(ONLINE) ITIL Indonesia Community – Meetup “Modern IT Service Management Transformation"
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- The document discusses how IT service management is transforming to better support modern ways of working like Agile, DevOps, and cloud-based models. It is repositioning to be more customer-centric and focus on automation, AI/ML, and delivering outcomes as a service. - A holistic point of view of IT management is presented, covering aspects like organization, processes, technology, governance, and performance management. Multiple dimensions must be analyzed to understand how effective the current operating model is. - An example IT governance structure with three levels is shown to balance IT demand and supply. The ideal IT organization model depends on factors like flexibility, synergies, and cost pressures. - Key interactions between
(ONLINE) ITIL Indonesia Community – Meetup “Modern IT Service Management Transformation"
- 1. ITIL Indonesia Meetup – “Modern IT Service Management Transformation” ITIL Indonesia Jakarta, August, 26th 2020
- 2. 22 Eryk B. Pratama IT Consultant at Global Consulting Firm Komunitas Data Privacy & Protection Indonesia 26 August 2020 ITIL Indonesia Webinar #5 Modern ITSM Transformation
- 3. =Modern IT Service Management ITIL + Agile + DevOps ???
- 4. Agenda 01 Understanding the Big Picture 02 Holistic IT Management PoV 03 IT Service Management Transformation
- 5. Setting-up the context on how experience can be impactful to value achievement… Understand the Big Picture The emphasis for a good user experience is not just limited to the external customers of the business but also to the employee workforce to ensure productivity and satisfaction can be increased resulting in better business results. My previous experience in helping company to obtain the value IT through comprehensive assessment of “risk-aware” Business-IT alignment. Digital Bank Startup Company eCommerce Local & Global Bank
- 6. ... and understand the trends in the Industry nowadays as the grow of agile culture Understand the Big Picture Modern tools and techniques are enabling automation in service delivery and service management to reduce turnaround around time and optimise the cost of delivery. Automation combined with improved data quality is laying the foundation for AI and machine learning in service management. As digitisation is changing the product and service portfolios of businesses, the gap between business and technology operations is narrowing. Organisations are focused on delivering ‘outcomes-as- a-service’ by bringing together business and the technology operations with right operating model, performance measures and culture of collaboration. IT service management has evolved beyond traditional ITIL based process and governance framework. ITSM today is rightly getting repositioned to enable and support the customer centricity agenda; this brand repositioning is also changing the portfolio of services provided by ITSM functions. Agile, Cloud, DevOps, containerisation, as-a- service models, modern architecture are key themes which is shaping the Mode 2 ways of working. This demands IT service management practices to be fit for purpose to enable velocity, agility, and accelerate transformation. Gearing up to serve the Mode 2 ways of working Repositioning the ITSM to be customer centric Automation first approach to predict and prevent Business and Tech Ops gets closer
- 7. Multiple IT dimensions required to understand analyze the effectiveness of current IT operating model Holistic IT Management Point of View How are IT functions resourced and organized to best support the infrastructure? How do IT planning, management, delivery and operations processes support the IT infrastructure? What does the Company’s IT technology resemble user hardware, applications, network and security infrastructure? IT Analysis Dimension How is the IT infrastructure governed? Does the IT organization have the right level of support to ensure adoption of the IT Strategy? Governance Performance Management Interaction / Governance Model Business / IT Alignment IT Controls Organization Resourcing, Roles & Responsibilities Capabilities Processes Technology Applications Delivery & Integration Security Infrastructure Delivery Infrastructure Operations IT Strategy IT Demand Management IT Sourcing IT Portfolio Management IT Architecture & Standards Project Management SLA Management Charge Backs Vendor Management Asset Management End User Support IT Budgets People
- 8. Other sources including IT-related knowledge databases, documentations and statistics can be also leveraged as benchmarks Holistic IT Management Point of View Other Sources Source Rationale COBIT is a framework providing a set of four process domains with measures and best practices for IT governance and control requirements, and can be leveraged as a benchmark for IT processes ITIL (IT Infrastructure Library) documents industry best practices with a main focus on service management, service support and service delivery and can be leveraged as a benchmark for IT processes ISO is the world's largest developer and publisher of International Standards and can be leveraged for different IT areas such as information security and integration Gartner is the world's leading information technology research and advisory company delivering important technology-related insights and statistics that can be leveraged as valuable benchmarks Forrester Research is a technology and market research company that provides technology statistics, analysis and forward-thinking research that can be leveraged as valuable benchmarks
