ADTEK PJCorum V3 Implementation Strategy Nov18 07

ADTEK 2007
18 November 2007
An Implementation Roadmap
The 2nd Abu Dhabi IT Services Forum
P J Corum, CSQA, CSTE, ITSM

Managing Director
Quality Assurance Institute Middle East and Africa
Dubai, UAE
Quality Assurance Institute Middle East and Africa FZ-LLZ
Info@qaimea.com
Page 1 of 35
ADTEK 2007
18 November 2007
Agenda
Overview
Core Components of Version 3
Examples of New Elements
Implementation Drivers
Summary
Info@qaimea.com
Page 2 of 35
ADTEK 2007
18 November 2007
The Version 3 Environment

Core Books
Other Best
Practices
Certified
Training
ITIL
International
Standards
ITIL = Information Technology Infrastructure Library

Info@qaimea.com
Page 3 of 35
ADTEK 2007
18 November 2007
ITIL Qualification Scheme

The ITIL Qualification Scheme is subject to
change Copyright 2007 APM Group.
All rights reserved.
Advanced SM
Professional
Diploma
ITIL Diploma Achieved

Minimum 22 Credits Needed to Achieve Diploma
SS
ycle
SD
ST
16 Credits
3
SO
CSI
P&R
O&S
M&C
D&O
m
rea
St
Lifec
15 Credits
3
Managing Through the Lifecycle
ity
bil
pa
Ca
Stre
am
Practical Focus on Process

Capabilities
Service Management Lifecycle

Focus
ITIL Service Lifecycle Modules
ITIL Service Capability Modules
2 Credits
ITIL Foundation for Service Management
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Page 4 of 35
ADTEK 2007
18 November 2007
General Concepts ISO 20000

Service Delivery Processes
Capacity Management
Service Continuity and
Availability Management
Service Level Management

Service Reporting
Information Security
Management
Budgeting and Accounting
for IT Services
Control Processes
Configuration Management
Change Management
Release Processes
Relationship Processes
Resolution Processes
Incident Management
Business Relationship
Management
Problem Management
Supplier Management
Release Management
Source: BSI, based on the process diagram in ISO/IEC 20000
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Page 5 of 35
ADTEK 2007
18 November 2007
General Concepts - Functions

"A function is a team or group of people and the tools they use to perform
one or more processes or activities."
Functions:

Provide structure and stability to organizations.
Are self-contained units of organizations, with their own

capabilities and resources.
Rely on processes for cross-functional coordination and control.
Have their own knowledge base, built from experience.
Can result in functional silos if there is a lack of coordination or an

inward focus.
Info@qaimea.com
Page 6 of 35
ADTEK 2007
18 November 2007
General Concepts - Roles

A role is the set of responsibilities, activities, and authorities defined in a process and
assigned to a person or team.
Problem Analyst Role
Change Initiator Role
Incident Support Level 2 Role
LAN Manager Functional

Job Title
Incident Support Level 2 Role
Network Manager Functional Job Title

Info@qaimea.com
Page 7 of 35
ADTEK 2007
18 November 2007
General Concepts - Process

A process is a structured set of activities designed to accomplish a
specific objective.
Processes:

Create value for all stakeholders.
Data,
information, and
knowledge
Activity 1
Suppliers
Are examples of closed-loop

systems based on feedback for
self-correcting and reinforcing
action.
Take one or more inputs and turn

them into defined outputs.
Are organized around a set of

objectives.
Include all the roles,

responsibilities, tools, and
management controls (measures
and metrics) to deliver the outputs.
Once defined and documented,

they should be controlled to
ensure repeatable results.
Process
Desired
outcome
Customer
Activity 2
Activity 3
Service control and quality
Trigger
Process control is the activity of planning and regulating a

process, with the objective of performing the process in an
effective, efficient, and consistent manner.
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Page 8 of 35
ADTEK 2007
18 November 2007
General Concepts - RACI

