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Service Management Hafizurrachman fkmui
Definisi dan Tujuan • Service Management didefinisikan sebagai bagian dari Supply Chain Management yang merupakan gabungan antara penjualan yang terjadi dan pelanggan; • Tujuan adalah mengoptimalkan rantai service (pelayanan) – agar tercapai keberlanjutan (After sales services); • Dapat sebagai sumber keuntungan yang besar (50%)
• Service Management saat ini sebagai bagian dari strategi bisnis; • Untuk mempertahankan pertumbuhan organisasi dan memelihara customer loyalty pada lingkungan yang kompetitif.
Keuntungan adanya SM • Biaya service dapat berkurang (pengintegrasian antara rantai produk dan servis); • Menurunkan biaya inventori/ gudang; • Service quality terhadap customer services dapat dioptimalkan; • Meningkatkan service revenue; • Meningkatkan kepuasan pelanggan; • Meminimalkan kunjungan teknisi karena segera tertangani.
SM untuk optimalisasinya memperhatikan 1. Service strategy and service offerings – – – –
Service Strategy Definition Service Offerings Definition & Positioning Go-To-Market Strategy Service Portfolio Management
2. Spare parts – – – – –
Parts Supply Management Inventory Management Parts Demand Management Fulfillment Operations & Logistics Service Parts Management
3. Returns, repairs and warranties – – – –
Warranty & Claims Management Reverse logistics Returns Processing Remanufacturing
4. Field Service Management or Field force effectiveness – – – – –
Technician Enablement Mobility E-learning Activity Scheduling Service Billing
5. Customer management – – – –
Order Management & Availability Channel & Partner Management Customer Insight Technical Documentation
6. Assets, Maintenance, Task Scheduling, Event Management – – – –
Remote Monitoring Diagnostics & Testing Asset Management/Optimization Configuration Management
• Service management, disebut juga IT service management, yaitu suatu disiplin ilmu yang digunakan pada industri yang menyediakan services atau kombinasi barang dan jasa; • SM digunakan secara luas pada industri IT t/u sektor ICT (information and Communication Technology); • Service management dapat berintegrasi dengan banyak macam industri.
• Service management digunakan bersama dengan operations support systems. • Systems yang menggunakan service management diantaranya: – – – – – –
order management, inventory management, activation, maintenance, performance diagnostics Dan beberapa tipe support systems yang membuat sistem berjalan proficiently dan bebas kesalahan.
• Beberapa komponen service manajemen: • Service management biasanya bersama dengan sistem automatis dan pegawai terampil; • Service management juga menyediakan service development; – Contohnya adanya alur kerja – Tetapi alur kerja tidak cukup perlu kemampuan mengatur dari pusat dan menjamin keamanan data setiap saat.
• Service Management biasa digunakan tipe lain management systems seperti Total Quality Management (TQM), Six Sigma, CMMI (Capability Maturing Model and Integration), and Business Process Management; • Dapat dipakai pada skala kecil perusahaan dan besar; • Ilmu service management sudah dipelajari sejak awal tahun 1970's dan merupakan pengembangan dari disiplin ilmu Operations Management.
Service Management Customer Service Management Enterprise Asset Management
Service Sales & Marketing
Service Planning & Forecasting
Investment Planning & Design
© SAP AG 2004, Title of Presentation, Speaker Name / 2
Service Parts Management
Procurement & Construction
Service Procurement Management
Maintenance & Operations
Service Operations Management
Decommission & Disposal
Customer Service Management Analytics Asset Life-Cycle Analytics
Service Management Customer Service Management Service Sales & Marketing Marketing & Campaign Management (S14) Lead Management (S14) Territory Management (S14) Account & Contact Management (S14)
Service Planning & Forecasting
Service Parts Management
Strategic Service Planning & Forecasting (S14) Resource Planning & Optimization (S14, S59) Service Activity Planning (S14, S59)
Activity Management (S14) Opportunity Management (S14) Customer Interaction Management (S14, S59) Service Quotation & Order Management (S14, S59) Service Contract Management (S59, S14)
Service Procurement Management
Supply Chain Design (S1, S51, B12)
Supplier Selection (S47, S63, S46)
Life-cycle planning (S1, S51, S64)
Contract Management (S47, S63)
Forecasting (S1, S51, S64)
Demand Determination (S47, S63, S59, S64)
Inventory Planning (S1, S51, S64)
Purchase Order Management (S56, S47, S63, S50)
Distribution Requirements Planning (S1, S64, S51) Deployment Planning (S1, S51, S64) Collaborative Inventory Management (S51, S1, S64) Order Management (S54, S6, S51, S64)
Receipt of Service Parts (S47, S63, S64, S62, S50) Confirmation of Services (S47, S63, S50) Invoice Management (S47, S63, S60, S50)
Service Operations Management
Customer Service Management Analytics
Installed Base Management (S59, S14) Knowledge Management (S14, S59) Case Management (S14)
Service Profitability Analytics (S59, S14, B12) Service Contract Analytics (S59, B12, S14, P67) Customer Analytics (S59, S14, B12)
Complaints Management (S14, S59) Returns & Repair Management (S59, S14, S64)
Warranty Analytics (B12, S14, S59)
Warranty Management & Entitlement Validation (S59, S14) Service Scheduling & Optimization (S14, S59, P32) Escalation Management (S14, S59) Service Billing (S59, S14)
Foreign Trade (S64, S56) Transportation Management (S1, S51, S64, S73) Inventory & Warehouse Management (S51, S64, S7) Reverse Logistics (S64, S51, S14, S59)
SAP Product Available
Partner Product Available
SAP Product Available with Future Releases
Partner Product Available with Future Releases
