30-09-2009

itSMF Konference i Kolding, Oktober 2009

ISO 20000 I KMD Teknik og Drift - hvordan fik vi alle med?

Per Thønnings Service Management Specialist [email protected] – Thomas Falk Mogensen Proces- og Kvalitetschef [email protected] KMD / Teknik og Drift

© KMD A/S SLIDE 1

KORT OM KMD _ Full it service provider - It til hele værdikæden: _Strategisk sparring, projektbeskrivelse og -ledelse, implementering, drift og support

_ Servicerer kommune-, stats- og erhvervsmarkedet _ Omsætning 2008: 3,4 mia. kr. _ 3100 medarbejdere i København, Aalborg, Odense og Århus _ På IDC’s top-3 over it-serviceleverandører i Danmark _ Største danskbaserede it-virksomhed

SLIDE 2

1999 2006 2007

All audit phases(s) are not included in this chart s

ss

es

sm en

s

pr o

je ct

pl De t( em s s) i en gn ta Tr tio Im ain n pl ng Pl em a an en nd ni ng t IS at io an O 2 n d 00 20 ce 0 07 rt 0 ifi fin ca a 20 tio l a 09 n ud it

Im

al A ce s

te rn

ce s

ur ne y

pr o

jo

TI L

IT IL

ra lI

of

ve

t

Pr o

Ex

Se

St ar

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High level time line for the 10 year ITIL og ISO 20000 journey

2008 2009

SLIDE 3

ISO20000 – A standard for ITSM used by Service Providers

_ How does ISO9001 and ITIL V3 fit in? _ Evidence - Documents/records _ Only one level – Pass/ fail

SLIDE 4

You have to work in several areas in the ITSM journey SLIDE 5

Ledelse Præsentation af ITIL

Godkendelse Blueprint

Godkendelse

Målsætning 2003

Viden 1.Essentials Konsulent

SAP & WEB

1.Service Manager

ITIL Pilot

Essentials*18

POB =

2. Service Manager

IM,PM,CM

Blueprint: CFM,SLM,RM,S&P

Proces projekter

Struktur Interne konsulenter

Styregruppe

Procesejere

Procesejer gruppen

Ny organisation

Tools POB maj/2000

ITIL Portal januar/01

januar/02

IT-service monitor

januar/03

30-09-2009

The ITSM Journey - Focus on the important part?

© KMD A/S SLIDE 6

You need a comprehensive plan to get buy in for the ISO20000 project

Satyam delivered this plan TDF and Satyam customized and run the plan S- SMART Findings

