Session 408 Tuesday, October 22, 10:00 AM - 11:00 AM Track: Industry Insights

Transcription

1 Session 408 Tuesday, October 22, 10:00 AM - 11:00 AM Track: Industry Insights ITIL Success: Five Years Later Paul Fibkins Director and Founder, FIBKO LLC fibkinsp@hotmail.com Session Description In 2007, a major global financial services organization launched a service transition and CSI effort to improve change, release, and deployment management. This organization saved $10 million by reducing outages caused by change; employee and user satisfaction went up, and the change success rate increased from 60 percent to nearly 100 percent (97.97%). By every measure, this project was a huge success! In this session, we ll revisit this implementation and discuss the following questions: How have the processes evolved over the past five years? Have they improved or degraded? Which factors have promoted continual improvement? (Advanced) Speaker Background Paul Fibkins is a seasoned ITSM professional who has implemented ITIL processes in many organizations, notably a major global financial services organization. He is an ITIL Expert, consultant, and instructor, and he is passionate about ITIL implementation, best practices, and metrics. Paul is the director and founder of FIBKO LLC and he has twenty-five years of experience managing ITSM organizations and projects.

2 ITIL SUCCESS Five Years Later PAUL FIBKINS FIBKOLLC AND LEARNING TREE INTERNATIONAL ITIL SUCCESS 5 YEARS LATER IS LONG TERM SUCCESS FUELED BY BLOCKING AND TACKLING OPERATIONAL TACTICS? 9/12/2013 FIBKO LLC - PAUL FIBKINS 2

3 ITIL SUCCESS 5 YEARS LATER OR DO HOME RUNS MAKE THE DIFFERENCE SECURING LONG TERM PROCESS IMPROVEMENT? 9/12/2013 FIBKO LLC - PAUL FIBKINS ITIL SUCCESS 5 YEARS LATER IN 2007 A MAJOR GLOBAL FINANCIAL SERVICES ORGANIZATION LAUNCHED A SERVICE TRANSITION CHANGE MANAGEMENT SERVICE QUALITY IMPROVEMENT PROGRAM 9/12/2013 FIBKO LLC - PAUL FIBKINS 4

4 ITIL SUCCESS 5 YEARS LATER The success netted $10 Million savings 60% Reduction in service outages 42% Increase in change velocity A 4.8 Quality Sigma Level *(104 defects in 189,717 opportunities) A 15% Improvement in employee and customer satisfaction * A 6.0 Sigma is 1 defect per million opportunities 9/12/2013 FIBKO LLC - PAUL FIBKINS CHAOS TO OPTIMIZATION 2007 CHAOS 2012 OPTIMIZATION Consolidated 20 data centers Change velocity increased Aligned 6 regions Integrated 10 lines of business Absorbed double digit growth Change success improved Customer satisfaction was up 9/12/2013 FIBKO LLC - PAUL FIBKINS 6

5 YEAR 1 INITIATE AND PLAN 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 1 INITIATE AND PLAN BAU (Business As Usual) Experienced weekend command center chaos Accepted a culture of chaos ITIL ADOPTION ITIL was the latest framework Last resort Why not try ITIL? Lacked hope and vision 9/12/2013 FIBKO LLC - PAUL FIBKINS 8

6 2007 YEAR 1 INITIATE AND PLAN JANUARY 2007 DECEMBER 2007 Created and chartered the Project Management Plan Created a guiding coalition and sponsorship Held Executive Formula One ITIL Simulation for CIOs Conducted a Capability Maturity Model Integration (CMMI) Assessment Employed Business Process Management Notation (BPMN) tools 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 1 INITIATE AND PLAN May 2007 Defined strategy, secured CIO sponsorship, completed proposal, charted the project and conducted a CMMI assessment (service and process) followed by a BPMN mapping exercise July 2007 Held Global Change Management Workshops July 2007 Executed Global Road Show 9/12/2013 FIBKO LLC - PAUL FIBKINS 10

7 YEAR 1 INITIATE AND PLAN LESSONS LEARNED IMPACTING LONG TERM SERVICE IMPROVEMENT 1. EMPLOY A SERVICE FOCUSED ASSESSMENT TOOL AND REPEAT USE OFTEN 2. EMPLOY A POWERFUL BUSINESS PROCESS MANAGEMENT NOTATION (BPMN) TOOL - AND SPEND EXTRA CYCLES AND RESOURCES GETTING THE AS IS AND TO BE PROCESS DOCUMENTED 3. KNOW SERVICE YOUR ORGANIZATION WANTS TO IMPROVE WITH ITIL DISCIPLINE NOT JUST PROCESSES 4. USE SMART GOALS FOR GUIDANCE (SPECIFIC, 9/12/2013 FIBKO LLC - PAUL FIBKINS 11 MEASURABLE, ATTAINABLE, REALISTIC AND TIMELY) YEAR 2 THE BUILD 9/12/2013 FIBKO LLC - PAUL FIBKINS 12

