10 Years of IT Service Management

1. 10 YearsofIT Service Management Cornelis A. Winkler Prins senior consultant & partner Service Management Partners, Inc.

2. Contents • How IT Service Management started. • What did we learn? • What are the major risks? • How to avoid these risks. • How this saves customers money. • Case studies. • Why ITIL is not enough. • What not to do when hiring consultants.

3. The Start of Service Management • The 1st products that supported more than just the help desk were release in the 1980s. • The IT Infrastructure Library (ITIL) modules were published in the late 1980s and early 1990s. • By the middle of the 1990s the first group of organizations had already tried to implement ITSM processes based on ITIL. • Let’s see what we have learned in the 10 years that followed.

4. What did these Organizations Learn? • Service Management is essential; without it, it is very difficult to control the level of service and IT spending. • Unfortunately, many Service Management implementations have failed, or had limited success.

5. So why was the success rate so low? • Lack of senior management commitment. • Unable to agree on process definitions. • Processes cannot be supported by a tool. • Tool customization takes too long. • Resistance from IT specialists. • Inadequate training of IT specialists.

6. Risk Avoidance • Ask senior management to send an e-mail to all specialists stating its commitment to ITSM. • Obtain a set of processes to eliminate the process definition phase. • Ensure that the processes: • are field-proven, • are common sense, • provide practical instructions that are readily accessible for reference, and • use easy to understand terminology. • Obtain a preconfigured database with tool settings for complete and efficient support of the processes.

7. The Standard Implementation Plan • Covers the implementation of the Service Support processes. • Allows for the customization of the processes and the tool settings. • Takes approximately 12 weeks to complete.

8. Benefits of this Approach • Save 4 to 6 months during the process definition phase. • Save 2 to 4 weeks of tool configuration effort. • Risk of failure is essentially eliminated. • IT support staff has received sufficient training.

9. 6 Months 5 Months 4 Months 3 Months 1999 2000 2001 2002 2003 • Result of this Approach 30 days

10. Case Study 1 - Accenture for the Medicines and Healthcare products Regulatory Agency • Accenture won outsourcing contract January 01, 2003. • Required integrated help desk by April 01, 2003. • Implementation started on January 15, 2003. • Implementation was completed on March 31, 2003. • It took 50 days to agree on the customization of the Alignability™ Process Model. • After that, the implementation took 30 days. • Learning Experience:The Alignability™ processes do not need to be modified.

11. Case Study 2 - ChoicePoint • Already implemented HP OpenView Service Desk for Help Desk and Change Management processes in 2003. • Desired: HP OpenView Service Desk used to support the Incident, Problem, Configuration, Change and Service Level Management processes. • Implementation started June 01, 2004. • Implementation end date August 06, 2004. • Official project deadline September 30, 2004. • Number of concurrent users in scope: 100. • Total Consulting Days: 43.

12. Case Study 2 - ChoicePoint “Having had the experience of implementing some of the service management processes the conventional way, we immediately recognized the benefits of the Alignability™ Process Model when we saw it. Rather than continuing with the definition of the remaining processes, we managed to save a lot of time by starting over again with the Alignability™ Process Model.” Name: Ms. Krissi Rouquie Position: Director, Enterprise Applications Company: ChoicePoint

13. Case Study 3 - Daikin Europe “We have successfully introduced 5 core ITSM processes (Incident, Problem, Configuration, Change and Service Level Management) in only 10 weeks. The solution from Siemens Business Services, based on HP OpenView Service Desk and the Alignability™ Process Model, provided us with the fastest possibleimplementation time and best ITIL / ITSM process experience.” Name: Mr. Geert Monserez Position: Co-Department Manager, Information Systems Department Name: Mr. Jan Wildemauwe Position: Co-Department Manager, Information Systems Department Company: Daikin Europe N.V.

14. ® • Why can’t we just use ITIL? • The IT Infrastructure Library (ITIL)provides the guidelines fororganizations that want to definetheir service managementprocesses. It does not provide theprocesses themselves. • Even the processes are not enough,however. They will need to havedetailed work instructions behindthem to provide a practical benefitto the people who are expected tofollow the processes. • Naturally, ITIL also does not providetool settings. • Hence, ITIL is not enough.Organizations are still expected to do a lot of work.

15. Before Hiring Consultants • Review their processes Ensure that the processes come with detailed work instructions (steer clearof high-level models). Ensure that the work instructions specify how the tool should be used. • Ask them which tool they recommend Do not pay for a tool selection. They are the experts; they should know from experience which tool is best for you. Ask to see their tool settings that support their processes. • Make sure that they do not change your organizational structure This is hardly ever necessary. It will only cost a lot of money, and will result ina lot of organizational unrest. • Ask for a detailed project plan as part of their proposal Do not pay for the development of a project plan. If they have done this before,they should be able to provide this to you. • Ask for a fixed price If they do not want to implement for a fixed price, the risk is probably too high.

16. References • Already more than 100 organizations in over30 countries have followed this approach. • All of these ITSM implementations have been successful. • Please visit the “Testimonials” section of the www.alignability.com web site to read throughmore responses from organizations that have already used these principles to implement their ITSM processes.