RACI is an example of an Authority Matrix, which can be used within
organizations to indicate roles and responsibilities in relation to processes
and activities.
IT Management
Software
Development
R = Responsible
A = Accountable
C = Consulted
I = Informed
Service
Desk
Operations
Desktop
Support
Incident Management
Customer
1.0 Record the
RFC
2.0 Review the
RFC
Change
Sponsor
Problem Management
Service
Change
Desk
Manager
Change
Coordinator
CAB
ECAB
Change
Builder
Change
Tester
Etc.
Change Management
R
A
Change
Change Manager
Manager Role
Role
3.0 Assess and

Evaluate
Change
R/A
Info@qaimea.com
C/I
Page 9 of 35
ADTEK 2007
18 November 2007
Service Strategy
Description
Service Strategy provides guidance on how to design, develop,

and implement Service Management not only as an organizational
capability, but as a Strategic Asset.
Service Strategy includes the processes of:

Service Strategy
Service Portfolio Management
Demand Management
Financial Management
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Page 10 of 35
ADTEK 2007
18 November 2007
Service Strategy Utility and Warranty

The concepts of utility and warranty are key to understand the customers
perspective of value:
High
Low impact on business

outcomes but with high
certainty
(unbalanced value)
Warranty
Utility
Fit for Purpose functionality

offered by a product or service
to meet a particular need
Warranty
Fit for Use a promise or

guarantee that availability,
capacity, continuity, and
security are all meeting
customer expectations
th
wi s
e
lu bia
va nty
w a
th
Lo arr
wi
e
w
s
lu
a
va y bi
t
w
i
Lo util
Low
Low
Utility
th
wi s
e
lu bia
va ty
gh an
ce
Hi arr
ith
an
w
w
l
ba
ue s
al bia
of
v
ne
gh ility
Zo
H i ut
High impact on business

outcomes but low
certainty
(unbalanced value)
High
Utility is what the customer gets and warranty is

how it is delivered.
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Page 11 of 35
ADTEK 2007
18 November 2007
Service Strategy Capabilities and

Resources
Service Assets are the capabilities or resources of a service provider.
Capabilities = The ability of an organization, person, process, application, Configuration Item, or IT service to
carry out an activity. Capabilities are intangible assets and cannot produce value by themselves, without adequate
and appropriate resources.
Resources = Include IT infrastructure, people, money, or anything else that might help deliver an IT service.
Typically, resources are tangible assets and are relatively easier to acquire than capabilities.
Capabilities
Resources
A1
Management
Financial Capital
A6
A2
Organization
Infrastructure
A7
A3
Processes
Applications
A8
A4
Knowledge
Information
A9
People
A5
People
Organizations use resource and capability assets to create value in the form of goods and services.
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Page 12 of 35
ADTEK 2007
18 November 2007
Service Strategy - Portfolio

The Service Portfolio is initially created in Service Strategy and then moved to
Service Design to architect the service, which eventually becomes part of the Service
Catalogue.
Service Knowledge Management System
(SKMS)
Service Portfolio
The Service Portfolio should contain

information relating to every service and its
current status within the organization and the
Service Lifecycle.
Info@qaimea.com
Service Lifecycle
Service Status:
Requirements
Defined
Analyzed
Approved
Chartered
Designed
Developed
Built
Test
Released
Operational
Retired
Service
Pipeline
Service
Design
Focus
Service
Catalogue
Retired
Services
Page 13 of 35
ADTEK 2007
18 November 2007
Service Design
Description
Service Design provides guidance for the design and
development of services and Service Management processes.
Service Design includes the processes of:

Service Catalogue Management
Information Security Management
Supplier Management
Capacity Management
IT Services Continuity Management
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Page 14 of 35
ADTEK 2007
18 November 2007
Service Transition
Description

Service Transition provides guidance on the development and improvement of

capabilities for transitioning new and changed services into operations.
This translates into how the requirements of Service Strategy, designed by

Service Design, are moved into production while controlling the risk of failure and
disruption.
This includes the management and coordination of the processes, systems, and
functions to package, build, test, and deploy a release into production.
Service Transition includes the processes of:
Change Management
Service Asset and Configuration Management
Release and Deployment Management
In the core book, Service Transition also includes these processes:

