Best Practices by Malcolm Fry

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Best Practicesby Malcolm Fry

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Consequences..
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Consequences..
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Consequences..
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Consequences..
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Operational excellence counts

• Do more with less
• Demonstrate value
• Enable business success factors
• Do it well and do it once
• Continuous improvement targets
• Embrace all three business strata
• Strategic
• Tactical
• Operational
• Align IT with the business

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Deming the inspiration
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Technology Profit Triangle
Soon
Now
Then
Business Penetration
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IT as Business Enablers

• Increase the competitive edge
• Revolutionize business processes
• Increase potential profit margins
• Reduce business overheads
• Improve revenue flows
• Target precise audiences
• Provide outstanding management information
• A leaner, faster business machine

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Organizational Roles
Strategic
Operational (TCO)
Tactical (ROI)
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ROI TCO
Project Benefits - Costs
Capacity Availability Contingency Finance SLM
TCO
ROI
ROI
Incident Problem Change Config. Release
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Typical process flow
Metric, Standard or Control point
Metric, Standard or Control point
Work Instructions
Work Instructions
Input
Activity
Activity
Other IT and Business Processes
Other IT and Business Processes
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Example of Incident Management flow
All incidents to be resolved by Support Groups
within priority timings
100 of the time escalation is to the correct
Support Group
Procedure to perform the escalation procedure
Procedure for checking that incident is resolved
An Incident that cannot be resolved by the SD
The incident is returned to the SD as resolved
Incident record details are completed
The Incident is to be escalated
Check that the incident is resolved
Initiate Business Contingency Processes
Feedback from Business Contingency Process
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Process ownership
100 of the time escalation is to the correct
Support Group
All incidents to be resolved by Support Groups
within priority timings
Industry Reference Models
Procedure to perform the escalation procedure
Procedure for checking that incident is resolved
COBIT
An Incident that cannot be resolved by the SD
The incident is returned to the SD as resolved
Incident record details are completed
The Incident is to be escalated
Check that the incident is resolved
ITIL
Initiate Business Contingency Processes
Feedback from Business Contingency Process
Business Process Models
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Frameworks and Methodologies
ISO/BS15000
CMM
SIX SIGMA
COBIT
ITIL
Industry Related Models
Governance
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The ITIL seven book core set
T h e B u s i n e s s
T h e T e c h n o l o g y
Planning to implement Service Management
ICT Infrastructure Management
The Business Perspective
Service Management
Security Management
Application Management
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COBIT - description

• COBIT has been developed as a generally
  applicable and accepted standard for good
  Information Technology (IT) security and control
  practices that provides a reference framework for
  management, users, and IS audit, control and
  security practitioners.

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Example Detailed As-is Process Maps
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Generic CMM ITIL Model
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Absence
There is absolutely no evidence of any activities
supporting the process
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Initiation
There are ad-hoc activities present, but we are
not aware of how they relate to each other within
a single process
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Awareness
We are aware of the process but some activities
are still incomplete or inconsistent there is no
overall measuring or control
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Control
The process is well understood and implemented as
a single process but is not integrated with other
processes
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Management
This process is now managed by incorporating
financial management, forward scheduling, trends
analysis, business relationships is integrated
with other IT systems and service processes.
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Strategic
This process is fully integrated with business
processes to provide a platform for the Strategic
Executives to make reliable business decisions
using the power of their technology resources.
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Generic Model and STO
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Absence
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Initiation
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Awareness
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Control
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Management
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Strategic
Strategic
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Integrated Suite a single vendor solution
Business Processes
Customer written code
System Management
Service Management (e.g. ITIL)
Out of the box
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10 reasons why ITIL implementations fail

• Lack of management commitment
• Spending too much time on complicated process
  diagrams
• Not assigning process owners
• Allowing departmental demarcation
• Being too ambitious
• Not creating work instructions
• Concentrating too much on performance
• Failing to maintain momentum
• Not reviewing the entire ITIL framework
• Ignoring solutions other than ITIL

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5 other contributing factors

• Failure to blend technology, processes people
• Not selecting an integrated suite technology
  solution
• Procrastination
• Failure to understand strategic, tactical and
  operational
• Failure to understanding that ITIL is a beginning
  not the ending

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Service Management means..

• Going from a technology focus to a customer
  service focus
• Managing service levels from the customers
  perspective instead of insular technology or
  infrastructure perspective
• Going beyond reactive break/fix to proactive
  management of service requests and service
  support
• Actively managing infrastructure components
  (assets) and systematically managing changes
  (planned and un-planned)
• Remember ITIL concentrates on Continuous
  Improvement - Deming

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ITIL Books

• The following ITIL books have been written by
  Malcolm Fry on behalf of BMC Software
• Goals of ITIL
• Selling ITIL
• Service Support Metrics
• Service Delivery Metrics
• Service Management Benefits
• Please contact Michelle Winter at 925-989-8195
• to have copies sent to you!