IT Service Management 2011 年度教育部 -IBM 精品课程

1. IT Service Management2011年度教育部-IBM精品课程 同济大学软件学院 严海洲 yanhaizhou@tongji.edu.cn

2. Chapter 6 Continual Service Improvement

3. Tivoli Software 持续服务改进 •持续服务改进为创造和维护客户价值而进行更好的设计、导入和运营提供了指导。 • 《持续服务改进》介绍了如下的主题和流程： • Continual Service Improvement Principles • Continual Service Improvement Processes 7 Steps Measurement and Control Service Measurement Service Assessment and Analysis • Organizing for Service Continual Improvement

4. 6.1 Introduction

5. Continual Service Improvement (CSI) • Aims to continually align IT services to changing business needs by identifying and implementing improvements • Continually looking for ways to improve process efficiency and effectiveness as well as cost effectiveness

6. SCI Scope • The overall health of ITSM as a discipline • The continual alignment of the portfolio of IT services with the current and future business needs • The maturity of the enabling IT processes for each service in a continual service lifecycle model.

7. Value to business of CSI • Improved service quality, higher availability • Gradual cost reductions and better cost-justification • Better information about existing services and areas for improvement • Better business/IT alignment • Increased flexibility and adaptability • Improved communication • ROI/VOI

8. CSI and Organizational Change • Successful CSI requires organizational change • Organizational change presents challenges • Use formal approaches to address people-related Issues: – John Kotter’s “Eight steps to transforming your organization” – Project Management

9. Continual Service Improvement Model

10. What is Service Measurement? The ability to predict and report service performance against targets of an end-to- end service • Will require someone to take the individual measurements and combine them to provide a view of the customer experience • This data can be analyzed over time to produce a trend • This data can be collected at multiple levels (eg. CIs,)

11. Types of metrics • Technology metrics: typically components & applications. For example – Performance – Availability • Process metrics: Critical Success Factors (CSFs), Key Performance Indicators (KPIs), activity metrics for ITSM processes • Service metrics: end-to-end service metrics

12. Role of the CSI Manager • Ultimately responsible for the success of all improvement activities Communicates the CSI vision across the IT organization Defines and reports on CSI Critical Success Factors, Key Performance Indicators and CSI activity metrics Co-ordinates CSI throughout the service lifecycle Builds effective relationships with the business and IT managers Ensures monitoring is in place to gather data Works with process and service owners to identify improvements and improve quality • • • • • •

13. IT Governance IT governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership, organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives.

14. 6.2 Continual Service Improvement processes

15. The 7 Step Improvement Process Purpose • Fundamental to Continual Service Improvement is the concept of measurement • • The 7 Step Improvement Process is designed to • provide this measurement

16. The 7 Step Improvement Process

17. SERVICE REPORTING • Targeted audience(s) and the related business views on what the service delivered is • Agreement on what to measure and what to report on • Agreed definitions of all terms and boundaries • Basis of all calculations • Reporting schedules • Access to reports and medium to be used • Meetings scheduled to review and discuss reports.

18. SERVICE MEASUREMENT There are three basic measurements that most organizations utilize. • Availability of the service • Reliability of the service • Performance of the service

19. Availability reporting

20. Service measurement model there are multiple levels that need to be considered when developing a Service Measurement Framework.

21. RETURN ON INVESTMENT FOR CSI • What is the cost of downtime? This would include both lost productivity of the customers and the loss of revenue. • What is the cost of doing rework? How many failed changes have to be backed out and reworked? • What is the cost of doing redundant work? Many organizations who don’t have clear processes in place and good communication often find that redundant work is being done. • What is the cost of non-value added projects? Many projects have been fully funded and resourced but due to changing requirements no longer add value but the project moves forward instead of being stopped. • What is the cost of late delivery of an application? Does this impact on the ability to deliver a new service or possibly an additional way to deliver an existing service? • What is the fully allocated hourly cost for different employee levels?

22. 6.3 CSI methods and techniques

23. ASSESSMENTS

24. BENCHMARKING Benchmarking is a process used in management, particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector. This then allows organizations to develop plans on how to adopt such best practice, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-time occurrence event, but is often treated as a continuous process in which organizations continually seek to challenge their practices.

25. MEASURING AND REPORTING FRAMEWORKS IT Balanced Scorecard

26. Continual quality control and consolidation

27. The Deming Cycle: Plan, Do, Check and Act Helps achieve steady, ongoing service improvement Fundamental to Continual Service Improvement

28. The Deming Cycle: Steady, Ongoing Improvement • All four stages of Deming Cycle used when applying CSI to services and Service Management processes: 1. Plan = Plan CSI 2. Do = Implement CSI 3. Check = Monitor, measure, review the CSI 4. Act = Modify the CSI • The Check and Act stages are used to monitor, measure, review and implement initiatives • Requires a process-led approach to management: -- Defined processes are in place --Activities are measured for compliance to expected values • --Outputs are audited to validate and improve the process

29. 6.4 Organizing for CSI

30. ROLES AND RESPONSIBILITIES THAT SUPPORT CSI Activities and skill levels needed for CSI

31. THE AUTHORITY MATRIX-- RACI model Potential problems with the RACI model: • Having more than one person accountable for a process means that in practice no one is accountable • Delegation of responsibility or accountability without necessary authority • Focus on matching processes and activities with departments • Incorrect division/combination of functions; conflicting agendas or goals • Combination of responsibility for closely-related processes, such as Incident Management, Problem

32. THE AUTHORITY MATRIX-- Process flows and RACI (1 of 3) Change Management high-level process flow

33. THE AUTHORITY MATRIX-- Process flows and RACI (2 of 3) Change Management detailed process flow example: change authorization

34. THE AUTHORITY MATRIX-- Process flows and RACI (3 of 3) Change Management authority matrix based on process flow(part)

35. Configuration Management System

36. 6.4 Implementing CSI

37. CRITICAL CONSIDERATIONS FOR IMPLEMENTING CSI • It is important to have identified and filled the critical Roles include a CSI Manager, Service Owner and reporting analyst. A Service Level Manager is really needed to be the liaison between the business and IT. • Monitoring and reporting on technology metrics, process metrics and service metrics need to be in place. • Internal service review meetings need to be scheduled in order to review from an internal IT perspective the results achieved each month. These internal review meetings should take place before any external review meeting with the business.

38. GOVERNANCE Process re-engineering changes everything

39. CSI AND ORGANIZATIONAL CHANGE Eight main reasons why transformation efforts fail

40. COMMUNICATION STRATEGY AND PLAN Key activities for the communications plan include: • Identifying stakeholders and target audiences • Developing communications strategies and tactics • Identifying communication methods and techniques • Developing the communications plan (a matrix of who, what, why, when where and how) • Identifying the project milestones and related communications requirements.

41. SUMMARY