Transition Planning and Support
Service Validation and Testing
Evaluation
Knowledge Management
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Page 15 of 35
ADTEK 2007
18 November 2007
Service Operation
Description

Service Operation provides guidance on achieving efficiency and effectiveness in

the delivery and support of services to ensure value for the customer and the
service provider.
Strategic objectives are realized through Service Operations, making it a critical

capability.
Its scope includes:

Services any activity that forms part of a service is included in Service
Operation.
Service Management processes the ongoing management and execution of
many Service Management processes are performed in Service Operation.
Technology all services require some form of technology to be delivered.
People it is people that manage the technology, processes, and services.
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Page 16 of 35
ADTEK 2007
18 November 2007
Service Operation - Continued

Description
Service Operation includes the following processes:

Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
And the following functions:

Service Desk
Technical Management
IT Operations Management
Application Management
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Page 17 of 35
ADTEK 2007
18 November 2007
Continual Service Improvement (CSI)

Description
Continual Service Improvement (CSI) is instrumental guidance in
creating and maintaining value for customers through the better design,
introduction, and operation of services.
CSI is not a phase of the Lifecycle because it has a role throughout the
Lifecycle.
The primary purpose of CSI is to continually align and realign IT
services with changing business needs by identifying and implementing
improvements to the IT services that support business processes.
There are three main areas that CSI needs to address:

The overall health of ITSM as a discipline
The continual alignment of the portfolio of IT services with the

current and future business needs
The maturity of the enabling IT processes for each service in a

continual Service Lifecycle model
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Page 18 of 35
ADTEK 2007
18 November 2007
CSI - Continued
Description
CSI includes the 7-Step Improvement Model process.
CSI also includes these processes:

Service Reporting
Service Measurement
Return on Investment for CSI
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Page 19 of 35
ADTEK 2007
18 November 2007
Service Management Map

RFC
Service
Improvement
RFC
RFC
Guidelines, policies, and

information for the Service
Desk to support Incidents
Usage guidelines, policies, and incentives

to change utilization patterns
RFC
Service
Transition
How service is
utilized
Service Design
How service is
deployed
Possible
Service
Incidents
(Filtering)
How service is
supported
Service
Operation
How service is
delivered
Compensating
resources and RFCs
RFC
Design Limitations
RFC
RFC: Request for Change
Service Strategy
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Objectives, policies, and guidelines
Page 20 of 35
ADTEK 2007
18 November 2007
Life Cycle Processes

V3
Service
Strategy
Process Covered in Foundation Course Material
Service Strategy
SS
Financial Management
SS
Service Portfolio Management
SS
Demand Management
SS
SD
Service Catalogue Management
SD
SD
Capacity Management
SD
Information Security Management
SD
Service Continuity Management
SD
Supplier Management
SD
Change Management
ST
Service Asset and Configuration Management
ST
Release and Deployment Management
ST
Event Management
SO
Incident Management
SO
Request Fulfillment
SO
Problem Management
SO
Access Management
SO
The 7-Step Improvement Model
CSI
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Service
Design
Service
Transition
Service
Operation
Continual
Service
Improvement
Page 21 of 35
ADTEK 2007
18 November 2007
Central Repository
Business Unit B
Business Unit A
Business 1 2
Process
3
Business 4
Process
Service A
Business Unit C
6
Business 7
Process
The
Business
G
E F
D
B C
SLAs
IT
Infrastructure
System
H/W
System
S/W
DBMS
Networks
Environment
Data
Applications
Supporting
Services
OLAs
Supporting
Services
Contracts
The Service Portfolio

Service
Teams
(iii)
(ii)
Support (i)
Team
Status Owner
..
Service A
Supplier
Supplier (i)
(iii)
(ii)
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Service B
Service C
Page 22 of 35
ADTEK 2007
18 November 2007
The Service V Model

Using a model such as the Service V-Model builds in service validation and testing
early in the service Lifecycle.
Service Review Criteria/Plan
Level 1
Define Customer/Business
Requirements
Contract, Service Package, Service Level Package,

