© 2006 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

1. HP OpenView Service Desk+ Alignability Process Model= ITIL Out of the Box?Marc Gumbold, ITC GmbHTutorial id: fr-0900/4 Imaginethe future. Let’s make it happen. © 2006 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice

2. Questions • In a medium-size IT organisation (< 100 staff), can yousuccessfully implement ITIL processes „out-of-the-box“? • „out-of-the-box“ means: ready-to-use ITIL process model and ready-to-use, corresponding tool configuration. • How long would it take? • How good are the processes implemented? • What are real-life experiences made byM. DuMont Schauberg (newspapers, books)?

3. M. DuMont Schauberg, Cologne

4. M. DuMont Schauberg, Cologne • Newspaper production is 100% IT. • IT organisation at M. DuMont Schauberg, “Systemtechnik”: • approx. 70 employees, also covering application support • delivering IT availability 7 days per week • 2000 PCs, > 200 heterogeneous servers • not only newspaper business, also support of other companies of the group, e.g. DuMont Buchverlag • additionally substantial external customers, both within (Bonner Generalanzeiger) and outside industry (hotel, insurance company)

5. M. DuMont Schauberg, Cologne Initial Situation • Self-developed help desk tool, focussed on working on client PC problems. • No ITIL processes. • Major ITIL thoughts (thinking in IT services, effiency gain = cost reduction) found favour within IT management. • However precise instructions where sought for IT staff to work with(ITIL provides more „what“ than „how“). • Quick wins were essential. Otherwise the subject would loose momentum, and would die. Goal was to build a foundation very rapidly, in order to letIT staff realise benefits very soon – and be able to further add to it later on. • Lowest possible burden on IT employees caused by theory.

6. ITIL “Out of the Box”

7. ITIL „Out of the Box“ We use AlignabilityTM from Service Management Partners, Inc. Alignability is an ITIL-basedprocess model, is delivered with correspondingtool settings, and requires a certain implementation method.

8. Alignability: Process Model The Alignability Process Model providesfield-proven processes for the delivery and supportof IT services.

9. Alignability: Process Model, Role Model

10. Alignability: Tool Settings • The Alignability Process Model is available with tool settings for HP OpenView Service Desk and ServiceCenter. • The tool settings… … are used to automatically configure the customer’s service management application to optimally support the Alignability processes. … help avoid data entry mistakes and ensure that all audit requirements are met. … can be adjusted by customers to maintain the Alignability Process Model. • The Alignability Process Model is anHP OpenView Authorized Product.

11. „ITIL Out of the Box“ Benefits Lower your learning curve • Alignability combines the learnings from more than 100 service management implementations in over 30 countries. Eliminate process definition risk & effort • Reduce duration of definition of Service Support processesby 4 to 6 months. • Risks: Endless discussions, frustration, self-appointed ITIL gurus, … • Example, large German retailer: Realisation of Change Managementtook approx. 200 mandays. Eliminate tool configuration risk & effort • Save 20-40 (or more) mandays of tool configuration. • Eliminate risk of developed processes not being fully supported by service management application.

12. „ITIL Out of the Box“ Benefits Web portal with 4-level structure allows quick navigation(max. 3 mouse clicks), and provides detailled“Work Instructions” for tool use on level 4. • Higher degree ofuser-acceptance. • Reduction in trainingrequirement from anaverage of 2 full daysto just 1 day per person.

13. Alignability: Standard Implementation Plan • Covers the implementation of the Service Support processes. • Allows for the customization of the Alignability Process Model and the service management application settings. • Takes approximately 12 weeks to complete.

14. Alignability: Implementation Prerequisites Examples of prerequisites that are required to be able to successfully complete the service management implementation: • Unconditional Management (CIO) Support. • Manager of support groups participate in process workshops. • Participants of process workshops are empowered to make decisions. • Decisions made during the workshops do not require subsequent approval, and are binding until one month after the transfer to production. • Manager of support groups form initial CAB. • Employees and long-term contractors will attend the awareness sessions, the workshops and training courses. • Accurate and complete CMDB data is provided by the organization.

