Best Practices …

What’s new in PSO Service Management ?

Brenda Iniguez
Americas ITSM Consulting Director

FrontRange Solutions
 Leadership Greats The moment
you stop learning,
you stop leading.

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- Henry Ford
… don’t forget the Perception Factor

You should see a man's face and also a word...

Hint: Try tilting your head to the right, the word

begins with 'L'
It’s all in the Perception

… this is not
animated. Your
eyes are making it
move.

Stare at one spot

for a couple
seconds and
everything will stop
moving. Or look at
the black center of
each circle and it
will stop moving.
 What’s New in Service Management ?

Agenda – Topics for Consideration

ITIL V3 – brief ‘drive by’ of the concepts and new processes

What’s new in FrontRange Professional Services

It’s 4:30pm … Do You Know Where Your Assets Are?

Can you say “SAM”

ITSM Implementation Considerations

Service Management Lifecycle

 ITIL - Origins & Evolution – a brief ‘Drive By’

Late 1980s
– UK government (CCTA / OGC) project started
– Organizations outside of government became interested
– First books published

Early 1990s
– The library completed

Late 1990s
– ITIL Version 2 Published
– Pink Elephant introduced ITIL to North America (1997)

Where is it going?
– Early industry adopters (Financial \ Government \ Utilities \
Medical)
– Global adoption – now defined as ISO 20000
– Major Vendor Support – Tool Compatibility to ITIL
– ITIL V3 – Published on 05/30/07 & launched 06/05/07!
 The Service Support Process Model – Pink Elephant
The Business, Customers & Users
Management
Tools
Difficulties Communication
Queries, Enquiries Updates
Incidents Incidents
Work-arounds

Incident
Incident Service
Service Desk
Desk Changes

Service Reports Problem

Problem Releases
Incident statistics
Audit Reports
Problem Statistics Change
Change
Trend Analysis
Problem Reports
Problem Reviews Change Schedule
CAB Minutes Release
Release
Diagnostic Aids
Audit Reports Change Statistics
Change Reviews Release Schedule
Audit Reports Release Statistics Configuration
Configuration
Release Reviews
Secure Library CMDB Reports
Testing standards CMDB Statistics
Audit Reports Policy/Standards
Audit Reports

CMDB
Incidents CIs
Problems Relationships
Changes Releases
Known Errors
 The Service Delivery Process Model – Pink Elephant
Availability Plan
AMDB
Design Criteria
Availability
Availability Targets/Thresholds
The Business, Customers & Management Reports
Management
Users Audit Reports

Alerts, Exceptions, Changes

Capacity Plan
CDB
Communication

Management Tools
Queries Capacity
Capacity
Targets/Thresholds
Updates Management
Capacity Reports
Enquiries Management Schedule
Reports Audit Reports

SLA’s, OLA’s, SLR’s Financial Plans

Service requests Types & Models
Service catalogue Service
ServiceLevel
Level ITITFinancial
Financial
Costs & Charges
SIP Reports
Management
Management Management
Management Budgets & Forecasts
Exception reports
Audit reports Audit Reports

Requirements
Targets IT Continuity Plans
Achievements BIA & Risk Analysis
Define Requirements
ITITService
Service Control Centers
Continuity
Continuity
DR Contacts
Reports
Audit Reports
 The V3 Lifecycle

CORE
 ITIL V3 Library

Service Service Design Service Service Operation Continual

Strategy Transition Service
Improvement

The 5 “CORE V3” BOOKS

The Official
Introduction To The
ITIL® Service Lifecycle
+ Complementary Guidance

10
 Lifecycle Processes
SERVICE STRATEGY
• Service Strategy
• Service Portfolio
Management
• Financial Management
• Demand Management
SERVICE OPERATION
• Event Management
• Incident Management
• Request Fulfillment
• Problem Management
• Access Management
• Seven Step Improvement
SERVICE DESIGN
• Service Catalog Management
• Service Level Management
• Supplier Management
• Capacity Management
• Availability Management
• IT Service Continuity
Management
• Information Security
Management
SERVICE TRANSITION
• Transition Planning and
Support
• Change Management
• Service Asset & Configuration
Management
• Release & Deployment
Management
CONTINUAL SERVICE • Service Validation
IMPROVEMENT • Evaluation
• Knowledge Management
11
 The “New” Processes & Functions To Consider
Processes:

