1 the evergreen, background, methodology and it service management model business-focused...
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The Evergreen, Background, Methodology and IT Service
Management Model
Business-Focused Standards-Based Collaborative
Evergreen Background
Company Profile• Company History:
– Founded in 1997
– Sole client focus – assist complex organizations significantly and permanently improve the way their IT organizations run
• Key Industry Practices:
– Fortune 1000 clients, emphasis on industry verticals: Financial Services, Healthcare, IT, Telecom, Manufacturing/Consumer Goods, Public Sector, Retail and Energy
• Key Functional Practices:
– IT Governance
– IT Service Management
– IT Infrastructure Library (ITIL) Strategy, Process & Technology Enablement
– Change and Configuration Management
– IT Asset Management
Practice AreasKey Focus Areas Today-
– ITIL Strategy and Execution– ITIL and CobiT Mapping– Change and Configuration Management– Release Management– Service Management / Service Cataloging– From IT Asset to Configuration Management Database (CMDB)
Evergreen’s Approach• Helps clients improve these disciplines by:
– Identifying Business Needs – Creating consistent policy– Streamlining associated processes– Automating process and compliance through technology– Auditing the Outcomes
Representative Clients
Our Point of View• Driving value from IT – where does it come from?
• Reducing reactive/unscheduled work• Better “Demand Management”• Eliminating redundancies• Reducing complexity• Targeting overspending and resource over-allocation• Improving inefficient processes• Looking at IT overhead
• Accept the commoditization of IT services
• ITIL can help but….. it should not be your end goal • Process improvements rarely succeed without a look at technology and
organization
Evergreen’s Focus on Business Alignment
Why Evergreen?• Experience with the implementation of ITIL processes and
technologies• Ability to execute in all areas of an ITIL-based solution:
– Assessment– Training– Implementation– Technology– Program Management– Organizational Change
• Expertise with ServiceCenter and related HP technologies• ITIL-focused expertise• Extensive CMDB and Configuration Management experience• Proven Methodologies and extensive library of value add materials• Large, Complex, Multi-National Experience • Every Client is a Reference
Evergreen’s Methodology
Q2V – Quick time 2 Value – is a consulting approach that focuses on achieving business results as quickly as possible. The tenants of this approach include:• Prove value early and often• Get aligned with business priorities • Be realistic about what can (and can’t) get done• Establish firm “value” objectives before you begin… and measure progress every step of
the way• Look for value in:
• ROI (hard and soft dollar)• Strategic Alignment• Risk Mitigation• Improved Customer Service• Improved agility and flexibility
Q2V Consulting Approach
Assessment and Analysis
Goals and Target Setting
Solution Design
Solution BuildContinuous
Improvement
Project/Program Management & Planning
Risk Management & Quality Assurance
Project Communications and Marketing
Strategic Alignment
Account Management
On-site joint Identify areas to focus on during assessment
Assess current state against best practices and standards
Work with client team to develop joint plan and scope of work
Establish objectives and scorecard
Define project governance
Jointly analysis, evaluate current state and document “as is”
Conduct joint workshops to develop designs for “to be”
The Q2V Evergreen Methodology
Build out solution including;
o Peopleo Processo Datao Technology
Knowledge Transfer, Train, Test and Implement
Evaluate objectives and project score card against results
Establish baseline for all business and process measurements
Continuously monitor results and implement improvements
GreenPrints © is Evergreen’s Intellectual Property Databasethat includes:
• Maturity Modeling Tools and Methodology• Workshop methods and questionnaires• Interview templates data gathering techniques• Maturity measurement and mapping tools
• Pre-defined process workflows, design documents, and templates across all 10 core ITIL process areas
• Project Management Methodologies (based on PMI)• Organizational design and organizational change tools and templates • Knowledge, experience, and expertise from 10+ years and hundreds of
infrastructure management projects
GreenPrints© Knowledge Framework
The Evergreen IT Service Management Model
Service Alignment and
Design
Service Governance and Control
Service Delivery
Service Support
Lines of Business
IT Organization and Suppliers
End Users
Line
s of
Bus
ines
s
End
Use
r Man
ager
s
The Evergreen IT Service Management Model
Service Alignment and
Design
Service Governance and Control
Service Delivery
Service Support
Lines of Business
IT Organization and Suppliers
End Users
Line
s of
Bus
ines
s
End
Use
r Man
ager
s
• BITA •Relationship Management• IT Strategy• IT Architecture• Business Process Management• Application Management