ITSM Assessment

IT Service Continuity M anage ment - Specific Practice Rating

SE R 5 ,00

INC 3,64

4 ,00

SRE

4,00 00 0 0

0 ,00

1,51

3,43

3,00

AVL

INS

SCM

SRE

4,17 SCM

4,22 FI N

0,00

CAP

SP

4

BRM

SLM

2

SRM

CFG

1,00

AVL

3

DOS

CHG

2,00

2,44

3,76

SP

SLM

REL

C FG

2,52

2,78

1

PRB

C HG

3,26

SRM

DO S

4,00

REL

3,18

1 ,00 3,39 1,39

FIN

4,29

5,00

2 ,00 2,82

INC

5,00

4, 60

P RB 3,78

2,68 3 ,00

3,08 I NS

BRM

SP

CAP

SP

Tool Walkthrough

SER

Q MS

Essential steps for ISO 20000 Operational opportunities for improvement

EMPOWERMENT PROBLEM SOLVING & DECISION MAKING

COMMUNICATION ROLE EFFICACY

Change Charter Workshop

GOAL SETTING & PULS TRAINING & EDUCATION CONFLICT MANAGEMENT

Staff Manager

0,53

3,0

0,40

0,34

2,5

0,30 0, 18

0,20 0,10

0,01

0,00

J

K

0,00 -0,10

A 0,00

B

C -0,04

D

E

F

G

H

-0, 04

I -0,03

-0,20 -0,30

-0,27

-0,23

L -0,15

M

2,0 1,5 1,0

-0,27

0,5

-0,40 Dim ensions

0,0 A

Change Readiness Survey

Strategic Initiative Planning Workshop

3,5 0,60 0,50

TEAM WORK

R a tings

LEADERSHIP

CREATIVITY & INNOVATION

Sco re

QUALITY OF WORK LIFE

Vision Statement

ITSM Project Plan

PERCEPTION OF ITIL IMPLEMENTATION WORK ORIENTATION

Objective Setting Workshop Transform from Level 3 to higher

QMS

Design parameters and questionnaire

Interviews with stakeholders

Document Reviews

ITIL Complia nce - Ov era ll Rating

B

C

D

E

F

G

H

I

Findings

Detailed ITSM Project Plan

30-09-2009 © KMD A/S SLIDE 7

ISO/IEC 20000 certification adds value for the 3 stakeholders: The customers, KMD and the employees

The project vision: _ We are building and extending the Service Provider Capabilities in order to deliver outsourcing services in a professional, planned, secure and efficient way _ We are improving KMD’s brand as a professionel Service Provider

SLIDE 8

30-09-2009

The Process assessment shows that TDF was pretty mature

Incident Management - Specific Practice Rating

ITIL Compliance - Overall Rating

Overall Score 3.04

4,75

SER 5,00

QMS

4,00

SRE

INC 3,64

3,08

5–

PRB

3,78

REL

3,18

2,00

4–

2,82 1,00 BRM

3,39

0,00

3,40

1,39

C HG

3–

3,26

SRM

C FG

2,52

2,78 DOS

AVL

2,44

3,56 SLM

4,17 SC M

4,22 FIN

Reactive improvements based on measurement

1,51

00 0 0

5

Organizational level documented processes

2 – Engagement specific processes

4,50

4,25

4,00

4,00

Proactive improvement approach

2,66 3,00

INS

4,75

4

3

2

C AP

1

Ineffective matching of Incidents against Known errors and problems (due to insufficient information in these databases)

S P6

S P5

S P4

S P3

S P2

S P1

0

© KMD A/S SLIDE 9

30-09-2009

The ITSM Journey - Focus on the important part?

Change Readiness Survey

© KMD A/S SLIDE 10

TDF was ready to run the ISO20000 project SLIDE 11

What will happen to me? It can’t be true!!

I want this to happen!! I won’t let it happen!! What is in it for me?

How can they do this to me?

Objectives of TDF change readiness MINIMIZE MINIMIZE NEGATIVE NEGATIVE EFFECTS EFFECTS ON ON PEOPLE PEOPLE

Looks good!!

This can’t happen to me!!

ENSURE ENSURE SMOOTH SMOOTH TRANSITION TRANSITION

ENHANCE ENHANCE COMMITMENT COMMITMENT TO TO CHANGES CHANGES

Preferred way of communication is Presentation by Manager/Team leader, and Staff meeting Least preferred

3,5

Staff Manager

3,0

Ratings

2,5 2,0 1,5 1,0 0,5 Most preferred

E: Staff Meeting F:Informal face to face Communication G: Address by top mgt H: Colleague /peers I: Briefing by immediate process owner / manager

A: ITSM Portal B: E-Mail C: Organisation New letter/ Magazine D: Presentation by Managers /Team leader

0,0 A

B

C

D

E

F

G

H

I

SLIDE 12

Remember to test the process interfaces

Service

New service

Major change of service

Minor Change of service

Provision of existing services

New customer

Existing customer

Scenario 1

Scenario 2

(Presales, DOS)

(BRM, DOS)

Scenario 4

Scenario 3

(Presales, DOS)

(BRM, DOS)

Scenario 6

Scenario 5

(Presales, CHG)

(BRM, CHG)

Scenario 7

Scenario 8

(Presales, CHG)

(BRM, CHG)

NA

Customer

SLIDE 13

Sc Sc Sc Leg ena ena ena isla rio rio rio tion 14 10 12 Sc Sc Sc New ena ena ena NA rio rio rio Techn 13 11 olog 9 y

l/ a rn nal nts e r t In xte me E ire qu e r

TDF responding to customer requirements or internal/external requirements

ITSCM New service Requirements From customer

Operations

ITSCM Strategy

Implementation

SLIDE 14

AVM

Gather these Requirements BRM For new / major change Customer of service

Availability improvement

Measurement Managing & Planned Reporting downtime

Availability and Recovery design

Recovery design

Planning

AVM/ITSCM Design inputs SLR/SLT

InvestigationPreliminary Detailed Initiation & Planning Design Design

Advisory Process

Availability Design

Deployment

DOS

Planning & Managing BRM Service Reviews

Update the requirements Complaint to presales

Initiate Business case

Handling

Customer Satisfaction survey

Presales

Approve service concept

Provide service concept for approval

SRM

Operational Capacity mgmt

Capacity Planning

Dispute mgmt

CAP

Adhoc Capacity Management

SLR/SLT

Service levels

Provide system Design based On which proposal To customer is made Transition mgmt

