allstate- cathy kirch- beyond itil-final-final

Cathy A. Kirch

15th Annual InternationalIT Service Management

Conference and Exhibition

Educating IT Staff Beyond ITIL

ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.2

AgendaAgenda

• Allstate Insurance at a Glance

• Allstate Journey to IT Service Management

• Competency Model

• Management Practices & Business Curriculums

• Planning IT Education


Allstate Insurance at a Glance The Allstate Corporation is the nation’s largest publicly held personal lines insurer.

A fortune 100 company with $132.7 billion in assets.

Allstate sells 13 major lines of insurance, including auto, property, life and commercial. Allstate also offers retirement and investment products and banking services.

Allstate is widely known through the “You’re In Good Hands With Allstate®” slogan.

The Allstate Corporation encompasses more than 70,000 professionals with technology operations located around the globe.

Allstate is reinventing protection and retirement to help individuals in approximately 17 million households protect what they have today and better prepare for tomorrow.


Allstate Insurance at a GlanceAllstate Insurance at a Glance

Allstate’s Technology Environment

• High-Speed Networking• Integration Architecture• J2EE and .Net• Large Scale Networks• Message Brokering• Performance Management• Rich Media Management• Service Oriented Architecture• Unix, Windows and Mainframe platforms• Web Content Management• Web Services

• Advanced Analytics• Business Process Management• Capacity Planning• Data Warehousing• Document Imaging• Enterprise Content Management• Enterprise Databases• Enterprise Information Integration• ETL (Extract, Transform, Load) Tools• Financial Applications• High-Availability and Disaster Recovery

• Multiple operating systems • Multiple technology platforms • Multiple database systems

• 4,000+ IT professionals• 5,000+ software applications• 100,000+ desktop computers supported

Applications and Services


AgendaAgenda







Easier Navigation

Where do we go

for what we need?

IT Service Management at Allstate

Lower CostWhere is the value?

Increase Speed Can we deliver faster?


2008 - BSM How can we leverage our Enterprise goal to adopt ITIL and

to increase availability? How do we roll out/train ITSM tool with 5000+ users active? Are all problems created equal? Where are we?

2004 - SMCOE How do we build the Process behind the Process? Red to green – can we improve Incident Classification? How do we define Education & Training program in IT?

2005 - ITSM @ Allstate

How do we build the process with governance built in? What does standard documentation look like? How do we create process policies?

2006 - ITSM @ Allstate/Availability Mgmt

How do we implement a process with the end in mind to become defined and documented?

What does Business Service Management (BSM) organization look like?

2007 - Availability Management

How do we conduct an enterprise roll out of change? How do we introduce a Service Catalog? What is the right ITSM tool with our complexity?

ITIL – Key Questions on the Journey


2009 - BSM How do we survive the economy?2010 - BSM What new Processes do we need to enhance Availability?


•Current State assessment •Processes Behind the Process created•Training council formed•Trained 3 ITIL Service Mgrs •Initial CobiT mapping•1st IT Project Mgmt Office created •V2 Roadmap created•Maturity Approach & Metrics Defined

Year 1

ITSM COE

Year 3

•SLM/IM deliver Standard Prioritization Schema •Change Reaches ML Defined & Documented•Chg & CFG integrate for Status Accounting•Trained 2 ITIL Service Mgrs•Process Metrics pursued

Year 2

•Create Process with Compliance Built-in•Standard Documentation•Allstate Financial Assessment & Enrollment Process Mgmt teams created• Maturity Levels established•Trained 2 ITIL Service Mgrs•Process Metric approach defined

ITSM COEITSM COE Formed


Year 4 Year 5 Year 6ITSM PSE Availability & BSM align ITSM @ Allstate

•Operational Approach•ITIL Practitioner of the Year•Allstate becomes a Practitioning Company• Applications Enrollment Change •Tool Evaluation•IM PM Integration using 6 Sigma•Introduced ITIL V3•Trained 3 ITIL Service Mgrs•Process Metrics pursued

•ITIL Project of the Year •Allstate Technology & Operations Goal to implement ITSM•SM Tool replacement•New Metrics defined•ITIL Adoption assessment•Big year in E&T across the organization•Processes assessed metrics provided of the journey/program

•Centralized efforts•IT AVP receives Case Study of the Year award•Enrollment projects•Gap closure projects• E&T across the organization•12 ITIL Service Mgrs bridged to ITIL Expert•Service Providers training in ITIL 101


• During 2010 Process Owners were brought back together as one team.• IT Service Management was defined as a job family, consisting of Service Managers, Process Owners and Process Analysts