• Service Level Management• Availability Management• Capacity Management• IT Business Continuity Management
• Request Management• Project Management• Compliance Management• Change Management• Release Management• Security Management• Financial Management
• Service Desk• Incident Management• Problem Management• Infrastructure Management• Asset Management• Configuration Management
ITIL Assessment Process
ITIL TrainingConsensus Building
• Workshops• CMDB “chalk talks”• As-is assessments• Set business objectives• Assess ability to change• Review Documentation, reports and metrics• Scoping and action plans for subsequent phases
Typical Summary of Assessment Project Approach:
Week 1
•ITIL Executive Overview•ITIL Full Day Overview•ITIL Certification Training
Discovery and Workshops
Week 2
• Quantify maturity levels• Key Findings of Config processes• Recommendations• Business value definition• Quick win opportunity• ROI and/or other quantification
Findings and Roadmap Development
Week 2 and 3
• Six month action plan…what is most urgent given business priorities?• Define future states•Develop Pilot Project •Establish key performance metrics (KPIs) – How do we know we’re successful?• Roadmap for achieving future states including technology integration
Delivery findings and presentation
Week 4
- 10 - Source: OGC, Crown Copyright © 2001
Service LevelManagement
AvailabilityManagement
CapacityManagementReports
Reports SLA Parameters
Service Support
- 8 -
CMDB
IncidentsQueriesInquiries
Incidents Problems Known errors
Changes Releases CI s Relationships
Problem Mgt
Service RptsIncident stats
Audit rptsProblem statsTrend analysisProblem rpts
Problem reviewsDiagnostic aids
Audit rpts
Incident Mgt
Change sched.Change stats
Change reviewsAudit reports
Release schedRelease stats
Release reviewsSecure library
Testing standardsAudit reports
Release Mgt
CMDB reportsCMDB stats
Policy/standardsAudit reports
Configuration Mgt
Change Mgt
Management Tools
Incidents Incidents
Business, Customers and UsersCommunication
UpdatesWork-arounds Changes
ReleasesCustomer
survey reports
Service Desk
Configuration Management Data Base (CMDB)
III. The ITIL Model: Service Support
CMDB Maturity
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2005 2006 2007ProjectQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2005 2006 2007Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2005 2006 2007Project
Current ESM Peregrine Projects
ISD Roadmap Project
Get.Resources Project
Get.Services Project
AssetCenter Project
CMDB Project
Availability Mgmt Project
Capacity Mgmt Project
ServiceCenter Project
SC Change Mgmt Project
SC Root Cause Project
SC Request Mgmt Project
Service Desk Project
Current ESM Peregrine ProjectsCurrent ESM Peregrine Projects
ISD Roadmap ProjectISD Roadmap Project
Get.Resources ProjectGet.Resources Project
Get.Services ProjectGet.Services Project
AssetCenter ProjectAssetCenter Project
CMDB ProjectCMDB Project
Availability Mgmt ProjectAvailability Mgmt Project
Capacity Mgmt ProjectCapacity Mgmt Project
ServiceCenter Project
SC Change Mgmt Project
SC Root Cause Project
SC Request Mgmt Project
ServiceCenter Project
SC Change Mgmt Project
SC Root Cause Project
SC Request Mgmt Project
Service Desk ProjectService Desk Project
Change reporting to business intel.
approach
Service Contact(Level 1)
• Call Management• Problem Determination• Service Logging• First Contact Resolution
IVR
WebSelfHelp
E-bus
CUSTOMER1 Call NumberWeb Access
• Knowledge Management• Process Improvement• Training• Communications
• Integrated Trending and Root Cause Reasoning• Service Delivery Measurements• New Product Strategy• New Customer Strategy
Continuous Process Improvement Center
• Order Management• IMAC Activities• Request Fulfillment• Asset Inventory
Request Mgmt
Change Mgmt• Mitigate Risks• Change Approval
Problem Mgmt• Problem Determination• Problem Resolution
Systems Management (CNCC, ESM, Production Services)• Event Monitoring• Alerts• Maps to SLAs
• Performance Monitoring• Automated Problem Tickets• System Tools – Network, Midrange, M/F
• Change Control
Inventory/Asset Mgmt• Disposal• Lease Returns
• Software Compliance• Installs, Moves, Adds
Asset Discovery
Common RepositoryTrouble TicketsKnowledge ManagementMetric ReportingRequest Mgmt CatalogsData Management
Outsourced TMS Request
Proactive
Reactive
Application HelpDesksEscalation
Extended Service Support
(Level 3)• Onsite Resources• Application Development• External Vendors
Se
rvic
e S
up
po
rt(L
eve
l 2
)
As of 07/21/04
Service Contact(Level 1)
• Call Management• Problem Determination• Service Logging• First Contact Resolution
IVR
WebSelfHelp
E-bus
CUSTOMER1 Call NumberWeb Access
• Knowledge Management• Process Improvement• Training• Communications
• Integrated Trending and Root Cause Reasoning• Service Delivery Measurements• New Product Strategy• New Customer Strategy
Continuous Process Improvement Center
• Order Management• IMAC Activities• Request Fulfillment• Asset Inventory
Request Mgmt
Change Mgmt• Mitigate Risks• Change Approval
Problem Mgmt• Problem Determination• Problem Resolution