- 9. The IT Governance committee structure will have three levels in order to ensure an effective balance of IT demand and IT supply Holistic IT Management Point of View IT-Governance Committee Structure IT Governance Board IT Governance Steering Committees Operational Forum(s) - Client/Local Initiative Management Escalation Prioritization IT-requests IT Service Management Board IT Project Portfolio & Release Mgmt. Board Architecture & Standards Council IT Governance Board Acts as the highest authority for IT governance Sets enterprise-wide vision for the role of IT Manages overall IT funding Approves major investments and IT budgets Architecture & Standards Council Translates IT strategy into group-wide standards and policies Defines standards for processes Assess project requests for architectural fit Ensures architectural sync between committees IT Governance Steering Committees 1) Project Portfolio / Release Management Board Aligns IT strategy with group strategy and organization Prioritizes IT investment with project portfolio and releases management process Drives knowledge sharing around technology-related business innovation and applications Addresses specific contingency issues as they arise 2) Service Management Board Provides key input into level, pricing and extent of service offering Identifies cross-SBU service issues and shortcomings Strategic direction IT- budget CAB Operational Forum(s) Process Steering Board Project Board Steers and manages projects Change Advisory Board Steers and manages changes and releases PB ILLUSTRATIVE
- 10. IT organization model adopted by Company will determine the effectiveness of IT Operating Model Holistic IT Management Point of View Decentralized IT Model Federated IT Model Centralized IT Model IT Organization across BU Decentralized BU-CIOs Decisions / steering and budget power entirely in BU Informal exchange of experiences between BUs Supply decentralized Decentralized Demand Manager and central IT- coordination by Corporate CIO Alignment / decisions/ steering shared between BUs and Corporate via central committees Supply centrally bundled and steered as separate, independent unit Central, BU overarching IT organization Decisions/ steering central with Corporate CIO Budget power with IT No separation of Demand & Supply Maybe: Coordinators for IT in BU central decentral Business IT Demand IT Supply Typical Target Maximize flexibility and Support of BU Processes Optimize IT synergies with little overlap of IT demand Maximize IT synergies with homogeneous IT demand ( often one-product companies) Cost Pressure on Business & IT Flexibility in Business Process Support ILLUSTRATIVE
- 11. The overall IT interaction model for Company illustrates all key roles and interfaces between IT Demand and IT Supply Holistic IT Management Point of View Service Level Agreements, Change & Project Requests Business Units “IT-Demand managed by embedded Demand Manager and their teams” CIO Global IT Service Manage- ment “Global IT Service Manager as single point of contact for DMs“ Application Management “Competence Center for application management services“ Regional Service & Support Manage- ment IT-Supplier Underpinning Contracts CIO-Team IT Enterprise Archiect, IT-Security, Program & Portfolio, Process & Quality Mgmt., Enterprise Data Mgmt., (IT- Perform. & Financial Mgmt.) IT-Interaction Model User Service Desk Business Excellence Divisions Infrastructure Management “Competence Center for infrastructure management services“ Demand Manager BU A Team Demand Manager BU B Demand Manager BU C IT Demand IT Supply Demand Manager Corporate Functions CFO/BM Corporate Functions Team Global Process Owner Key-User Business Process Stewards Locations Change & Project Request Incidents & Service Requests Change & Project Request MDM/Data Stewards ILLUSTRATIVE
- 12. Business-IT interaction KPIs were defined for each interaction to track activities completion and durations Holistic IT Management Point of View KPIs Definition % of Formal Weekly Meetings Held % of Planned Demand Management Sub- Committee Meetings Held Total Number of RFPs developed % of Implementations with Testing Plan and Cases … Business Advisory Services Project Requirements Document Completion Change Requests RFX Development & Vendor Selection Project Implementation Change Request Delivery Incident & Problem Management Service Request Fulfillment IT Reporting & Communication Business User Training Business-IT Interactions Average Response Time for Incidents & Problems by Severity % of First Line Incidents & Problems Resolutions Average Resolution Time of Incidents & Problems by Severity … % of Incident & Problem Tickets Routed Correctly by Help Desk … Completion KPIs Duration KPIs KPI Definition Approach Most critical activities in each interaction are tracked for completion Most time-sensitive activities in each interaction are tracked for speed of completion ExamplesCriteria