Year 7

ITSM @ Allstate

•Availability # 1•Kickoff Event, Release •IM, PM Internal Audit •External Review•Metrics that matter•V3 Intermediate Training•Application Mgmt launches


Active Processes: • Incident • Change• Problem • Configuration

Check

Governance

Continuous Improvement

Check

Governance

Continuous Improvement

The

BusIness

The

Technology

Planning to Implement Service Management

Applications Management

The BusinessPerspective

ICTInfrastructureManagement

ServiceSupport

ServiceDelivery

SecurityManagement

Startup Processes:

• Request• Release• Event•Leadership Transformation


AgendaAgenda







Competency model

Competencies are characteristics which drive outstanding performance in a given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total. The number and type of competencies in a model will depend upon the nature and complexity of work along with the culture and values of the organization in which the work takes place.

What does the profile of a good rounded ITIL leader look like?

Competency Model


Business Analyst

(BA)

Systems Analyst

(SA)

Project Manager

(PM)

• Business Requirements

Definition

• Business Knowledge

• Business Analysis

• Change Management

• Internal Consulting

• Facilitation

• Application Systems Analysis

• Application System Architecture

• Application Systems Design

• Business Systems Architecture

• Business Knowledge

• Change Management (technical)

• IT Architecture

• Technology Industry Knowledge

• Project Communications

• Project Control/Implementation

• Project Leadership

• Project Planning

• Scope Control and Change

Management

• Project Estimating

• Project Issues Management

• Project Quality Assurance

• Internal Consulting

Primary Competencies (in bold) – Competencies recognized as highly important to the role

Secondary Competencies – Competencies recognized as important to the role

Competency Model


• Julie’s work aligns primarily to the Project Manager role

Julie’s Major and Minor Roles

• Her Major Role is a

• Her Minor Role is a

Julie’s Competencies

•Communications

•Project Control / Implementation

•Project Leadership

•Project Planning

•Scope Control & Change Mgmt

Primary

•Project Estimating

•Issues Management

•Project Quality Assurance

•Internal Consulting

SecondaryProject Manager

Project Manager

Competency Model


Competency Model

Process Reengineering Analyst:

Business Analysis

Business Knowledge

Change Management

Facilitation

Internal Consulting

Project Control/Implementation

Project Planning

ITIL Framework

Project Manager:

Business Analysis

Business Knowledge

Change Management

Facilitation

Internal Consulting


Project Planning

ITIL Framework

Service Manager:

Business Analysis

Business Knowledge

Change Management

Facilitation

Influencing


Project Planning

ITIL Framework

Delivery Manager:

Business Analysis

Business Knowledge

Change Management

Facilitation

Internal Consulting


Project Planning

ITIL Framework


AgendaAgenda







Management Practices

Roles:Project ManagersDelivery ManagersService Managers

Practices:Internal Consulting (SM)Expense & Resource Management (DM)Facilitation (DM)Influencing (DM-SM)Communications (DM)Business Acumen (DM-SM)Delivery Leadership (DM-SM)Self Awareness (DM-SM)Strategic Thinking (SM)Technology/Industry Knowledge (SM)Thriving in Change (SM)

Business Curriculums

Instructor led coursesWeb based coursesBooksWebinarMentors

Management Practices & Business Curriculums


Example of learning options:

Internal Consulting:

Course: 7 Habits of Highly Effective People

Book: Getting Things Done, David Allen

Web: Negotiation Skills Articles & Newsletters; Toastmasters Intnl

Mentor: Shadow senior level team member; study skills

External: Consulting Skills for IT Professionals




Facilitation:Courses: Business Meeting Skills

Facilitating for Results

Book: The Secrets of Facilitation by Michael Wilkinson The Consensus Building Handbook: A Comprehensive Guide to Reaching Agreement by Susskind, L.,

ed., McKearnen, S., and Thomas-Larmer J.

Web: Negotiation Skills Articles & Newsletters; Toastmasters Intnl

On the Job: * Write down the three - five key messages that are critical to a meeting and check

off the key messages as they are communicated * After creating a meeting agenda, for each topic ask: does this topic tie to the

meeting objectives and will it help achieve the desired outcomes? If not, consider dropping the topic from the agenda

* Facilitate a portion of a workshop or meeting involving challenging relationships or difficult topics under the direction of a more senior team member; ask for

feedback from a peer after the meeting on effectiveness




Influencing:Courses: Influencing for Win Win Outcomes

Book: Influencing Others: A Handbook of Persuasive Strategies by William Nothstine

