standards - itsmf.org.hk · value proposition through standardization. standards myths standards...

Standards

Make IT works less tedious, yet more productive and to meet business challenge

BSI reserve ALL Copyright ©

Presented by:

Ms Beata Tang

Head of British Standards Institution, HK

Assessment Delivery Service & Training Service

Agenda

� Standard Myths & Value Proposition of Standardization

� How to derive the benefits of Standards Sharing of some Successful Cases

� Latest Change of the Standard – ISO20000:2011


� Latest Change of the Standard – ISO20000:2011

� Quick-win tips

� Q&A

Value of Standardization • Standardization / Standard

�tones of Documentation and Records

� it should be a management tool used from Strategy level to management level… drill down to Operation Level

• More and more businesses are realising the benefits of strategic useof standards to achieve measurable improvements to their


of standards to achieve measurable improvements to their competitiveness and to meet the contemporary challenge.

Main Goal

To assist organisations achieve their

strategic goals and maximise their

value proposition through

STANDARDIZATION

Standards Myths

STANDARDS“Not Relevant

to our Business”

“Inhibit INNOVATION”

“We don’t need Standard – we already have the best

solution”

“Apply to Product Only”

Vital for Business at all Sizes, from start-

up to MNCs

�For cutting edge of new process &

technologies, it offers

good Framework to start with.


start with.

�For Mature enterprise, they can

ease regulatory burden, reinforce best

practise as

a Change Agent.

A Powerful Management tool

for Process Control

PDCA Framework – Process Alignment tool

SMS

Service Management

Processes

Plan

Act Do


Service

Check

Do

Standards Myths

STANDARDS“Not Relevant

to our Business”

“Inhibit INNOVATION”

“We don’t need Standard – we already have the best

solution”

“Apply to Product Only”

Support Innovation which

defines performances

rather than design, operation

or technology

For some

Vital for Business at all Sizes, from start-

up to MNCs

�For cutting edge of new process &

technologies, it offers

good Framework to start with.

Helps harmonization of

business process, enables the

business taking the lead to shape the industry itself as

market Leader

Having the best technological solution is not

enough to prevail in the market place.

Standardization can enhance

customer


For some applications,

products are required to work together, in

which case there are prescriptive

standards that define

interfaces.

start with.

�For Mature enterprise, they can

ease regulatory burden, reinforce best

practise as

a Change Agent.

A Powerful Management tool

for Process Control

Define Measurement of investment

market Leader

Shaping the Industry Protocol

customer confidence,

manage market growth and

support technologic evolution.

Customer Focus

e.g. Global System for mobile Communication

(GSM) which set the protocol for phone

connectivity and international roaming

Standard Proven Benefits

‘Standards’ is a respected badge of quality

It consistently stand up to RIGOROUS EXAMINATION are instantly recognizable and act as RESPECTED BADGES OF QUALITY & PERFORMANCE.

Strong demonstration of independent verification via CERTIFICATION.

Benchmarking with WIDELY RECOGNISED AND RESPECTED STANDARDS is an effective means of DIFFERENTIATION

Your iCon


Standards within business - TRANSFORMATION

Transform IT from a Technology oriented Cost Centre, to a business and customer focus Profit Centre

Standards drive quality performance, not only to meet the Standards drive quality performance, not only to meet the

Standards, but stand out as an unique iCon of yourselfStandards, but stand out as an unique iCon of yourself

Value Proposition –Proven Business Benefits


BSI Standards Solutions… Selected clients


WHY DO BUSINESSES STANDARDIZE?

DRIVERS

Threat of legislation

Corporate Social Responsibility

Customer & Shareholder demands

BENEFITS

Corporate stability

Risk mitigation

Continuous improvement

DEVELOP, DEVELOP, IMPLEMENT AND IMPLEMENT AND

VERIFY VERIFY


Customer & Shareholder demands

Corporate sustainability

Threat from competition

Risk & Business Continuity

Reduce organizational complexity

Globalization

Internal harmonization

Continuous improvement

Create good practice

Innovation

Collaboration

Internal controls

Adoption of good practice

Demonstrate leadership

COMPLIANCE TO COMPLIANCE TO STANDARDSSTANDARDS

How to Derive the Value of Standard / Standardisation in the Cloud Era


1. Cloud and Globalization

Cloud computing takes another form of globalisation.

ISO20000 Standard takes the advantages of being a benchmarking tool in supply chain management, regardless of :

• Outsourcing

• Insourcing

• Offshoring


It enhances:

• Communication with common terminology

• Business continuity and risk planning

• Demands on suppliers – Traceability & Reliability

The success of managing supply chains will lead to the effectiveness with which The success of managing supply chains will lead to the effectiveness with which companies develop, implement and roll out their standardization strategycompanies develop, implement and roll out their standardization strategy

Improvements on Productivity and Efficiency

Case 1 – Outsourcing / Insourcing of Data Centre

“we rely on our operational skills and operational efficiency”

“Standardization drives down costs and speeds time to market”


ISO20000 - Change & Release Management Processes

� Allow operation task and expectation well defined

� Help to define and simplify the workflow

� Workflow is now more transparent and consistent

� Staff find it is easy to pickup routine task via standardization

Service Support – Service Desk

• Service Support revolves largely around a strong service or help desk.

