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March 15, 2012
2012 Webinar Series
November 29, 2012
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7 Steps to a Successful ITSM Tool Implementation
Visit SlideShare, search for GoNavvia
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Todays Hosts
David MainvilleCEO and Co-founder
Giovanni FloresMarketing Coordinator
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Housekeeping
QA&Type Your Questions Here
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Combining fresh ideas with 14 years of ITSM success
Navvia is a division of:
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Why the name change?
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Helping organizations Navigate IT and Business Process Complexity Via our tools and services
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Powerful Tools For Your Service Management Program
SURVEY LEARNVERIFYDESIGN
http://navvia.com/tools/test-drive/
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“It’s seldom the tool that’s the problem”
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Why do you think ITSM tool projects fail?
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The vendor says no need for process, it’s “out of the box”….
…Consensus takes too long & it is hard work
We’ll just do a “lift and shift” from our old tool
...The last project that focused on process failed
Our management says “6 months? Just slam it in”…
…It’s SaaS, just turn it on
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7 Steps to a successful ITSM tool implementation
Identify the GAPS – the goal is to improve things
Don’t start from Scratch – great templates exist
Don’t try this on your own – isolation kills adoption
Don’t be a technophobe – capture requirements
Don’t forget to validate – helps with the buy in
Remember to educate – critical for adoption
Govern the process – left in isolation the process will die
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Identify the gaps• Why are you implementing
a new tool?
• What are the pain points with the current system?
• What are the capability gaps you are trying to close?
• Do you understand the users point of view?
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Identify the gaps
Tool Strategy & Plan
Questionnaires
Interviews Workshops
Observations
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Build a roadmap
CurrentState
FutureState
Quick Wins
ProcessEnhancement
TechnologyDeployment
OrganizationalChange
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Don’t start from scratch• What are you doing today
from a process perspective?
• Are there templates or standards you can leverage?
• What is being employed in other areas of your organization?
• Can you leverage other programs (ISO, Six Sigma…)
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Best practices, by their very nature, are absent of your company's organization, business, cultural and technology requirements
To realize the full benefits, organizations must re-introduce their own reality
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Don’t try this on your own• Processes built in a vacuum, in
isolation, will not get adoption
• People need to understand “why”
• Do you understand your stakeholders requirements?
• Are you actually making things better for people?
• Balance consensus with getting things done
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What’s in it for me?
“Why should I embrace your vision or change, what’s in it for me”?
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Everyone has their own perspective…
Shouldn’t IT just work? I’ve got a business to run and services to deliver
How do I demonstrate that IT is aligned to the business?
I&O is consuming 60% of my budget, I can’t fund new projects
Those users just don’t understand!
The CEO The CIO
The IT Manager The Technical Staff
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Who Needs to be Involved?
Core Team
S.M.E.’s
Stakeholders
Steering Committee
Level of engagement diminishesLevel of accountability increases
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Don’t be a technophobe• Out of the box seldom works
• Map business outcomes to tool and data requirements
• Identify the mandatory fields, define pick lists, figure out the triggers
• Make sure you are capturing the right data to produce metrics
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Business Outcomes must drive IT
Business Outcomes Requirements Processes Tools and
Technology
Start Here
Not Here
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Mapping Process to the Tool
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Detailed requirements
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Process Design Timeline
Simultaneous Process and Technology Design
Process Path
Technology Path
Process & Technology - You can’t do one without the other!
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Don’t forget to validate• Iterative process design
• Use of “show & tell” sessions
• Watch out for scope creep
• Validate often and get sign off against requirements
• Be wary of “I didn’t agree to that…”
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Remember to educate• Training fosters adoption of
the processes
• Build an education curriculum and plan that addresses all your stakeholders
• Consider various training formats from CBT to instructor led
• Consider using people involved in the process to do the training
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Education
Curriculum Development
Content Development
DeliveryVehicles
Testing and Certification
EducationPlan
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Govern the process• Define the controls, policies &
standards then make people accountable
• Define your governance organization and structure
• Define the controls & frameworks you are required to report against
• Governance is key to CSI
• Governance of cloud applications means extending your controls to your vendor
– Remember, you are still accountable
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ITSM Governance & Service Delivery
Series1
Actual Service Levels
Desired Service Levels
Ungoverned processes “wear down” over time
The result is service variability versus consistency
More effort to manage / less customer satisfaction
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Don’t be one of the statistics!
Understand what’s broke & build a plan
Collaborate with your stakeholders
Save time, don’t start from scratch
Define and capture your requirements
Validate, Keep asking if your on track
Educate to drive adoption
Govern to ensure accountability
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Resourceswww.navvia.com/resources
Follow us on Twitter@mainville or @GoNavvia
Take the Conversation Online
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Thank You!David Mainville
Twitter: @mainville