8 2008 YEAR 2 THE BUILD JANUARY 2008 Held Formula One ITIL Simulation Workshops Focused on People and Process DECEMBER 2008 Defined the to be state and communicated it Achieved Quick Wins Jump started the marketing campaign Updated tool Experienced collaboration and success 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 2 THE BUILD People Exploited The 4 P s of Design Processes Partners Products/ Technology 9/12/2013 FIBKO LLC - PAUL FIBKINS 14

9 2008 YEAR 2 THE BUILD 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 2 THE BUILD 9/12/2013 FIBKO LLC - PAUL FIBKINS 16

10 2008 YEAR 2 THE BUILD ITIL Project Lifecycle /Methodology Initiate Build Process Design Define 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 2 THE BUILD LESSONS LEARNED IMPACTING LONG TERM SERVICE IMPROVEMENT 1. PRIORITIZATION TRAINING PENETRATION AND MARKETING EMERSION 2. ASSESS AND IMPROVE PEOPLE AND PROCESS THEN PARTNERS, PRODUCTS AND TECHNOLOGY 3. ENGAGE THE PROJECT MANAGEMENT ORGANIZATION AND EMPLOY PMPs WHEN POSSIBLE 4. COLLABORATE WITH THE PMO STRIVE TO EMBED ITIL PRACTICES IN THE PMO 9/12/2013 FIBKO LLC - PAUL FIBKINS 18 18

11 2009 YEAR 3 THE BASELINE 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 3 THE BASELINE JANUARY 2009 Executed 20 Quick Wins Imbedded a strong governance structure DECEMBER 2009 Implemented tool changes Embedded metrics Achieved measurable improvements Propagated training Employed ITIL speak CAB structure took hold 9/12/2013 FIBKO LLC - PAUL FIBKINS 20

12 2009 YEAR 3 THE BASELINE 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 3 THE BASELINE ITIL FOUNDATIONS 1000 ITIL OVERVIEW /1/07 1/1/08 1/1/09 1/1/10 1/1/11 1/1/12 9/12/2013 FIBKO LLC - PAUL FIBKINS 22

13 2009 YEAR 3 THE BASELINE Change Volume vs. Service Incidents CHANGE INCIDENTS DOWN 60% CHANGE VELOCITY UP 42% BASELINE 9/12/ YEAR 3 THE BASELINE PIR (POST IMPLEMENTATION REVIEW) ACTIONS: 1. Expand maker checker process 2. Ensure implementation procedures are detailed 3. Enforce change process best practices Root Cause # of Incidents Release and Deploy 37 HUMAN ERROR ACT DEMING MODEL FOCUS CHECKOUT DESIGN TESTING Service Asset & Config 6 Supplier 7 CHECK INSTALL Change 23 9/12/2013 FIBKO LLC - PAUL FIBKINS 24

14 YEAR 3 THE BASELINE LESSONS LEARNED IMPACTING LONG TERM SERVICE IMPROVEMENT 1. COMMODITIZE TRAINING 2. ENGAGE HR AND LEARNING MANAGEMENT EMBRACE KNOWLEDGE & THE SKMS 3. MAKE VISIBLE CSF S, KPI S AND METRIC AND KEEP THE FOCUS ON PERFORMANCE 1. EXPLOIT THE POST IMPLEMENTATION REVIEW (PIR) PRACTICE AND ZERO IN ON CHECK AND ACT DEMING ACTIVITIES 25 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 4 THE STANDARD CHANGE 9/12/2013 FIBKO LLC - PAUL FIBKINS 26

15 YEAR 4 THE STANDARD CHANGE Favorable run rate continued From 2007 to 2010 while incidents were reduced by 35% - outages spiked Change velocity increased and global standardization challenged scalability As Momentum slowed Re-executed the CMMI Assessment and determined 3 pain points: 1. Lack of service and process efficiency 2. Stagnating governance 3. Splintering Standardization 9/12/2013 SFIBKO LLC - PAUL FIBKINS YEAR 4 THE STANDARD CHANGE Development pressure mounted Applications Development drove ITIL Training demand Development began to lead ITIL Process Improvement discussions The Standard Change symbolized ITIL efficiency And became the rallying call to action in the Development Community 9/12/2013 FIBKO LLC - PAUL FIBKINS 28

16 YEAR 4 THE STANDARD CHANGE The Standard Change Model 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 4 THE STANDARD CHANGE & 9/12/2013 FIBKO LLC - PAUL FIBKINS 30

