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Itsmf india presentation issues in implementing itil ver 1
This document discusses addressing the people factor in ITIL implementations. It explains that while ITIL provides guidance on key processes and roles, organizations must determine how to structure their people to support the processes. Two experiences are shared: one where all functional roles were supplemented into ITIL processes, and another where ITIL roles were subsumed into the existing structure. The presentation focuses on how to design an organization model that follows ITIL and places the customer at the core, with dedicated teams for relationship management, planning, application support, and IT services. Process roles are distinguished from functional roles to integrate functions through the processes.
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Itsmf india presentation issues in implementing itil ver 1
- 1. ITIL Implementation &The People factor Habeeb Mahaboob Principal Consultant Satyam Computer Services Ltd. Lake Shore Towers Raj Bhavan Road, Hyderabad
- 2. Objective and Contents Contents Objective • Setting context • People – The 2nd P of an ITIL implementation To discuss an appropriate approach to addressing the • ITIL Recommendations ‘people’ factor while • Addressing the People factor in implementing ITIL an ITIL implementation • Experience sharing • Learnings
- 3. My Context Satyam’s ITSMConsulting practice Our Mission Enable IT service management organizations achieve their objectives of improved Our Offerings effectiveness and efficiency by leveraging ITIL Consulting appropriate best practices from ITIL/BS 15000 and internally developed methodologies BS 15000 Consulting Support IT Systems Our Customers Consulting ITSM Assessments ITSM Training Focused interventions Our People SLM Our Methodology Team of 30 consultants ITSCM – ITIL Masters – BS 7799 Lead assessors, CISA, CISSP, CBCPs Service Desk – Six Sigma Black Belts – Each with experience and relevant certifications in IT Change Mngmt
- 4. IT Challenges andSolution Reduce risks to business Ensure security of information assets Be prepared to face disasters 5 Improve user perception of IT Position IT as service ITIL and BS 15000 Communicate performance to user 4 are now recognized as de-facto Ensure IT stays “ON” Manage disruptions process standards Plan for availability and capacity 3 that enable IT functions meet Improve alignment between IT and business these challenges Enable quick turnaround on change requests Commit resources for new development 2 Reduce costs of day to day operations Integrate various functions effectively Consolidate disparate services 1
- 5. What does ITILImplementation Involve? ITIL Implementations in the past Re designate a set of people Implement a tool Vs Train everyone on ITIL Establish a service desk Use all the Adopt selective best Focus on the levers practices business/ •People customer (Organization) •Process •Technology ITIL Implementations today
- 6. This presentation focuseson addressing the People factor in ITIL implementation
- 7. ITIL Provides guidance on the key levers for improvement Process People
- 8. ITIL provides thevarious roles required to implement the processes ITIL provides roles and responsibilities for undertaking IT service management processes Organizations can use these to create a process centric organization
- 9. But how doI implement ?
- 10. A Typical ITOrganization Financial Infrastructure Insurance SM Team Lead Mainframe/ Business Unit 1 33 11 call center Business Unit 2 30 NOC 16 Business Unit 3 34 Server (Unix/NT) 9 Business Unit 4 40 Network 8 Business Unit 5 32 Client/Help desk 19 Functions focused on Business Units xx Number of people
- 11. Distinguishing Process Rolesand Organization Structure • Functions • Process – Marketing – Enquiry to order – Sales – Request to quote – Market Research – Order to ship – Manufacturing – Assemble – Planning – Stores – Logistics – Information Technology – Application support – Infrastructure Management • Process provides a way to integrate the various – Help Desk functional entities Tech Development Operations Help Desk Network Support Change Management ProblemManagement
- 12. The Conflict betweenfunction and process • The Incident Manager has responsibility to restore service : How much authority does he have over the various resolving groups (functions)? • What is the responsibility of the change manager to actually build changes ? • Should the Problem Manager actually find root causes or just coordinate the process • Is configuration management a task in all the functions or should it be a separate process • What has availability management ‘process’ to do when my infrastructure is already up and running? There are no correct answers (at least those I know)
- 13. A theoretical construct– An IT Organization that follows ITIL
- 14.
- 15. 2 Experiences • Cleanslate IT function reorganization – Supplement all functional roles into various ITIL processes • Tweak existing organization to include ITIL roles – ITIL roles subsumed into existing structure
- 16. A large conglomeratein Korea
- 17. Customer Is AtThe “Core” of the Design
- 18. A Dedicated Teamto Manage Relationship
- 19. A Dedicated Teamfor Planning, Identifying Problems etc
- 20. A Dedicated Teamto Support Enterprise Application Users
- 21. A Dedicated Teamto Support IT Services
- 22.
- 23. The IT Functionof a Bank in the Middle East
- 24. CIO Business Relationship Head Service Support Manager (s) Problem Manager IT Coordination Office Configuration Manager Quality Management Change Manager IT Security Head Application Development and Head Infrastructure Help Desk Program Support Management Office Interfaces/Data IT Service Service Level Management Management Office Managers Release Coordinator Planning Data Center Investment & Corporate Capacity Testing Management End User Support Systems Architecture & Retail Banking Standards Budgets Network Operations Consumer Finance Technical Support IT Service Finance and Admin. Continuity ATM Coordinator E Channels Advisory or process roles Functional roles
- 25. Day to dayoperations CIO Business Relationship Head Service Support Manager (s) Problem Manager IT Coordination Office Configuration Manager Quality Management Change Manager IT Security Head Application Development and Head Infrastructure Help Desk Program Support Management Office Interfaces/Data IT Service Service Level Management Management Office Managers Release Coordinator Planning Data Center Investment & Corporate Capacity Testing Management End User Support Systems Architecture & Retail Banking Standards Budgets Network Operations Consumer Finance Technical Support IT Service Finance and Admin. Continuity ATM Coordinator E Channels Advisory or process roles Functional roles
- 26. CIO Business Relationship Head Service Support Manager (s) Problem Manager IT Coordination Office Configuration Manager Quality Management Change Manager IT Security Head Application Development and Head Infrastructure Help Desk Program Support Management Office Interfaces/Data IT Service Service Level Management Management Office Managers Release Coordinator Planning Data Center Investment & Corporate Capacity Testing Management End User Support Systems Architecture & Retail Banking Standards Budgets Network Operations Consumer Finance Technical Support IT Service Finance and Admin. Continuity ATM Coordinator E Channels Planning Advisory or process roles Functional roles
- 27.