• Service desks can be unskilled (used for incident tracking & call dispatching) or skilled (incidents are solved at the helpdesk).

• Goal of Incident Management


• Goal of Incident Management

� Provide a single point of contact for the user for all their IT queries.

� Proactively identify problems as well as create resolutions to incidents, where appropriate, via Problem / Knowledge Management

Efficiency ImprovementsEfficiency Improvements

Service Support – Incident and Problem Management

Incident: Any event which is not part of the standard operation of a service and which causes, or may cause, an interruption to the quality of that service.

Problem: A problem is the result of multiple incidents that results in a RFC or Known Error instead of a fix.


Goals:

� Restore systems as quickly as possible with minimal impact to the business.

� Ensure that the integrity, confidentiality, and availability of IT services are maximized throughout the organization, interruptions were well addressed in a prompt manner.

Efficiency Improvements with clear definition of incidentsEfficiency Improvements with clear definition of incidents

Incident Management Cont. Path:

� How do we reduce incidents and keep the organization aware of known errors?

� How can we resolve RFC’s as quickly as possible?

� Trend analysis, incident classification, and a healthy flow of information are all needed for good management.


Efficiency Improvements with a clear flowEfficiency Improvements with a clear flow

Service Support – Service Request

Customer Focus

� Customer needs and business needs are understood.

The service desk is an integral part of any entity, an effective service desk with strong communication

� can lower costs

� reduce the turnaround time

� increase customer satisfaction


e.g. The #1 call received by a helpdesk is to help reset/restore a password

� Provide alternate means to reset passwords, and other common helpdesk functions.

� Scope of service and workflow should be defined:

• What levels of expertise should the helpdesk have?

• What permissions should the helpdesk receive?

• What is the escalation path?

Improve efficiency and Enhanced Customer Services with SLA Improve efficiency and Enhanced Customer Services with SLA

and authority level well defined and authority level well defined

2. Support Innovation – value generation

Case 2 - British Telecom (BT):

Delivering value through interoperable solutions

BT, as one of the world’s largest communications companies, serves over 20 million UK residential and business customers and provides network services to telecoms operators.

The group reports a “significant” return on its investment in standardization. It see standardization as a means to creating industry standards before theestablishment of a market.


• Standardization reduces waste in R&D for products that will not be accepted, avoiding costly market battles over preferred technologies.

• BT looks to standardization to fulfill the following needs:

� Protecting current services

� Supporting planned projects and services

� Creating opportunities for future services

� Keeping abreast of latest developments, where standards are at the leading edge of technology

ITSM Service Management Lifecycle


Support InnovationSupport Innovation

BT’s Standardization strategy model includes:

- Tracking fundamental research- Assessing potential product possibilities of future technology- Instigating programs to capture and exploit product possibilities- Determining the need for standards to shape the future market- Initiating Standards development with other parties- Tracking, managing, reporting and refining these developments

Support Innovation – value generation

Call for IT Governance New


Support Innovation Support Innovation –– it justifies the R&D investment billsit justifies the R&D investment bills

Increase Transparency & IT Governance Increase Transparency & IT Governance

Call for IT Governance

- Formal recognition of legal and customers (internal and external) requirements with defined monitoring

From Innovation to deployment:ITSM – SMS

• Ensuring that new services and changes to services will be deliverable and manageable at the agreed cost and service quality

• Proposals for new or changed services

• Changes through formal change management

• Include adequate funding and resources

• Plans shall include:


� discussion

Support Innovation Support Innovation �� encourages investment in innovation with performance encourages investment in innovation with performance

measurement & accounting controls. measurement & accounting controls. �� manage expectation manage expectation

3. Knowledge Management

Arup uses standardization to promote freedom of information and quality transfer, believing that intellectual property has finite life and should not be an artificial brake on competition

“Standards provide the platform of information that then allows time for innovation and creativity. Without the Standards, we could not be so creative”

Arup is a global information co with over 7,000 staff in 32 countries. The Group employs standardization as a key management tool to achieveDifferentiation through the provision of high-quality information and consultancy.


In the result, this Co maintains competitive advantage by setting standards in:

� Hiring and training intelligent, experiences and qualified staff

� Maintaining and managing an impeccable knowledge base

� Communicating internally and externally to ensure that the knowledge base is accessed and accessible to relevant staff

Differentiation through the provision of high-quality information and consultancy.

Experts from around the world are brought together to provide technical solutions Through design of business solutions, project management & various disciplines.