- 13. IT departments collect their own KPIs, the performance mgmt. department consolidates and develops the relevant reports Holistic IT Management Point of View KPI Data Collection and Reporting Performance Management department consolidates data collection reports, standardizes their format and challenges eventual inconsistencies Performance Management department develops performance reports tailored to the relevant audience (e.g. executive dashboards for management) KPI Measurement Each IT department tracks and collects the data relevant to their KPIs (e.g. IT Operations & Support tracks problem resolution time) Manual Collection Templates (unstructured) System Output Templates (structured) Survey Collection Templates (unstructured) KPI Review and Consolidation KPI Reporting IllustrationDescription
- 14. IT service management evolved as Business and IT more aligned and integrated IT Service Management Transformation Although the relationship and role of IT organizations has evolved over the last three decades, new and disruptive technologies are further accelerating this pace of change. Successful organizations need to harness this capability in order to create a competitive advantage and require that Service Management functions as an integrated part of the business as opposed to a provider. IT Provider to the Business Business and IT Alignment Business and IT Integration — Viewed as a utility to the business — Cost center, focus on cost reduction — Tendency toward waterfall projects with lengthy release cycles — IT as a service provider to the business — Business process transformation with IT as an enabler — Economies of scale in platform rationalization — Outcome-driven with increased visibility in quality of service — Increased agility with iterative development in some business segments — IT as a value creator with the business — Service integration with diverse service offerings (e.g. cloud vs. internally managed) — Speed to value through DevOps and release automation — Flexibility in service and feature delivery through Agile, iterative development — Creativity in solution design by user experience-driven design ca. < 2007 ca. 2007 to 2017 Today and forward IT Centric Customer Centric Most traditional organizations are still focused on process and service models Experience ValueServiceProcessAction
- 15. A set of processes is mapped to each of IT service lifecycle’s five stages IT Service Management Transformation ITILv3 Continual service improvement • Seven step improvement process Service strategy • Service strategy • Service portfolio mgmt • Financial mgmt • Demand mgmt Service operation • Event mgmt • Incident mgmt • Request fulfillment • Problem mgmt • Access mgmt • Service desk • Technical mgmt • IT Operations mgmt • Applications mgmt Service design • Service catalog mgmt • Service level mgmt • Supplier mgmt • Capacity mgmt • Availability mgmt • IT service continuity mgmt • Information security mgmt Service transition • Transition planning and support • Change mgmt • Service asset and configuration mgmt • Release and deployment mgmt • Service validation • Evaluation • Knowledge mgmt
- 16. Company should transform in the way managing modern IT service management IT Service Management Transformation Modern Service Management defined as “A lens intended to focus service management experts, around the globe, on the most important outcomes that evolve our customers from legacy, traditional IT models to an easier, more efficient, cost effective, and agile service structure.” Modern Service Management is meant to focus on people, collaboration, and relationships, not just technology and processes. The table below highlights some of the key differences between traditional IT and modern IT. Comparison Traditional IT Modern IT DNA Intermediation Disintermediation Service Delivery Wave Based Continuous-Iteration Based Service Stability Design for Success (HA/Redundant) Design for Failure (Resilient) Delegation Levels IT Silos End-to-End Services Processes In Documents, Optimized, Redesigned Self Service, Knowledge, Low Friction, Automated Automation Isolated, Manually Initiated Systemic, Triggered, Automatic Monitoring Element, Fault Focused Service, End-to-End Capability Focused Support Service Desk / Contact Center Customer Experience / Self Service Configuration / Asset Management Discovered / Manual Configuration Prescribed, Declarative, Automated Self-Service Portal Based App-Aligned, Artificial Intelligence Failure Priority Time Factor Mean time to Repair Mean time to Detect, Identify, Remediate / Eliminate
- 17. Company must consider its future service management capability across four key ITIL dimensions IT Service Management Transformation Information & technology - Leverage technology to drive transformation through integration of key tooling (e.g. development, integration and change toolsets). - Make use of the investments made in tooling through prioritized program - Investigate opportunities to leverage data as a critical enabler to decisioning. For example, use of predictive analytics to identify high risk changes, automatically identifying potential downstream impacts Organisation and people - Build a mindset across Company to take end-to-end accountability for more holistic outcomes - Drive the right culture and behaviours through effective people change management Partners & suppliers - Engage and integrate key management and governance touch points of partners & supplies with