Service Strategy (SS)

Return on Investment (SS)

Service Portfolio Management (SS)

Demand Management (SS)

Service Catalog Management (SD)

Supplier Management (SD)

Application Management (SD)

Data & Information Management (SD)

Requirements Engineering (SD)

Transition Planning & Support (ST)

Configuration Management System (ST)

Service Validation & Testing (ST)

Valuation (ST)

Knowledge Management (ST)
26 “new” processes and functions defined

Event Management (SO)

Request Fulfillment (SO)

Access Management (SO)

Monitor & Control, IT Operations, Technology
Domain Management (SO)

7 step Continuous Improvement (CSI)

Service Reporting (CSI)

Service Measurement (CSI)

ROI for CSI (CSI)

Service Improvement (CSI)
Functions:

Technical Management function (SO)

IT Operations Management function (SO)

Applications Management function (SO)
12
 ITIL
Key ITIL V2 ToV2
V3 Concept Differences ITIL V3
Business and IT Alignment Business and IT Integration

Value Chain Management Value Service Network Integration

Linear Service Catalogs Dynamic Service Portfolios

Collection of Integrated Processes Service Management Lifecycle

Source of Table: “ITIL Refresh Newsletter 1st Edition Autumn 2006”.

ITIL V2 worked to align service management with business strategy

ITIL V3 integrates IT and the business into a single ecosystem
 The FrontRange Product Portfolio

Solutions

IT Software CRM

Service Customer
Help Desk CRM
Management Service
HEAT ITSM Corporate Edition Enterprise Edition
Premium Edition
Enterprise Edition

Infrastructure
Management

Real-Time
VoIP IT Client Lifecycle VoIP CRM
Infrastructure

Centennial IPCM enteo

What’s new in PSO?
- Service Management Services – Strategy
- Service Management Services - Delivery
 ITSM Practice - Update

Built the ITSM Practice team to meet increased client Services demand
– October 2007 ITSM Resources = 8 FTE
– July 2008 ITSM Resources = 17 resources

5 ITIL MASTERS onboard

Brenda Iniguez, Bill Irvine, Patti Magers, Eduard Jooste & Alan Taylor

Established FrontRange as industry “Thought Leader”

– Completed 36 industry speaking engagements Jan-August
– Continue to support FrontRange recognition in Service Mgmt industry

Speaking at itSMF & ITSM Conferences & Regional Events

Speaking at HDI Conferences & Regional Events

Serving on itSMF, HDI & HDP Officer & Conference Boards

Appointed to OGC/TSO ITIL V3 Content Review Group

Deliver Strategic Roadmap & Service Mgmt Process engagements

as well as Tool Implementation engagements
 ITSM Practice - Update

Built the ITSM Tactical Tool Box
– Established ITSM Resource Dashboard, reflecting:

Services engagement by client

Services engagement by week, so Consultants have their roadmap

– Established the Services Portfolio (Service Catalog)

Consistent Global Services Offerings

Suite of Service Offerings across GSO

Published and launched at Seascape 2009, in support of VP Vision

– Established Sharepoint as the ITSM Repository for Consulting IP

Resource Dashboard

Client Documents: SOWs, SADs, F&Cs

Consulting IP & How-to documents

Actively fostered positive teamwork between PSO/TSO/DEV

Heavy Collaboration on the new ITSM Releases v6.1 & v6.1.1
 SM Consulting – Next Steps in the Journey

Services Strategy
– Expand “thought leadership” for FRS

ITIL Masters producing IP Collateral for our Clients
– Case Studies on Implementation Best Practices & Lessons
Learned
– White Papers on industry topics / FRS’ leadership
– Innovative Presentations with Business Solutions
 SERVICE PORTFOLIO: Service Catalog – ITSM
Strategic Services
– Strategic Road Map (SRM)
– Service Management - Executive Briefing (SME)

