HP Presentation Presentation Tutorial

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HP Software Universe Hamburg, Germany 12th -
14th November
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HP Software Universe Service Management in 30
Days

• Cornelis A. Winkler Prins
• senior consultant partner
• Service Management Partners, Inc.
• and
• Geoff Evans
• director
• Partners in IT

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The Industrys Perception

• IT Service Management has been around since
  theearly 1980s.
• The IT industry has learned a lot from its
  experiencewith Service Management.
• Service Management is now considered essential
  without it,it is very difficult to control the
  level and cost of IT services.
• Unfortunately, many Service Management
  implementationshave failed, or had limited
  success.

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Contents

• This presentation will review
• History of the 30-day implementation
• Major risk factors
• How these risks can be eliminated
• How this makes a 30-day implementation possible
• What customers should not accept from consultants
• In conclusion, 3 case studies will be reviewed,
  which havehelped develop the 30-day
  implementation proposition
• The cases are
• Accenture / Medicines and Healthcare products
  Regulatory Agency
• Manchester Airport
• Steria / Defence Information Infrastructure

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History
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History
30 days
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Risk Elimination
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Risk Factors

• There are several reasons why Service Management
  implementations fail
• Lack of senior management commitment
• Unable to reach consensus on process definitions
• Processes cannot be supported by a tool
• Tool customization takes too long
• Resistance from IT specialists
• Inadequate training of IT specialists

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Risk Elimination

• Lack of Senior Management Commitment
• Do not start a Service Management implementation
  until senior management understands its
  importance and is willing tosupport it.
• Ask senior management to send an e-mail to all IT
  managersand specialists. This e-mail must state
  the commitment of senior management to Service
  Management.

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Risk Elimination

• Unable to Reach Consensus on Process Definitions
• Use a detailed set of field-proven processes to
  get started
• Set-up a board that will review and approve
  improvementrequests after the organization has
  had some experiencewith the processes (and the
  supporting tool)
• This completely eliminates the process definition
  phase ofthe Service Management implementation

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Risk Elimination

• Processes Cannot be Supported by a Tool
• Ensure that the field-proven processes can be
  supportedby a Service Management application
• Do this before starting the implementation project

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Risk Elimination

• Tool Customization Takes too Long
• Ask for a preconfigured database for the Service
  Management application
• This database should contain all settings to
  ensure that theService Management application
  can efficiently support thefield-proven
  processes.
• This completely eliminates the tool customization
  phase ofthe Service Management implementation

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Risk Elimination

• Resistance from IT Specialists
• Ensure that the specialists receive an e-mail
  from senior management indicating senior
  managements commitmentto Service Management
• Provide specialist with practical instructions,
  ratherthan academic guidelines
• Make these instructions readily accessible on the
  organizations intranet, rather than handing out
  thick process documents
• Give the specialists a tool
• that is pleasant to work with
• of which the GUI can be personalized

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Risk Elimination

• Inadequate Training of IT Specialists
• Because training is normally provided towards the
  end of the implementation project, it is often
  compromised because
• the deadline needs to be met
• there is not enough budget left
• Avoid this by eliminating the process definition
  and the tool customization phases
• Minimize the training effort required by ensuring
  that
• the processes are common sense, rather than
  anintellectual challenge
• that the terminology used to describe the
  processesis not confusing (e.g. incident /
  problem)
• the tool is configured to prevent people from
  making mistakes

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Risk Elimination

• Summary
• Ask senior management to send an e-mail to all
  specialists stating its commitment to Service
  Management
• 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
• use easy to understand terminology
• Obtain a preconfigured database with tool
  settings for completeand efficient support of
  the processes

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Benefits

• Apart from eliminating all major risks, the
  benefits are
• Process definition phase eliminated
• Significant time savings (approx. 60 days)
• Significant cost savings (external process
  consultant)
• Avoids internal arguments and frustration
• Avoids unsatisfactory compromises
• Tool customization phase eliminated
• Time savings (appox. 10 days)
• Cost savings (external tool consultant)
• Implementation project team can concentrate on
  training

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Result

• A Service Management implementation project can
  be completed in 30 days
• A major portion of this time is dedicated to
  training
• Because the processes, the tool, and the
  implementationplan are field-proven, and because
  all major risk factors are eliminated, the
  implementation is always successful

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Cant we just use ITIL ?
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ITIL

• The IT Infrastructure Library (ITIL) provides the
  guidelines for organizations that want to define
  their Service Management processes. It does not
  provide the processes themselves.
• Even the processes are not enough, however. They
  will need to have detailed work instructions
  behind them to provide a practical benefit to the
  people who are expected to follow the processes.
• Naturally, ITIL also does not provide tool
  settings.
• Hence, ITIL is not enough. Organizations are
  still expected to do a lot of work.

Theory
Guidelines
Processes
GAP
Procedures
Work Instructions
Tool Settings
HP OpenView Service Desk
Service Management Tool
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External Experts
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Hiring External Experts

• Before you hire external Service Management
  experts
• Review their processes
• Ensure that the processes come with detailed work
  instructions (steerclear of 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 shouldknow 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, andwill result in a 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 thisbefore, 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.

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Case Studies
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Learning from Experience

• Accenture forMedicines and Healthcare products
  Regulatory Agency (MHRA)
• Manchester Airport
• Steria forDefence Information Infrastructure
  (DII)

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Accenture forMedicines and Healthcare products
Regulatory Agency

• Outsource contract began Jan 1st 2003
• Required integrated helpdesk by 1st April
• Also required full operations management(OVOW,
  NNM, etc.)
• Started 15th January. Finished 31st March
• APM modification and agreement 50 days
• Implementation 30 days
• Learning ExperienceAPM does not need
  modification and agreementcan be achieved before
  the project starts

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Britains 3rd largest Airport

• All OpenView products previously
  purchasedcovering Operations Management
  andService Desk
• APM introduced at start of engagement
• Investment made in communication in Project
  kick-off
• All products implemented within agreed timescales
• Service orientation and business to IT alignment
• Role changes required more work
• Learning Experience Preparation is critical and
  you cannot communicate too much.

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Britains largest IT project
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Britains largest IT project DII

• All processes defined before the engagement
• About to be reviewed by consultancy at 40K
• APM accepted instead and it goes a lot further
• Tight contractual timescales met
• Reporting definition was a big job
• Learning Experience
• 1). The APM saves 6 months and a lot of money
• 2). Reporting can be a project in its own
  right

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Conclusion
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30 day service management proposition

• Best practice is the goal
• Get the technology and the processes in place as
  fast as possible
• Put all your effort into making the team achieve
  best practice results

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More Information