Company practices and controls - Ensure balanced governance model to enable continuous improvement and an ongoing fit-for-purpose capability - Adopt a metric-based approach aligned with the partner scorecard to achieve broader organisational goals Value streams & processes - Empower delivery across a number of patterns and ways of working (i.e. distributed agile, Platform 2.0, etc.), while enabling a consistent framework across enterprise - Shift from a centralised process view of the world to a capability-based view that allows for embedding within delivery teams and distributed functions 1 2 3 4 To enable transformation across the bank, we need to consider multiple dimensions that capture the right ways of working, drive the right behaviours, and ensure this is more than a process exercise We will apply the four ITIL Dimensions to build an evidence based assessment of IT Service Management maturity and identify the uplifts in service management operating model 1 Organisations & people 2 Information & technology Partners & suppliers 3 Value streams & processes 4 Technological factors Social factors Environmental factors Political factors Economic factors Legal factors Value Products & Services ITIL v4 DIMENSIONS
- 18. Sourcing option to fulfill the IT demand can be done first by segmenting the IT services dimension IT Service Management Transformation IT Sourcing Decision Tree Sourcing Decision Tree (Qualitative)Segmentation of IT Services Outsource Internal N N N N N Y Y Y Y Y Y Does ... permit outsourcing? Plan Build Run Pro- duction Com- mercial Product- related Infra- struc- ture Basic ser- vices App- lica- tions Legal or regulatory constraints IT Strategic priorities, mission criticality Stability, controllability & measurability of process Availability of external providers Economics, service levels and capabilities Transition risks Technology Stack IT Domain IT Process Qualifiers 0 1 2 3 4 5 Differen- tiator A B N
- 19. Utilizing a service catalogue improves request fulfillment processes and leads to reduced IT and business communication efforts IT Service Management Transformation Improved Efficiency IT Service Catalogue Streamlined Fulfillment ProcessesNeed to request a laptop with SW1, SW2, etc… Customized Computing Package CurrentState Streamlined FulfillmentProcesses Need to request a laptop with SW1, SW2, etc… Department 1 Department 3 Department 2Help Desk SW 1 SW 2 Dpt.2 Dpt.4 Dpt.1 Dpt.3 Laptop Service Requests Request Clarification Service Requests ILLUSTRATIVE
- 20. Agile process implementation allows IT leader to refine their IT operating model based on use cases and in iterative steps IT Service Management Transformation Determining factors: Process architecture: ITIL Amount of process groups: 6 Backlog: centralized and prioritized according to value expected and risk reduction Backlog refinement is done by a defined (change) board Sprint process as known Result: lean but operationalized process by defining use cases (e.g. password reset) which is implemented end to end Sample Backlog Incident Detection Incident Classification Investigation & Analysis Resolution and Recovery Incident Closure & Post-Mortem Communication & Change Management Agile Incident Management Theme Process Area Process Group User Story Priority Complexity Service Operation Incident Detection & identification As a user I want to receive incidents over a ITSM tools where I can assign them to the responsible person 1 10 Service Operation Incident Communication As a user I want to be able to access a Dashboard to monitor the status of my reported incident 2 5
- 21. Modern Service Management is a transformational journey IT Service Management Transformation 1.1. Recognize you have a Problem, and a Strategic Opportunity 1.2. Establish an Adoption and Change Management Cadence 1.3. Identify Initial Services/Apps for the Cloud 4. Modernize development/operations and ITSM tools 1.5. Plan and enable automated service provisioning 1.6. Evolve development and deployment patterns 7.7. Identify/select monitoring and automation hooks in applications 7.8. Identify, train, and prepare 7.9. Identify current process modifications and gaps 7.10. Provide role transition support 7.11. Implement changes to processes 7.12. Transition workloads to operate as a service
- 22. =Modern IT Service Management ITIL + Agile + DevOps Modern IT Service Management = ITIL v4 + Emerging Tech Robotic Process Automation (RPA), Cloud, Big Data, Machine Learning(ML) & Artificial Intelligence (AI)
- 23. Q & A
- 24. September, 9 & 10th 2020 -> Training ITIL 4 September, 11th 2020 -> Exam
- 27. Stay Connected With Us! ITIL Indonesia (t.me/itil_id) ITIL Indonesia @itil_id ITIL Indonesia ITIL Indonesia @itil_indonesia ITIL Indonesia
- 28. Thank You!
Editor's Notes
- #15: Modern ITSM
- #17: https://itsm.tools/itsm-to-modern-service-management/ https://itsm.tools/the-12-step-journey-to-modern-service-management/ Modern Service Management defined as: “A lens intended to focus service management experts, around the globe, on the most important outcomes that evolve our customers from legacy, traditional IT models to an easier, more efficient, cost effective, and agile service structure.”
- #21: NextGen ITSM - Deloitte
- #22: https://itsm.tools/itsm-to-modern-service-management/ https://itsm.tools/the-12-step-journey-to-modern-service-management/