17 YEAR 4 THE CONSOLIDATION ISO Standards bolstered governance Service Management took the lead on ISO9001 Quality Management Certification and supported ISO27001 assessments And achieved ISO Certification Global standardization Through industry certification, directly supported Global Service Management standards consolidation 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 4 THE STANDARD CHANGE LESSONS LEARNED IMPACTING LONG TERM SERVICE IMPROVEMENT 1. PRIORITIZE SERVICE EFFECTIVENESS PAIN POINTS FIRST, THEN EFFICIENCY PAIN POINT (IF POSSIBLE) 1. EXECUTE ITIL BIG WIN TYPE PRACTICES INCLUDING THE STANDARD CHANGE AND THE EXPANDED INCIDENT LIFECYCLE 1. ENSURE CONTINUOUS CONSOLIDATION AND BUILD UPON ISO STANDARDS TO RE-ENERGIZE THE CSI EFFORT 2. ENGAGE DEVELOPENT AND ENSURE INCLUSION MAKE ROOM AT THE ITIL LEADERSHIP TABLE 32 9/12/2013 FIBKO LLC - PAUL FIBKINS 32

18 2011 YEAR 5 Dev Ops GENERATION ARRIVES 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 5 Dev Ops GENERATION ARRIVES JANUARY 2011 DECEMBER 2011 Formed the Software Engineering Process Group - SEPG Fostered by Development and Operations Established a governance structure Dev Ops was born through the SEPG ITIL provided common ground Included the main Dev Ops Practices 9/12/2013 FIBKO LLC - PAUL FIBKINS 34

19 2011 YEAR 5 Dev Ops GENERATION ARRIVES Implemented Dev Ops Practices through the Development and Operations Coalition DEV OPS PRACTICES 1. Defined the Workload for Change Management and made the process visible 2. Created Robust Applications Testing Environments 3. Embedded Development in Operations Incident Escalation Process used Expanded Incident Lifecycle 4. Included Development in PIR Leadership 5. Cross- trained Development on Operational Practices 7. Injected failure scenarios before Production 8. Enhanced Communication Ops to Dev 9/12/2013 FIBKO LLC - PAUL FIBKINS YEAR 5 Dev Ops GENERATION ARRIVES LESSONS LEARNED IMPACTING LONG TERM SERVICE IMPROVEMENT 1. EXPAND ITIL APPLICATION AND TRANSLATE INTO DEVELOPMENT LANGUAGE 1. EMBED DEVELOPMENT IN THE INCIDENT ESCALATION AND PIR PROCESSES 2. APPLY THE DEVOPS PRACTICES PROACTIVELY 1. APPLY CLOSED FEEDBACK LOOP FROM OPS TO DEV ASSURING CONSTANT FEEDBACK 36 9/12/2013 FIBKO LLC - PAUL FIBKINS 36

20 2012 AND TODAY MOMENTUM OR STAGNATION? 9/12/2013 FIBKO LLC - PAUL FIBKINS AND TODAY MOMENTUM OR STAGNATION? LONG TERM SUCCESS IS FUELED BY DAILY BLOCKING AND TACKLING OPERATIONAL TACTICS TACTICAL AND OPERATION PRACTICES WHICH SUPPORTED LONG TERM PROCESS IMPROVEMENT 1. EMPLOYED A POWERFUL BPMN TOOL AS IS AND TO BE 2. DEFINED SERVICE IMPROVEMENTS NOT JUST PROCESS 3. USED SMART SERVICE GOALS 4. EMPLOYED PENETRATION TRAINING - MARKETING EMERSION 5. COMMODITIZED TRAINING 6. SHOWCASED QUICK WINS, GOVERNANCE AND LANGUAGE 7. MADE VISIBLE CSF S, KPI S AND METRIC 8. APPLIED THE DEV OPS PRACTICES DID NOT DEBATE THEM 9. APPLIED CLOSED LOOP FEEDBACK FROM OPS TO DEV 9/12/2013 FIBKO LLC - PAUL FIBKINS 38

21 2012 AND TODAY MOMENTUM OR STAGNATION? 1. Embedded ongoing CMMI Assessment 2. Integrated with Project Management Embedded ITIL in PMO LONG TERM SUCCESS IS ALSO BOLSTERED BY HOME RUN NOTORIETY AND IMPACT 3. Embraced Learning Management System and SKMS Creation 4. Exploited the PIR ACTIVITY and Check and Act 5. Implemented Standard Change Model for Improved efficiency 6. Achieved ISO Certification. Bolstered Governance and Consolidated Standards 7. Adopted DevOps Philosophy and Practice. Achieved synergies and establish Development and Operations intensive collaboration 9/12/2013 FIBKO LLC - PAUL FIBKINS 39 PAUL FIBKINS FIBKOLLC AND LEARNING TREE INTERNATIONAL FIBKINSP@HOTMAIL.COM 40

22 ITIL SUCCESS 5 YEARS LATER Questions? Thank you for attending this session Please fill out an evaluation form: Session 408 Enjoy the conference For additional information: Paul Fibkins FIBKOLLC fibkinsp@hotmail.com 9/12/2013 FIBKO LLC - PAUL FIBKINS 41