Service Provider Interface
1a
Level 2
1b
Service Acceptance Criteria/Plan
Define Service Requirements
Service Level Requirements

Draft Service Level Agreement
2a
Level 3
Design Service Solution
2b
Service Design Package including:

3b
Release Design
Release Plan
Service Release Package Test
4a
Level 5
4b
Develop Service Solution

5a
Component and Assembly Test
Service Component
Build and Test
5b
Levels of Configuration
and Testing
Baseline Point
Service Operational Readiness Test
Service Model
Capacity and Resource Plans
Service Release Test Criteria and Plan
Design Service Release
Level 4
Service Acceptance Test
Service Operational Criteria/Plan
3a
BL
Validate Service Packages,

Offerings, and Contracts
Internal and External Suppliers

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Deliveries from Internal

and External Suppliers
Page 23 of 35
ADTEK 2007
18 November 2007
CIS in the Lifecycle

Requirements
Business/Customers
Service
Strategy
Policies
Strategies
Standards
Architectures
Solution
Designs
Service Portfolio
Service Catalogue
Requirements
SDPs
Service
Design
Service
Transition
SKMS
Tested
Solutions
Transition
Plans
Service
Operation
Operational
Plans
Continual
Service
Improvement
Constraints
Info@qaimea.com
Operational
Services
Improvement
Actions and
Plans
Page 24 of 35
ADTEK 2007
18 November 2007
Transitioning
How do we keep the

momentum going?
What is the vision?
Business Vision, Mission,

Goals, and Objectives
Where are we now?
Baseline Assessment
Where do we want to be?
Measurable Target
How do we get there?
Service and Process

Improvement
Did we get there?
Measurements and
Metrics
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Page 25 of 35
ADTEK 2007
18 November 2007
The Service Gap Model

The following figure identifies the most obvious potential gaps in the Service
Lifecycle from both a business and an IT perspective:
GAP 1
External
External and
and Internal
Internal
Communications,
Communications,
Influences,
Influences, and
and Drivers
Drivers
GAP 2
What
What do
do we
we want?
want?
Experiences
Experiences
GAP 16
GAP 3
What
What do
do we
we need?
need?
GAP 4
GAP 15
GAP 5
Customer
Provider
What
What did
did we
we get?
get?
Perceived
Perceived Service
Service
GAP 13
Service
Service Operation
Operation
GAP 9
GAP 6
GAP 14
GAP 12
Service
Service Transition
Transition
GAP 8
Communication with
with Customers
Customers
Communication
What
What will
will we
we get?
get?
Expected
Expected Service
Service
GAP 11
Service
Service Design
Design
GAP 7
GAP 10
Service
Service Strategy
Strategy
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Page 26 of 35
ADTEK 2007
18 November 2007
Measurements
Consider the following saying about measurements and management:
You cannot manage what you cannot control.

You cannot control what you cannot measure.
You cannot measure what you cannot define.
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Page 27 of 35
ADTEK 2007
18 November 2007
The Role of Measurement

These four factors monitor and measure business value:
Strategy Vision
To Validate
IT Performance
Factual Evidence
To Justify
Your
Measurement
Framework
Target and Metrics

To Direct
To Intervene
Changes and Corrective Actions
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Page 28 of 35
ADTEK 2007
18 November 2007
Balanced Score Card

Financial
Customer
How do shareholders look at

us?
How do customers see us?
(For example, delivery against

the budget)
(For example, customer

satisfaction, on-time delivery, and
service value)
Learning/Innovation
Internal Process
Scorecards
How do we judge ourselves?