Working with Emotional Intelligence by Daniel Goleman Influence without Authority by Alan R. Cohen and David L. Bradford

Web: Influencing with Integrity

On the Job: *Ask for feedback on how a conflict or heated situation was handled from a third party observer *Identify a specific person who has an influence on the outcomes of your work and your success and consciously develop a relationship with him/her



AgendaAgenda







5 5

ITIL Diploma AchievedITIL Diploma Achieved

Advanced Advanced SM SM

Professional Professional DiplomaDiploma

Managing through the LifecycleManaging through the Lifecycle

IT Service Lifecycle ModulesIT Service Lifecycle Modules IT Service Capability ModulesIT Service Capability Modules

ITIL Foundation for Service ManagementITIL Foundation for Service Management

ITIL Certification - V3 Structure

LIFE

CYCLE B

ASED PR

OC

ESS / RO

LE BASED

How to navigate ITIL training


What is the Vision?What is the Vision?

Training Plan Training Plan

Gap Analysis and goalGap Analysis and goal

Skills AssessmentSkills Assessment

Where do you want to be?


How do you get there?How do you get there?

Did you get there?Did you get there? Skill AssessmentSkill Assessment

What role/ position do you need?

What role/ position do you need?

Where are you now?Where are you now?

How do we keep the momentum

going?


going?

Planning IT Education


Business Acumen

Project Communications

Project Delivery Leadership

Facilitation

Influencing

Internal Consulting

Project Oversight

Project Control / Implementation

Project Estimating

Project Issues Management

Project Planning

Project Quality Assurance

Scope Control and Change Management

What role – position do you need? Project Management Competencies:



Example 1 – 5

Here are descriptions of each proficiency level for the functional competencies:

0 - Not demonstrated/not observed1 - Training or light experience2 - Basic proficiency3 - Mastery/fully functional4 - Company expert/functional leadership5 - Industry expert/strategic leadership

If someone is assessed at a proficiency level of 3 (mastery), that means the individual has demonstrated the competency level beyond 2 (basic proficiency). It would be rare to have someone assessed at a 5 (industry expert/strategic leadership) because it represents advanced industry expertise.

Skills Assessment – Define Proficiency Levels




Learning Paths are …

tools that support professional growth consistent starting points to find development activities aligned to the competencies a series of formal and informal development activities a collaboration of ideas from internal and external sources living documents that will be revised as needed to include updated information tools best used as the employee sees fit

Learning Paths are NOT…

all inclusive of any and all development activities required checklists of “to-do’s” a passage to an increased proficiency level or a promotion based on completion of the development activities identified required or complete lists of training courses static and never changing

Gap Analysis and Goal through a Learning Path


How to achieve proficiencies through learning paths:

Various courses- online, classroom

Informal Development/On the Job Experience

Book Study

Magazines

Web Sites

Mentoring/Coaching

External Training Class/Workshop

Training Plan



Planning IT EducationHow to get the most out of a Learning Path….Formal DevelopmentOnline Courses and Workshops

• Search the catalog for more courses or workshops.

• Complete the entire course or complete only the sections that apply to you

• Develop a plan on how to use the knowledge learned

External Training Class/Workshop • Do your research: make sure the

class/workshop will cover what you need

• Develop a plan on how you will apply and/or share the knowledge/skill

Book Study, Magazines, Professional Organizations and Web Sites:

• Books, magazines, and Web sites are listed as a "best fit" within the proficiency level.

• Consider forming a book/study group with peers who may want learn and share the same knowledge

External Conferences and Seminars • Create a schedule of events you will

attend (if attending with another colleague, consider choosing and attending separate events and then share the information with each other



How to Plan the individual development


What is the Vision?What is the Vision?

Training Plan Training Plan

Gap Analysis and goalGap Analysis and goal

Skills AssessmentSkills Assessment



How do you get there?How do you get there?

Did you get there?Did you get there? Skill AssessmentSkill Assessment

What role/ position do you hold or want to

achieve?

What role/ position do you hold or want to

achieve?

Where are you now?Where are you now?


going?


going?


30

Questions?

Cathy A. Kirch

Allstate Insurance CompanyProcess Consultant

Distinguished Professional in IT Service Management priSM(R)

2007 Project of the Year 2006 Practitioner of the Year

V3 ITIL Expert & Intermediate CSI & Service Transition V2 Service Manager & Practitioner SR, RC, PI, AD

[email protected]

allstate- cathy kirch- beyond itil-final-final

Documents

allstate corporation

availability management

allstate slogan

office4 allstate insurance

office3 allstate insurance

glance allstate journey

service management conference

registered trade mark