15. Does it Work in Real Life?

16. Project „IT Service Management Implementation“ June to September 2006, in parallel to any daily duties. Implementation of all ITIL Service Support processes with Alignability and HP OpenView Service Desk 4.5. Establishment of an ITIL-compliant Service Desk. Migration of all data available in the help desk. Project team: 3 persons of M. DuMont Schauberg staff, 1 consultant. Effort approx. 30 days of external consulting approx. 80 mandays of M. DuMont Schauberg approx. 5 days of training for 60 IT staff IT staff has been ITIL Foundation-trained was of some help, but looking back was not essential Alignability at M. DuMont Schauberg

17. Alignability at M. DuMont Schauberg Results 1/3 • Transparency gain on internal work flows • for every single employee • for the head of group • for IT management • less ping-pong effects, more clear responsibilities/accountabilities • ITIL Service Desk providing support for all IT Services

18. Alignability at M. DuMont Schauberg Results 2/3 • Incident Management • introduced very completely • high breadth covering all IT groups • highly accepted by IT staff • users only hardly refrain from beloved „hey joe“ support • Problem Management and Change Management • substantially better than before • still mostly driven by single persons • working relationships problems:incidents, changes:problems, incidents:changes

19. Alignability at M. DuMont Schauberg Results 3/3 • Configuration Management • rudimentary, but constantly improving • incident closure forces CI entry • guessed 5-10% of incidents without CI (caused by ignorance), but percentage decreasing, substantially better than before! • From the very start IT service hierarchies have been part of the CMDB: business services, operational services, applications, client PCs, servers, … • Very solid base for Service Level Management and Financial Management: • established service catalog • service hierarchies • attributable costs

20. How good are the processes?

21. Measuring Process Quality • ITIL (v2) does not provide a maturity model. • CobiT defines … … a maturity model, similar to CMMI, but already specifically adapted to each process. … 34 IT processes across four domains – covering a substantially broader scope than ITIL Service Support and Service Delivery. … a range of Control Objectives for every process, highlighting important aspects within every process. … KPIs (Key Perfomance Indicators) and KGIs (Key Goal Indicators) for measuring performance and goal achievement of processes. … „what“ („best practice“) even less than ITIL. CobiT focusses on auditing and revision aspects. • We use CobiT 4.0 as a tool for measuring the maturity level of an ITSM implementation.

22. CobiT 4.0: Maturity Model • Assessment of IT process capability. • Specifically worded for each of the 34 CobiT processes. • Levels 0 to 5 0: non-existing 1: initial/ad-hoc 2: repeatable, but intuitive 3: defined 4: managed and measurable 5: optimised AI 6 – Manage Changes … 3 Defined Process when There is a defined formal change management process in place, including categorisation, prioritisation, emergency procedures, change authorisation and release management, and compliance is emerging. Workarounds take place and processes are often bypassed. Errors may still occur and unauthorised changes occasionally occur. The analysis of the impact of IT changes on business operations is becoming formalised, to support planned rollouts of new applications and technologies. … From: CobiT 4.0 – Control Objectives, Management Guidelines, Maturity Models, ITGI 2005

23. Alignability meets CobiT

24. Alignability meets CobiT • Alignability is a process model, with corresponding tool settings and an implementation method. • CobiT provides a process maturity model. • There is no such thing like a maturity level for a process model. • A CobiT maturity level for selected CobiT domains and processes can be assessed for an IT organisation having implemented Alignability. •  Assessment of an IT organisation that has implemented Alignability Service Support, regarding reached CobiT maturity level, and coverage of CobiT Control Objectives.

25. Alignability meets CobiT

26. Alignability Service Support meets CobiT

27. CobiT Maturity Levels atM. DuMont Schauberg • In this analysis we consciously cover only those CobiT processesat M. DuMont Schauberg, which have been touched by the Alignability implementation. • Our objective is to learn about maturity levels that are influenced by the Alignability implementation. • Bearing in mind that other CobiT processes, especially from domain Plan & Organise, are covered at M. DuMont Schauberg as well, but are not part of our assessment. • Up to now implementation of Service Support – Service Delivery implementation at M. DuMont Schauberg is planned. • Assessment of maturity levels happened before and after the„ITSM Implementation“ project.

28. CobiT Maturity Levels atM. DuMont Schauberg Define the IT Processes, Organisation and Relationships Monitor and Evaluate IT Performance Average basedon CobiT 4.0 Online Benchmarks Change Management M. DuMont Schauberg before Release Management Problem Management Configuration Management Service Level Management Incident Management, Service Desk Identify and Allocate Costs

29. CobiT Maturity Levels atM. DuMont Schauberg Define the IT Processes, Organisation and Relationships Average basedon CobiT 4.0 Online Benchmarks Monitor and Evaluate IT Performance Change Management M. DuMont Schauberg before M. DuMont Schauberg after Release Management Problem Management Configuration Management Service Level Management Incident Management, Service Desk Identify and Allocate Costs

30. C D A P Alignability at M. DuMont Schauberg Next Steps Measure and Improve: • Evaluation of gathered data in order to achieve continuous improvement of implemented processes. Enter Service Delivery: • Service Level Management: • Use established base (service catalog, strict IT service orientation inService Support processes) to expand:Implement SLM process, add customer focus. • Integrate with existing Financial Management for IT Services: • Facilitate laborious cost charging with external customers. • Integrate with business controlling (SAP integration). • Establishment of a web-based „Service Shop“ for LOBs — today a Word form.