Systems Management (CNCC, ESM, Production Services)• Event Monitoring• Alerts• Maps to SLAs
• Performance Monitoring• Automated Problem Tickets• System Tools – Network, Midrange, M/F
• Change Control
Inventory/Asset Mgmt• Disposal• Lease Returns
• Software Compliance• Installs, Moves, Adds
Asset Discovery
Common RepositoryTrouble TicketsKnowledge ManagementMetric ReportingRequest Mgmt CatalogsData Management
Outsourced TMS Request
Proactive
Reactive
Application HelpDesksEscalation
Extended Service Support
(Level 3)• Onsite Resources• Application Development• External Vendors
Se
rvic
e S
up
po
rt(L
eve
l 2
)
As of 07/21/04
Ser
vice
Des
k
Inci
dent
Pro
blem
Cha
nge
Con
figur
atio
n
Rel
ease
Ser
vice
Lev
el
Con
tinui
ty
Ava
ilabi
lity
Fina
ncia
l
Cap
acity
HP ServiceCenter X X O X OHP AssetCenter O O XHP OpenView X XMercury SiteScope X O O O OMercury Topaz O O O O O O O O OMercury App Mapping OMercury ITG/BAC O O O X O O O O O O OUniCenter ONetIQ App Mgr O XNetIQ Perf Ctr O OAltiris O OMS Office Apps XOther X X X
XO
In use todayHas some capability
ITIL Process
Tech
nolo
gy
Pilot Plan End State Vision
Technology Matrix:
0
1
2
3
4
5
Time
Ma
turi
ty L
ev
el
Typical model for Phase 1 or Pilot Project Define Requirements
1. Clarify the team’s understanding of IP07 mission
2. Identify stakeholders of process design mission and data center project
3. Understand and document status, direction & process requirements of DC project (interview stakeholders)
4. Understand how One Bank and/or GTI reorganization will affect functional units
5. Document pertinent functional units together with roles & responsibilities
6. Determine metrics & success criteria based on business requirements
7. Certify requirements with stakeholders (for accuracy)
8. Verify process design roadmap with project team and stakeholders
Assess & Plan
9. For existing processes that will go forward, document existing workflows in detail
10. Develop ITIL-based process templates as development baselines for new processes
11. Identify missing processes
12. Identify gaps and dependencies between existing processes and DC requirements
13. Identify and document dependencies & interfaces between processes
14. Define & document task interface points between process areas and GTI line teams
15. Develop detailed task plan and timeline for developing process designs that close any perceived gaps
16. Identify necessary toolset
Design & Build
17. Design & build workflows for new processes based on ITIL templates; also redesign or rebuild existing workflows if needed
18. Acquire & install supporting tools
19. Design supporting organizational structure including team roles and responsibilities
20. Gather set of test cases for process design walkthroughs
21. Iterate: conduct process development workshops (user adoption step #1) & update designs with end-user feedback
Test & Train
22. Develop deployment plan
23. Identify process test team
24. Train test team on future state processes (user adoption #2)
25. Iterate: shadow new processes along with current production processes in existing data centers as live test cases (do parallel work)
26. Iterate: Document findings and update new process designs as needed, increasing level of detail with each iteration; go to step 22
27. Freeze future state designs & develop detailed procedure tables for production staff
28. Develop training plan and materials for production staff
29. Present final process designs, training plan and deployment plan to stakeholders for signoff
30. Train production staff on new workflows (user adoption #3)
Deploy & Operate
31. Day Zero: production staff stops using existing processes and begins using new processes
32. Monitor success of new processes; document errors
33. Update processes as needed and re-train production staff
34. Develop and implement continuous process improvement program
Deliverables
Process design roadmap
Redefined IP07 charter
List of stakeholders
Business requirements document
Deliverables
Project task plan
ITIL process templates
Current state process flowcharts
Documented process interfaces and dependencies
Deliverables
Documented metrics & criteria
List of workers, roles & responsibilities
Future state process flowcharts (including redesigned processes)
Deliverables
Written deployment plan
Training materials
Finalized process flowchart
Detailed procedure tables
Fully trained workers
Stakeholder signoff
Deliverables
Operating data center
Continuous improvement plan
(Allow 2-3 weeks) (Allow 4-6 weeks) (Allow 8-10 weeks) (Allow 6-8 weeks)
Client Case Studies
Backup Slides
Application Management Defines
Lines of Business
Line
s of
Bus
ines
s
Service Alignment and
Design
Service Governance and Control
Service Delivery
Service Support
IT Organization and Suppliers
End Users
End
Use
r Man
ager
s
Application Management
Infrastructure Management Enables
Lines of Business
Line
s of
Bus
ines
s
Service Alignment and
Design
Service Governance and Control
Service Delivery
Service Support
IT Organization and Suppliers
End Users
End
Use
r Man
ager
s
Infra
stru
ctur
e M
anag
emen
t