Availability vs. SLA Targets).
- 8%
# of Incidents (Business Impact 1s). - 5%% of Business Impact 1 Incidents "handled" within target resolution time.
95%
% of “Failed” Changes (Overall; by Service Line). -15%# of Urgent Changes. -30%# of Emergency Releases. -30%% of Releases with assigned RFCs. 99%# of Security Incidents (Overall; by Service Line). -15%% of Security Incidents “handled” within target resolution time.
95%
Future (2006 / 07) Priority KPIs % of Items Sold that are in the Service Catalogue (by Dollar Value).
70%
% of “Assets” (CIs) in the CMDB (under Change Control).
+35% of RFCs controlled through the CMDB
Employee Experience: Satisfaction Surveys. + 10% in “Fully Satisfied” Employees+ 25% in “Satisfied” Employees
60
SMIP Dashboard SMIP Dashboard
Business Excellence / Enterprise Performance
Cost of Operations(Abase)
Responsible: DG, SM&D
Data Source: ABBA
Business Growth
Responsible: DG, EPM (supported by DG, BPMS)
Data Pending from
Data Pending from
DGs EPM & BPMS
DGs EPM & BPMS
Data Source no
Data Source no
longer available
longer available
as of December
as of December ‘‘0606
61
Business Request Processing Time / Complexity
Responsible: DG, PMS
Service Desk “Daily” User Satisfaction Survey
Responsible: DG, SM&D
Service Excellence / Client Experience
SMIP DashboardSMIP Dashboard (Cont’d)
% of Clients with SLAs in Place
Responsible: DG, EPM(supported by DG, PMS)
% of Products & Services Sold that are in the Service
Catalogue
Responsible: DG, PMS
Average Score in Client Satisfaction Survey
Client Survey “On Hold”(at Aug 23 ‘06)
Responsible: DG, EPM (supported by DG, SM&D)
No Data No Data Available yet
Available yet
No Data No Data Available yet
Available yet
92 94 96 98 100%
Courtesty
Knowledge
Timeliness
Overall
No Data No Data Available yet
Available yet
020406080
100120140160180
Feb-0
6Mar-
06Apr-
06May
-06Ju
n-06
Jul-0
6Aug
-06Sep
-06Oct-
06Nov
-06Dec
-06Ja
n-07
Feb-0
7
020406080100120140160180
Low Complexity High Comlexity
62
SMIP DashboardSMIP Dashboard (Cont’d)
Operational Excellence / Infrastructure Stability
Responsible: DG, SM&D DG, PMS
% of Releases with Approved RFCs
No Data No Data Available yet
Available yet
% Business Impact 1 Incidents "handled" within Target Resolution Time
Responsible: DG, SM&D
Limited Data
Limited Data AvailableAvailable(e.g. Office)(e.g. Office)
% of “IT Assets” (CIs) in the CMDB
CMDB population continues
SM&DSM&DData Pending
Data Pending
Responsible: DG, SM&D
Responsible: DG, SM&D
Non Standard Infoman Changes
Responsible: DG, SM&D
Standard Infoman Changes
63
SMIP DashboardSMIP Dashboard (Cont’d)
Operational Excellence / Infrastructure Stability (cont’d)ISD Incident Resolution Rate
Responsible: DG, SM&D
ISD Total Calls Answered
Responsible: DG, SM&D
ISD Call Abandoned Rate
Responsible: DG, SM&D
% of Security Incidents “handled” within Target Resolution Time
Responsible: DG, SM&D & DG, PMS
Note: Need SLAs & related Targets in place
first
# of Security Incidents
Responsible: DG, SM&D
No Data No Data Available yet
Available yet
# of Incidents (Bus. Impact 1s)
Responsible: DG, SM&D
1397
13170
225 668
9106
6113595
5236
0
2000
4000
6000
8000
10000
12000
14000
HDWSFWENVNETAPLSTOINFSEC
Total = 34008
(Jan 1 – Jun 30 2006)
ISD all SDs except Shediac & HC
64
SMIP DashboardSMIP Dashboard (Cont(Cont’’d)d)
SMIP/SM&D Engagement Initiatives
Responsible: Director, SMIP & DG, SM&D
Organizational Excellence (cont’d)
Responsible: DG, SM&D
SM&D Non-ITIL Training Expenditures vs. Budget(FY2006/07 - cumulative)
Responsible: Director, SMIP
• 8 Masters / Mgrs; • 125 Practitioner;• 8 Exec Briefings (ITSB/SQT,
Wave1 PO’s)
Other ITIL Training Completed:
Total SMIP Expenditure on ITIL Training FY 2005/06 FY 2006/07
(YTD)
Charter $2,380,511 $430,000
TPMO Funded $559,500 $140,000
Expenditures $689,269 $135,000
#of people trained (Foundations)
318 133
# of People Trained on the BI Process/BPMS
Responsible: DG, SM&D
SM&D Employee Satisfaction Survey
Responsible: DG, SM&D SM&D Survey postponed until Fall ‘07
No Data No Data Available yet
Available yet
Staff Retention/Growth
SM&DSM&DData Pending
Data PendingResponsible: DG, SM&D
Responsible: DG, SM&D
# of Success / Recognition Awards Bestowed on Employees
02040
6080
100
2006
-Jan
2006
-Mar
2006
-May
2006
-Jul
2006
-Sept
2006
-Nov
2007
-Jan
SM&D ITSB
Total people trained to date: 287
# of Briefings/ Lunch & Learns (launched May ‘06)
21
# of SMIP Regional Outreaches (launched May ‘06)
5
15
44
10
25
451
230
# of National Srv Desk Forums (launched Feb. ‘06)
# of PDCs
# of SMIP Awards
# of SM&D Awards (launched Fall ‘06)
# of Employees ITIL Foundation Trained
# of Engagement Artifacts Produced
Client Service Excellence 1
Rookie of the Year 1
Outstanding Achievement 1
Horizontal Collaboration 13
Innovation 4
Leadership 1
Ambassador of Change 1
PO Integration 1
286,200
369,000
Reamining BudgetActual
64