Design Services
– Service Catalog Design (SCD)
– Process Design & Implementation Support (PDI)

Transition Services
– QuickStart - Service Desk – IM, PM & SS (QSD)
– QuickStart - Change & Release Mgmt (QCR)
– QuickStart - Inventory & Configuration Mgmt (QIC)

Operational Services
– ITSM Upgrade Support (IUS)

Continual Service Improvement

– ITSM Technical Optimization (ITO)
– Service Management Process Optimization (SPO)
FRS Accelerated Methodology

Discover Scope/Solution Design, Configure, Develop Test Go Live

Workshop
Tailor Walk through Design & Configure: System Test Operations
Solution Business Process, Workflow, Software, UI Train SMEs Test
Set Process Technical Architecture User Testing
Models Integration Points Training
On-line Conversion Go Live
Analytics Support
Review Walk through Design & Configure Solution Set Build Test Migrate TEST
Process Process Models Process, Workflow, Software, Components Environment To PROD
Complete Walk through Design and Configure System Test all Operations
Survey On-line Process Gap Solutions and/or Customizations Business Processes Test
Build Document Process & Design and Configure System Test all Train all
Roadmap Software Fit/Gap Business Integration Points and Data Conversion Solution Set Components Users
Confirm Refine Integration & Configure Perform SME Perform
Tech Arch Data Conversion Technical Architecture Training Cutover
Team Technical Unit Test all Perform User Production
Organization Architecture Business Components Acceptance Test Support
Plan Configure Plan Test Plan Go Live Operational
Estimate Phase Signoff
Phase Phase
 Education Services

Flexible Delivery Options- When, Where, and How you want it

– Instructor Led Training (ILT) Public
– Instructor Led Training (ILT) Onsite
– Custom Training
– eLearning

Virtual Instructor-led Training (VILT)

Online Web-based training (WBT)

CD delivered computer based training (CBT)

Feature/Functionality-specific training
– Application Administration
– End User
– Business Process Management
– Reporting and Analytics
– ITIL Certification
So what comes after IM PM CM ?

Can you say “SAM”?

 … It’s 4:30pm … Do you know where your assets are?

How does your organization stack up in SAM?

Business Driver Question

How do you currently keep track of your software licenses?
If you were to be audited today, would you pass? How would you prove it?

“SAM” How do you know if users are downloading or bringing in unauthorized

software? How do you find it?
Software Asset How do you track software usage? Would your company like to know if it’s
Management buying or renewing software packages that aren’t being used?
How much time do you spend managing your software licenses? Would
one solution that allows you to input your proof of entitlements and
reconcile against the deployed software in your environment be helpful?
 Software Asset Management

“Software Asset Management (SAM) is all of the infrastructure

and processes necessary for the effective management, control
and protection of the software assets within an organisation,
throughout all stages of their lifecycle.”

ITIL Best Practice guide Software Asset Management

SAM is NOT
– Just about licenses or compliance
– Just a tool or piece of software
“Every organization can realize
– Just a simple process or policy
between 5% and 35% cost savings
– A silver bullet through the implementation of
– A quick fix focused software asset practices”
The Realities of License Compliance

Ensuring compliance is difficult!

– Distributed nature of the network (multi-site, multi-region) and de-
centralized software procurement
– Lack of understanding of software usage across the organization
– Silo’ed approach to IT operations (desktop, server, software etc.)
– Lack of internal licensing expertise

And desire to keep licensing information confidential
– Requirement to maintain currency of data at all times
– Ability to prove compliance if audited
Previously
Previouslyavailable
availabletools
toolsdon’t
don’tadequately
adequatelyaddress
addressthese
theseissues
issues
 Software Asset Management Drivers

Market Interest in SAM is growing rapidly
– Vendor led: Compliance

Microsoft, Adobe, Oracle, Symantec pouring resources into educating the market

87% of s/w vendors claim loss of revenue due to non-compliance*
– Vendors estimate 35% of software is illegally installed,
resulting in loss of $35 billion worldwide