Knowledge Management Knowledge Management –– ITSM is no longer an internal standard ITSM is no longer an internal standard

alone, it is a benchmarking requirements for IT Experts.alone, it is a benchmarking requirements for IT Experts.

PMP 102K & CAPM 101K

IT Profession Benchmarking

ITIL 95kCISSP & CCIE

94kCCVP

89KITIL

Master 86K


Source: http://jobsearchtech.about.com/od/educationfortechcareers/tp/Hi

ghestCerts.htm

ITSM Certification becomes IT ITSM Certification becomes IT

benchmarkingbenchmarking

86K

BSi Grow with You!

• ITIL® qualification scheme Managed and administered by APMG

• Qualifications and Training organizations managed by Examination institutes


BSi offer apmg/itSMF ISO/IEC 20000 training certification scheme:

ISO/IEC 20000 Foundation certificateISO/IEC 20000 Practitioner certificateISO/IEC 20000:2011 Auditor certificate (First in town! 100% passing rate)

ISO20000:2011 Key changes


(4) Service management system PDCA

- Documentation management- Resource management

- Establish and improve SMS

Design and transition of new or changed services (5)

Service Delivery Processes (6)

- Capacity management

- Service level management

- Information securitymanagement

- Management responsibility- Governance of processes operated by other parties

Cu

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ISO/IEC 20000-1:2011(Part 1) Service delivery processesService delivery processes


- Incident and service request management

- Problem management

- Business relationshipmanagement

- Supplier management

- Service continuity &

availability management

- Service reporting - Budgeting &accounting for

services

Control Processes (9)- Configuration management

- Change management- Release and deployment

management

Relationship Processes (7)

Resolution Processes (8)

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• The SP shall define scope of the SMS in the service management plan identified by the name of the service provider and services and include:

� geographic locations from which the service is delivered

Major New Requirements (1)Define Scope of SMS (4.5.1)


� geographic locations from which the service is delivered

� the customer and their location(s)

� technology being used

Major New Requirements(2) Governance of Processes operated by others(4.2)

• For all processes clauses (5- 9) with other party involvement the service provider shall demonstrate governance of the processes by:

� demonstrating accountability for and authority to require adherence to processes


� controlling the process definitions and interfaces

� determining process performance and compliance to requirements

� controlling the planning and prioritization of process improvements

via � Supplier Management Process (Supplier)

� Service Level Management Process (Internal Group)

Major New Requirements(3) Other Changes to align with ISO MS

• Documentation Requirements

• Resource Management

� Expanded to align to 9001

• Check Process from PDCA:


� Aligned to ISO9001 with internal audit and management review process.

• Information Security management process

� Aligned more to 27000 series

Changes affect Certified Clients


Corporate Certification

• Transition plan from 2005 to 2011

� Existing certified clients are permitted against the ISO20000-1: 2005 Standard until 31 March 2013

and the transition should be completed by then 1st June 2013

� New certifications issued after 1st June 2012 must be 2011 version


� New application after 31st Dec 2011 should apply 2011 version only

� Hence, applications submitted before 31st Dec 2011 must conduct 2005 version audit before April 2012.

� This applies to all Accreditation Bodies (ANAB and itsmf / apmg)

BSI has already issued the first ANAB and apmg BSI has already issued the first ANAB and apmg

ISO20000:2011 version certification!ISO20000:2011 version certification!

Questionnaire

Quotation

Engagement

Optional Pre-assessment

Gap Analysis& / or

Certification Process

Application

Preparation


Next Verification visit decided by Verfier. Max 3 year audit cycle. Max

possible interim 12 months

Stage 1: Assessment

Certification

3-Year cycle

Surveillance Assessment

3rd Year Re-assessment

Stage 2: Assessment

Assessment

Hurdles

• Lack of Management Commitment & People involvement

� People resistance and Reliance

• Unclear role and responsibility assignment

� Change manager, incident manager, problem manager


� Change manager, incident manager, problem manager

• Unreasonable time objective and schedule

� Roadmap

• Tools

Quick Win Tips

• Top Management Commitment

• Staff Involvement with Professionalism

• Change Agency with Open mind

• Set milestone and periodical achievement with timely review and stakeholder engagement


timely review and stakeholder engagement

• Strategic approach and Strong Commitment on Continual Improvement (SIP)

• Conduct a drill test before certification

Your Vision

• Foundation for growth

– efficient & Secure operations enable a sustainable base for development

• Market access

– competition is stimulated through knowledge capture, shared insight and reduced risk

• Innovation

– NPD is supported by knowledge transfer and accelerated speed to market

Take Away- Standard Value Proposition


– NPD is supported by knowledge transfer and accelerated speed to market

• Customer confidence

– standards assure and reassure on quality, safety and reliability

• Brand building

– quality iCon

Thank YouQ & A


For further info, please contact us:Tel: +852 3149-3300 / 3149-3320

Fax: +852 2743-8727 / 8343-7336URL: http://www.bsigroup.hk

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