Capacity design

Capacity Service Design Requirementinputs

SLM Establish SLM

Updation of Service Catalogue

Manage

Maintain

Identified suppliers and UCs Renewal Performance Termination mgmt

Contract Change mgmt

Design

Adequate and sufficient communication is critical for success SLIDE 15

A Phased approach was selected for deployment

SLIDE 16

_ Phased deployment consisting of six groups of processes

BRM, SLM, SRE, CNF 1 INC, PRB

2

DOS, CHG, RLM

3

CAP, AVM, INS, ITSCM

4 5 6

SRM, ITFM QMS Time

The right governance structure is another key for success

SLIDE 17

Resolve issues Discuss in Weekly meeting Highlight to Steering committee

Issue tracker

ITSM Steering committee

Daily review and work on the issues

Highlight issues on the project deployment

Deployment team Escalations

Core project team

Participation in the Group meetings during the initial weeks Weekly meeting (with project managers for status updates and issues)

Group1

Group 4

Group2

Group3

Group 5

Group 6

Process owner/ Line manager/ relevant stakeholders Interactions during awareness, training Sessions/for creating the awareness and training kits

Ensure that everyone in the deployment face knows there roles •Advocate and support the change •Have created the processes •Have to plan deployment

•Have to participate in the Planning and deployment •Need to be educated and trained on the processes

•Have to start and keep using the processes •Need to be educated and trained on the processes

………………….. …………….

…………………..

Sr. managers (L2) Process owners

Line managers (L3+L4)

Practitioners

Process knowledge flows into the organization

SLIDE 18

Toolbox for managers is powerful and ’ensures’ smooth implementation SLIDE 19

•KMD 785 (+ supplement for linieledere) •E-learning •Dilemmaer •Kvik guides •Løste incidents / oprette problemsager •Audit rapport •Liggetid rapport •Proaktiv PM •”Minutes from disaster:The London Tube” •Den Positive vinkel •Kommunikation •Rescue 911

INFO-KIT skabte involvering i linjen SLIDE 20

Eksempel: Typiske auditspørgsmål til linieledelsen ifbm ISO 20000 certificeringen: Linieledelsen er ansvarligt for at processer følges og roller til stadighed er besat med kvalificerede medarbejdere.

6. Hvordan vedligeholder du oversigten over relationen mellem roller og medarbejdere? _

Svar: Oversigten over relationen mellem roller og medarbejdere i din afdeling findes i samarbejdsrummet ”ISO20.000 Aktøroversigt”

_

Fra mitKMD -> Samarbejdsrum -> Vælg offentlige rum -> ISO 20000 Aktøroversigt

_

Du befinder dig nu i Samarbejdsrummet.

_

Vælg ”Offentligt område” og vælg ud fra den enhed du hører til.

_

Bemærk: Skal Excelarket blot gennemlæses, kan du blot klikke på det og åbne det. Men skal det ændres, trykker du på den lille knap ved siden af fx ”TPQ”.

Capability the TDF way – How to check? SLIDE 21

30-09-2009

To take away (things we did or should have done) • Listen to Mr. Kotter: First you have to build a clear

vision and a solid, enduring management commitment (do not focus on certification as the importing and driving goal) • Focus on Capabilities and being it professionals • Hire professional consultants • Train yourself in organizational change management • Build communications capabilities • Build a sustainable core team with project management capabilities • Baseline your processes and Change Readiness before you start • Identify your it services early in the project and (re)define your service catalog • Measure and report • Establish an education and training program that fits the situation (before, during and after) • Info-kits that made the line managers accountable and involved the staff • Implement professional QMS and service management tools • Use (external) audits (coaching/checking)

© KMD A/S SLIDE 22

Questions?

SLIDE 23