Industry groups (BSA, FAST, SIIA) increasing publicity/rewards around piracy

Audits expected to affect 35% of all customers yearly

– Customer led: Improved controls/reduced costs

Real, tangible benefits for implementing SAM practices
– Reduction in costs, risk mitigation, more efficient IT
operations & planning

93% of our customers believe license compliance is a priority
– 44% overall believe it is a “High priority” (49% of UK customers)

* KPMG Software License Compliance Study

 SAM and Service Management Standards
Best Practice Standards

ISO/IEC
ITIL SAM 19770-1

ITIL BS 15000 ISO/IEC

20000

Major Market Drivers Best Practice User Group Standards

Service Management Operations mgmt help desk ITIL itSMF BS 15000

etc
ISO/IEC 20000
Software Asset Management Risk Mgmt compliance etc ITIL SAM Investors in Software ISO/IEC 19770
IBSMA
 ITIL SAM

ITIL Best Practice in

Software Asset Management
– Book

Published 9 September 2003

ISBN:0113309430
– CD

ISBN:0113309449
Centennial SAM Solutions

SAM.Suite

SAM Essentials

Complete
Completeend-to-end
end-to-endsolution
solutionquickly
quicklydelivers
deliversSAM
SAMbenefits
benefits
Centennial’s Discovery Differentiators

LanProbe technology finds every IP addressable device on

network

Out of the box functionality

Very small client footprint of 1.4MB

Delta audits generate minimal impact on network, 1k-2k

Multi-platform support of Windows, Linux, Unix, Mac OSX, AIX

Physical location tracking and alerting when assets move

Deeper and more accurate software recognition that does not rely
on software db

Powerful reporting dashboard with compliance reports and costing
wizards
 Microsoft SAM Optimization Model

Basic Standardized Rationalized Dynamic

SAM SAM SAM SAM
Ad Hoc Tracking Assets Active Management Optimized

Little control SAM processes Vision, policies, Near real-time

over what IT exist as well as procedures, and alignment with
assets are being tool/data tools are used to changing
used and where. repository. manage IT business needs.
Information may software asset
Lacks policies, not be complete lifecycle. SAM is a
procedures, and accurate Reliable strategic asset to
resources, and and typically not information overall business
tools. used for used to manage objectives
decision the assets to
making. business
targets.
Centennial SAM Essentials and Optimization
ITSM Implementation Considerations
 Change Management Lifecycle

Identification Incident
Operation

INFORMATION
Problem TECHNOLOGY Infrastructure
SERVICES

Requests
Implementation
For Change
Change
Requests
For Change
From Clients
The Pareto Principle … ‘80/20’
Vilfredo Pareto

Italian economist 1848-1923
“In any series of elements to be
controlled, a selected small
fraction, in terms of numbers of
elements, always accounts for a
large fraction in terms of effect.”
i.e. 80/20 concept

“In almost every society, about 20%

of the people control about 80% of
the wealth

The Pareto Principle states:

“A minority of factors are
responsible for the majority
of the problems”
~ the 80/20 concept ~
 Seven Tips for Effective Change Mgmt
1. Build your Change Team

2. Develop a Categorization Matrix (Risk Model)

3. Create a common Prioritization Scheme

4. Establish Change Types

5. Build your Change Advisory Board

6. Post Implementation Review with scoring

7. Build Management Framework & Support

 Change Categorization Scheme

You determine what fits into each category based on your environment

Standard - Pre-Approved, Proven, Limited Risk, Timed

Minor - Low Risk, Low # of Resources required

Significant - Medium Risk, Medium resources required

Major - Major Risk, Major Resources required

Urgent – Breaks the process / release timeframes

Emergency – Do it now or the world ends

Workshop review of all previous changes

Build table of what fits into which categories …get buy-in

Define category contents to optimize risk vs workload

 Change Categorization Scheme

Encourage Standard changes to
minimize the bureaucracy and the
workload……

But remember that it’s the small
changes that bite

Major changes - Use the existing
project and steering committee
processes for review and approval

Determine “reasonable” processes
for Urgent / Emergency

Formalize the Risk Model and
Assessment Process to determine For every 100 changes – try to spread into
the above categories
the appropriate categories
 Common Prioritization Scheme

