Michael McCarthy

1
The 7 Immutable Laws ofIT Service ManagementA
Practical Approach to ITIL

• Michael McCarthy
• Director of Strategy
• IBM Tivoli Software
• September 19, 2005

2
IT Organizations Are Under Pressure

• ChangeMarket demands, workloads, service levels

• ComplexityHeterogeneous resources, silos,
  composite applications

• Compliance Regulations, security, audit
  capabilities

• CostManagement and administration

3
Todays Approach Doesnt Cut It

• IT Service Management
• Manage IT as a business

On Demand

• Systems Management
• Manage IT as cost center

Business Environment

• Resource Management
• Manage IT as technology

Traditional
Technology Focus
Business Focus
IT Management Focus
The process-based service delivery model is
overtaking asset silos. This delivery model is
still very much focused on efficiency, but
concentrates on the end-to-end cost and
optimization of processes, rather than assets. It
therefore resolves the coordination,
accountability predictability weaknesses of the
silo model. Choose the Right IT Service
Management Model, 2 August 2005, by Colleen M.
Young, Gartner
4
IT Service Management
People
Technology

• Governance
• Roles, Teams, Organization in clearly understood
  roles

• Infrastructure Management technologies for
  resilient servicesAutomation integration

Technology
IT Service Management
Information
People
Processes
Process
Information

• Integrated to enable increased value add from
  IT Services
• Automation of process and service workflows to
  reduce costs increase reliability

• Standardized, federated, accessible information

5
Challenges and Pitfalls

• Sticking to it giving up too soon
• Leveraging current management investment
• Treating ITSM as a paper-only exercise
• Lacking focus too broad of an approach
• Getting caught up in the hype of a particular
  product vs. taking a solutions view
• Failing to measure so as to improve

6
And Now The 7 Immutable Laws
The Law of Integration Knowledge Quick
Wins Sponsorship Recycling Automat
ion Expertise
A Journey To IT Business Alignment
7
The Law of Integration
A chain is only as strong as its weakest link.

• Alignment of business and IT
• Integration of people, process, technology and
  information
• Servers, storage, networking, applications, etc.
• ITLM Application development and operations
• Open standards

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The Law of Knowledge
What you dont know can kill you.

• Configuration Management Database (CMDB)
• Change a necessary evil
• Relationships connecting the dots
• Measurements!

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The Law of Quick Wins
Boiling the ocean is a recipe for disaster.

• Utilize a step-wise approach using modular open
  components
• Consider processes with highest degree of IT
  labor inefficiency
• CMDB a bridge technology
• Also consider simplifying the infrastructure
  (virtualization)

10
The Law of Perseverance
Theres an irresistible urge to move to the next
thing.

• This will not be easy it takes commitment
• Sponsorship is critical
• Without funding, the effort will whither on the
  vine
• Establish focus, demonstrate quick time to value
• Failure is to be expected and learned from

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The Law of Recycling
Theres gold in them there hills.

• Beware of the rip-and-replace strategy
• Practical ITSM requires use of existing
  management tools in a more structured and
  efficient way
• Need to explicitly map operational capabilities
  of current tools to processes
• Demands an standards / open-based architecture

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The Law of Automation
Even smart humans are slow and make mistakes.

• Management task automation is necessary but not
  sufficient
• Must be able to automate the processes
• Common approach to IT and business process
  automation
• Paper has a short shelf life
• You cant automate everything

13
The Law of Expertise
Beware of sales people selling snake oil.

• Vendors are coming out of the woodwork
• Natural market euphoria leads to over-promising
  without ability to deliver
• Look for ... expertise in both management and
  process, proven technology and proven ability to
  deliver

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Accelerator for Service Management for
orchestration and provisioningreduce costs,
improve resource utilization and increase service
levels
Operator initiated Provisioning

• Optimize IT infrastructure
• Shorten time to value increase ROI
• Improve the ease of building and deploying
  workflows
• Enhance Customer Experience and Product Usability

• Operator uses one-button to provision servers
• Used for building new servers and rebuilding test
  environments

Event Driven Provisioning

• Event external to Tivoli Intelligent Orchestrator
  (TIO) automatically triggers server provisioning
• Used to respond to availability or performance
  issues

Fully Orchestrated Provisioning

• TIO detects performance problem and automatically
  provisions based on business policies

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Sample Customer Citrix Build Process (Before)
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Sample Customer Citrix Build Process (After)
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Conclusion
IT Service Management holds the promise of
significant improvement in IT operational
efficiency and effectiveness but Presents
challenges that, if not properly managed, can
minimize the value of the effort.
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The 7 Immutable Laws ofIT Service ManagementA
Practical Approach to ITIL

• Michael McCarthy
• Director of Strategy
• IBM Tivoli Software
• September 19, 2005