31. CobiT Maturity Levels atM. DuMont Schauberg Define the IT Processes, Organisation and Relationships Average basedon CobiT 4.0 Online Benchmarks Monitor and Evaluate IT Performance Change Management M. DuMont Schauberg before M. DuMont Schauberg after Release Management Problem Management M. DuMont Schauberg easy achievablewith next steps Configuration Management Service Level Management Incident Management, Service Desk Identify and Allocate Costs

32. Answers • In a mid-size IT organisation (70 employees)it is very well possible and reasonable to implement ITIL processes „out of the box“. • Viable Service Support processes and a functioningITIL Service Desk can be achieved in 12 weeks of time. • CobiT maturity levels between 2 and 4 can be achieved. • With moderate further effort, CobiT maturity levels beyond 4 are achievable. • M. DuMont Schauberg made good experiences with this way of implementing ITIL, and is looking forward to the next steps.

33. We love to put ITSM into practice: ITC GmbH Bad Meinberger Straße 1 32760 Detmold, Germany +49 52 31 95 45 00 info@itc-germany.com http://www.itc-germany.com/ CobiT: ITGI: IT Governance Institute ITGI http://www.itgi.org/ ISACA: Information Systems Audit and Control Associationhttp://www.isaca.org/  CobiT Online 4.0, Benchmarks, … ITIL: http://www.itil.co.uk/ Alignability: http://www.alignability.com/ info@alignability.com Service Management Partners, Inc. 24537 Scooter Bug Lange Auburn, CA 95602 U.S.A. contact@it-smp.com http://www.it-smp.com/ HP OpenView Service Desk, HP OpenView ServiceCenter: http://openview.hp.com/ http://openview.hp.com/solutions/csd/ Actors ITIL is a registered trademark of the Office of Government Commerce.CobiT is a trademark of the Information Systems Audit an Control Associationand the IT Governance Institute.Alignability is a trademark of Service Management Partners, Inc.

34. Thank you.Have a safe trip home. Imaginethe future. Let’s make it happen.

35. BACKUP SLIDES

36. AI6: Manage ChangesDS8: Manage Service Desk and IncidentsDS9: Manage the ConfigurationDS10: Manage Problems • Completely covered by Alignability implementation. • Thus immediate maturity levels of 3 to 4. • These are the „low-hanging fruits“! • Control Objectives: • AI6: 5 out of 5. • DS8: 4 ½ out of 5. • DS9: 2 out of 3. • DS10: 3 ½ out of 4.

37. PO4: Define the IT Processes, Organisation and Relationships • Alignability implementation contributes massively to PO4:Defined ITIL processes, defined role model. • PO4 coveres the breadth of the whole IT. It also defines processes and organisation of areas not covered by ITIL Service Support und Service Delivery. • Our maturity assessment therefore is limited to the coverage of ITIL Service Support. • Within this scope we obtain a maturity level of almost 3.

38. DS1: Define and Manage Service Levels • Within the M. DuMont Schauberg project, Service Level Management (SLM) has not yet been implemented as a process. • However the focus of all implemented Service Support processes areIT services: • Incidents are prioritised based on service levels. • Allocation of activity costs to IT services. • Dependency of IT services on CIs (and their investment costs). • Therefore a service catalog has been created from the start, based on the Alignability templates (covering Control Objective DS1.2). • Service levels have been defined, but still only unilaterally by IT. • Even without SLM process this area improved up to maturity level 2. • Improvement up to maturity level 3+ will be obtained by implementing Service Level Management process as next step.

39. DS6: Identify and Allocate Costs • Alignability provides a cost model for attribution of all activities and investments to IT services (covering Control Objective DS6.1) • Alignability implementation provides the base for accounting in the sense of Financial Management for IT Services (Control Objective DS6.2) • Evaluation (as necessary for charging) is part of the process Financial Management for IT Services, and has not yet been covered in the M. DuMont Schauberg project. • Despite still lacking a defined Financial Management process a maturity level of 3 can be obtained for DS6.

40. ME1: Monitor and Evaluate IT Performance • By implementing Alignability the area of Service Support processes becomes measurable and evaluable. • ME1 coveres the breadth of the whole IT. It also defines processes and organisation of areas not covered by ITIL Service Support und Service Delivery. • Our maturity assessment therefore is limited to the coverage of ITIL Service Support. • Within this scope we obtain a maturity level of 2. • The maturity level is not higher, because measurement data ist gathered, but not yet evaluated.

41. Perspective on Service Delivery