Common Prioritization Scheme that should be aligned with Incident &
Problem Management

No high priority Change without justification via related high priority
Incident or Problem
– 1 - Immediate. Causing loss of service or severe usability problems to a
larger number of Users, a mission-critical system or serious problem.
Immediate action required.
– 2 - High. Severely affecting some Users, or impacting upon a large
number of Users. Highest priority for resources.
– 3 - Medium. No severe impact, but rectification cannot be deferred until
the next scheduled Release or upgrade. Medium priority for resources.
– 4 - Low. A Change is justified and necessary, but can wait until the next
scheduled Release or upgrade.
 Configuration Management

•• Service
Service && Component
Component
Attributes
Attributes
•• Service
Service && Component
Component
Relationships
Relationships

•• Financial
Financial Attributes
Attributes
•• Life
Life Cycle
Cycle tracking
tracking

•• Asset
Asset Tagging
Tagging
•• Location
Location information
information
 Configuration Management
Configuration Item (CI)
A CI is a part of the IT infrastructure that may be:

– Physical assets (e.g. hardware, software, facilities)

– Logical concepts (e.g. Service, System, Baseline)
– People or Groups (e.g. users, support groups)
– Documentation (e.g. contracts, Technical or Process documents)

Configuration Item (CI) Attribute

A property or characteristic of a CI
– Software (e.g. Version #, Manufacturer)
– Server (e.g. Number of CPUs, RAM, Serial Number)
– Others (Finance, Availability, Disaster Recover, Support, etc.)
ITIL and Configuration Management
 Metrics are your Friend
You gotta make the data talk … and tell the story.

Be aware of what you can’t SEE …

Read between the lines …

in PEOPLE & PROCESSES
 Use D-I-K-W for Making CSI Decisions

Informed Decisions

Problem and Change Problem and Change

Management Wisdom Management

Understanding
Problem Problem
Management Knowledge Management

Information
Data
Incident Incident
Management Management
Service Desk Service Desk
Perception is everything !

young girl …
or old woman ?
Are you sure ?
Optical Illusion or fact?
 WORLD WAR II ages 74 + 1910-1934

SWING ages 63-73 1935-1945

BABY BOOMER ages 44-62 1946-1964
GENERATION X ages 30-43 1965-1978

GENERATION Y ages 14-29 1979-1994

•The new total represented an addition of 32.7

U.S. population of 285 million
US Decennial Census 2000
As of 12/02/07 US population = 303,504,371
million Americans since the 1990 Census
• largest increase ever between censuses.
•The 2000 Census recorded a population gain
in every state during the 1990s — the only
decade in the 20th century with such growth.
 U.S. Generational Distribution
Swing
WW II 11.5%
15.5% 32 million
Children 44 million
7%
20 milion
abie s Baby Boomer
B 28%
Gen X
79 million
14%
Swing
39 million
Gen Y
24%
67 million

BABY BOOMER 28% 79 Million Ages 44-62 1946-1964

GENERATION Y 24% 67 Million Ages 14-29 1979-1994
WORLD WAR II 15.5% 44 Million Ages 74+ 1910-1934
GENERATION X 14% 39 Million Ages 30-43 1965-1978
SWING 11.5% 32 Million Ages 63-73 1935-1945
Babies/Children 7% 20 Million Ages 1-13 1995 -
 Workplace Characteristics - Comparison

Seniors Boomers Gen X Gen Y

Service Oriented / Adaptable and Multi-Taskers and
Job Strength: Stable
Team Players Tech-Literate Tech-Savvy

Outlook: Practical Optimistic Skeptical Hopeful

Work Ethic: Dedicated Driven Balanced Determined

View of Unimpressed and

Respectful Love/Hate Polite
Authority: not intimidated

Leadership: by Hierarchy by Consensus by Competence by Pulling Together

Personal Reluctant to
Relationships: Personal Sacrifice Inclusive
Gratification Commit
Political
Turnoffs: Vulgarity Cliché/Hype Promiscuity
Incorrectness
Ethnically
Diversity: Integration Began Fully Integrated No Majority Race
Segregated
No news is good Once a year with Interrupts and asks Wants feedback at
Feedback:
news documentation how they are doing the push of a button
Balance everyone
Work/Life Wants balance Need flexibility to
Need help shifting else and
Balance: now balance activities
themselves
Source: Bank of America
 Leadership Retention Strategies

Robert Half Technology survey – July 2007

~ Telecommuting ~

CIO survey shows 44 percent of IT staff telecommute at a rate that

is the same or higher than five years ago.