(For example, process
orientation and quality)
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Can we continue to improve and

create values?
(For example, employee
knowledge and technical
infrastructure)
Page 29 of 35
ADTEK 2007
18 November 2007
Why Change?
Service Automation Then And Now
Gas Station
How has filling up gas at

the corner station changed
in the past 10 years?
ATM
How has ATM banking

changed in the past 10
years?
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Airport Check-In
How has checking in

for your flight at the
airport changed in the
past 10 years?
Page 30 of 35
ADTEK 2007
18 November 2007
The Challenges
Keeping
KeepingIT
ITRunning
Running
Value
Value
Costs
Costs
Mastering
MasteringComplexity
Complexity
Aligning
AligningIT
ITWith
WithBusiness
Business
Organization
IT Resources and Expenses
Regulatory
RegulatoryCompliance
Compliance
Security
Security
Info@qaimea.com
Page 31 of 35
ADTEK 2007
18 November 2007
IT Governance: Focus Areas
IT Governance
Strategic
StrategicAlignment
Alignment
Value
ValueDelivery
Delivery
Risk
RiskManagement
Management
Resource
ResourceManagement
Management
Performance
PerformanceMeasurement
Measurement
Info@qaimea.com
Page 32 of 35
ADTEK 2007
18 November 2007
Specific
ISO/IEC
27001/2
ISO/IEC
20000
General
eTOM
CMMI
ITIL
eSCM
Low (Process Improvement)
CobiT
Six Sigma
ISO/IEC 9000
DQA / SKQA
Holistic
Relevant to IT
Standards and Frameworks
Malcolm Baldrige Award
EFQM
Scorecards
Moderate
High (Business Transformation)
Improvement Goal
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Page 33 of 35
ADTEK 2007
18 November 2007
Summary
Understand where you are today

What are the business drivers
What are the IT drivers
Plan for organizational transformation
Plan for people transition
Plan to celebrate
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Page 34 of 35
ADTEK 2007
18 November 2007
Questions?
Other Best
Practices
Certified
Training
ITIL
International
Standards
ITIL = Information Technology Infrastructure Library

Info@qaimea.com
Page 35 of 35

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ADTEK 2007

The 2nd Abu Dhabi IT Services Forum

P J Corum, CSQA, CSTE, ITSM

Quality Assurance Institute Middle East and Africa FZ-LLZ

Quality Assurance Institute Middle East and Africa FZ-LLZ

The Version 3 Environment

ITIL = Information Technology Infrastructure Library

ITIL Qualification Scheme

ITIL Diploma Achieved

Managing Through the Lifecycle

Practical Focus on Process

Service Management Lifecycle

ITIL Service Capability Modules

ITIL Foundation for Service Management

Quality Assurance Institute Middle East and Africa FZ-LLZ

General Concepts ISO 20000

Service Level Management

Source: BSI, based on the process diagram in ISO/IEC 20000

Quality Assurance Institute Middle East and Africa FZ-LLZ

General Concepts - Functions

Provide structure and stability to organizations.

Are self-contained units of organizations, with their own

Rely on processes for cross-functional coordination and control.

Have their own knowledge base, built from experience.

Can result in functional silos if there is a lack of coordination or an

Quality Assurance Institute Middle East and Africa FZ-LLZ

General Concepts - Roles

Problem Analyst Role

Change Initiator Role

Incident Support Level 2 Role

LAN Manager Functional

Incident Support Level 2 Role

Network Manager Functional Job Title

General Concepts - Process

Create value for all stakeholders.

Are examples of closed-loop

Take one or more inputs and turn

Are organized around a set of

Include all the roles,

Once defined and documented,

Quality Assurance Institute Middle East and Africa FZ-LLZ

Process control is the activity of planning and regulating a

General Concepts - RACI

3.0 Assess and

Quality Assurance Institute Middle East and Africa FZ-LLZ

Service Strategy provides guidance on how to design, develop,

Service Portfolio Management

Quality Assurance Institute Middle East and Africa FZ-LLZ

Service Strategy Utility and Warranty

Low impact on business

Fit for Purpose functionality

Fit for Use a promise or

High impact on business

Utility is what the customer gets and warranty is

Quality Assurance Institute Middle East and Africa FZ-LLZ

Service Strategy Capabilities and

Service Strategy - Portfolio

The Service Portfolio should contain

Quality Assurance Institute Middle East and Africa FZ-LLZ

Service Level Management

Service Catalogue Management

Information Security Management

IT Services Continuity Management