Of firms that allow telecommuting, the top benefits were improved

retention and morale through enhanced work/life balance (34%), and
increased productivity due to reduced commute time (28%).

Drawbacks of telecommuting included quality of work suffering due

to less face-to-face contact with colleagues (44 percent).
 Robert Half Technology CIO survey – March 2006
~ Retention Strategies ~

CIOs were asked,

“What steps, if any, is your firm taking to retain key IT talent?”

Providing training or professional development 63%

Offering flexible schedules 47%

Increasing base compensation 41%

Offering bonuses 31%

Offering equity incentives 9%

Other 4%

None / No steps taken 23%
Multiple responses were allowed; Over 1400 CIO responses received
 Leadership Retention Strategies

Why Succession Plan ?

Leverages institutional knowledge

Provides continuity of leadership and contingency planning

Motivates staff

What are the other benefits of management training?

Sixty-three percent of CIOs polled by Robert Half Technology
in March, 2006, said they’re providing professional
development opportunities to retain their best people.

• Employers seek strong communication and business skills in

entry-level candidates, as well as those applying for mid-
level and management positions, who can contribute to the
organization’s success from the start.
 Leadership Building Strategies

Why are soft skills important?

The workplace for IT professionals is increasingly team

oriented. If you can't work well with others, your options can be
limited.

Because companies require IT staff to take a more strategic

and collaborative approach than in the past, soft skills are
playing a larger role in an IT candidate's marketability and are
frequently a deciding factor when evaluating two individuals
with otherwise equal qualifications.
 Leadership Building Strategies

What are some examples of soft-skills training programs?

Enhancing business communication

Time management

Active listening

Conflict resolution

Business acumen

Delegation

Public speaking

Managing direct reports

Optimizing interpersonal meetings

Budgeting

Resource management
Are they on the ground … or in the sky?
Is what you see … reality?
 Leadership Greats
I Idon’t
don’tknow
knowthe
thekeykey
totosuccess,
success,butbutthethe
key
keytotofailure
failureisis
“Nothing great was ever achieved trying
without enthusiasm” tryingtotoplease
please
everybody.”
everybody.”
--Bill
BillCosby
Cosby
- Ralph Waldo Emerson

You can have brilliant ideas,

A Ship in a harbor is safe but if you can’t get them across,
… but that’s not what ships were built for. Your ideas won’t get you anywhere.
- John Maxwell - Lee Iacocca
 Best Practices …

It’s all about the Service Management Lifecycle

 Industry Resources

Industry Resources & Service Management Conferences
– Customer Service & Support Professionals Conference & Expo www.hthts.com

10th Annual Customer Support Conference 09/29-10/01/2008 San Diego

– HDI Website www.thinkhdi.com

Practices Survey

Salary Survey

Support World Magazine

Focus Books

62 Local HDI Chapters in US/Canada

HDI Service & Support Conference 04/06-09/2009 Las Vegas

– PINK Elephant www.pinkelephant.com

ITIL Training

Largest IT Service Management Conference 02/22-25/2009 Las Vegas

ITIL Reference resources

– itSMF Website www.itsmfusa.org

Annual itSMF Conference 09/08-10/2008 San Francisco (just held)

42 LIGs Local Interest Groups in US
FrontRange Service Management Services:

“ Trusted Advisors:

sharing intellectual capital and proven experience

… to enable business solutions for our clients”
ITSM User Group – NYC
September 25, 2008

Brenda Iniguez
Brendai@frontrange.com
510-262-9925
www.frontrange.com