Future Focus
Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 3
Sxx, Vxx, Bxx Pxx
SAP Product & Service Partner Product
For more information see: http://www.sap.com
Installed Base Analytics (S59, B12, S14) Service Parts Analytics (B12, S51, S64) Spend Analytics (B25, S47, B12, S63) Supplier Performance Analytics (B12, S47, S63, P67) Sales & Marketing Analytics (S59, S14, B12)
Service Management Enterprise Asset Management Investment Planning & Design
Procurement & Construction Maintenance & Operations
Business Planning (S60)
Collaborative Specification & Design (S62, P14)
Supplier Qualification & Candidate Selection (S63, B12) Bidding & Contract Management (S63, S50, S62)
Document Management (S62, P14)
Procurement Process (S63, S60, S56, S50)
Interfacing CAD, GIS and SCADA systems (S62, P14)
Document Management (S62, P14)
Project Management (S62)
Project Management (S62)
Shutdown Planning (S62, P60)
Collaborative Construction (P14, S62)
Mobile Asset Management (S62, B26)
Project and Investment Controlling (S60, S62)
Web-Based Processing (S62)
Investment Management (S60)
Decommission & Disposal
Asset Life-Cycle Analytics
Technical Assets Management (S62, P79)
Asset Transfer & Disposal (S60, S62)
Asset & Maintenance Reporting (S62)
Preventive & Predictive Maintenance (S62)
Document Management (S62)
Asset Performance Management (S62, B12)
Work Clearance Management (S45, S62)
Collaborative Disposal Management (S62, P14)
Reliability Centered Maintenance (S62, B12, P54)
Maintenance Execution (S62, P54)
Project Management (S62) Waste Management (S38)
Asset Life-Cycle Costing (B12)
Asset Compliance (S38)
Damage Analytics (B12, S62)
Asset Remarketing (S64, S59)
Object Statistics (B12, S62)
Contractor Management (S62, S63, S46) MRO & Services Procurement (S63, S56, S60, S50) Service Parts & Inventory Management (S64) Document Management (S62) Employee Management (S62, S23) Maintenance Budgeting (S62) Integrated Asset Accounting (S60, S62)
SAP Product Available
Partner Product Available
SAP Product Available with Future Releases
Partner Product Available with Future Releases
Future Focus
Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 4
Sxx, Vxx, Bxx Pxx
SAP Product & Service Partner Product
For more information see: http://www.sap.com
Spend & Supplier Performance Analytics (B12, S63)
Contoh Best Practise
Pragmatic Service Management Using ‘best practice’ frameworks to solve real business problems Claire Bourke Lucid IT
© Lucid IT Pty Ltd, 2006 - All rights reserved version 3.0
Pragmatic Service Management A Pragmatist - Guided by practical experience and observation rather than just theory
Theorist
Pragmatist
Maverick
Pragmatic Service Management Pragmatic Service Management uses the theory innovatively to solve a real business problem
Theorist
Pragmatist
Maverick
#1 Alignment with Business Strategy Symptoms Business fails to see ‘value add’ and won’t support the initiatives Lack of IT Management support Processes become overly complex or stagnate as they have failed to align with business process
#1 Alignment with Business Strategy Develop a Strategy Map to focus on benefits realisation Link key initiatives to strategic objectives
Improve Brand Awareness
Expand Market share
Shareholder Value
Customer Focus Business
Improve Customer focus
Improve Service availability
Improve Time to Market
Product Innovation
Reduce RTB costs by 10%
IT SOE Roll Out
Service Desk Consolidation
Application Enhancement
Problem Management
Network Upgrade
Server Consolidation
DRP
Staff Engagement Survey
SLA’s
Service Catalogue
Career Development
ITIL Implementation
Customer Satisfaction Survey
Activity Based Costing
Data Centre Relocation
Setting up a PMO
#2 Create a ‘sense of urgency’ Symptoms Other projects take priority Lack of management support ITIL Implementation done as a ‘business as usual’ activity
#2 Create a sense of ‘urgency’ Questions you must answer
Why are we doing this project - need vs want What is the benefit to our business
What are the risks if we don’t do it Do we have executive buy in - accountability, not sponsorship Do we have the budget or access to budget Does this improve alignment with the business How will this impact customer, employees, partners Have we done this before How will we measure success - business and IT
#3 Clear implementation framework Symptoms No project structure for implementation or project governance Technical determinism’ - implement technology independent of process and the organisational structure in which is embedded Underestimating the scope and ‘touch points’ of the project Slow progress, lack of support - ‘bright shinny thing’
#3 Clear implementation framework Business Drivers
Vision
Implementation Planning
Assessment
Process Design
Functional Specification
Objectives (Roadmap)
Build
Tool Evaluation & Selection
Business Case
Transition
Organisational Alignment
Go/No Go Plan
Go Live Implement Communication and Training
Maintain
Service Improvement Optimise
#4 Scope - Run and Build Symptoms Limited support from the Application Support and Development Teams Lack of focus on the end to end service value chain ITIL only
#4 Scope - Run and Build Need to consider the whole of
IT Business
Program Management Office
Governance
“Service Management Office” Service Level Mgt Financial Mgt Availability Mgt Capacity Mgt Security Mgt IT Service Continuity Mgt Incident Mgt
Programme Mgt Portfolio Mgt Project Mgt Requirements Analysis
“Build” IT Services
Application Development Project Management
Release Mgt Change Mgt Configuration Mgt Problem Mgt
“Run” IT Services
BSC COBIT
AS8015 ISO20000 ITIL ITIL
6 Sigma
CMM Prince2
ITIL
ITIL
ITIL
ITIL
ITIL
ITIL AS7799
CMM ITIL ITIL pmBOK
Prince2
ITIL
ITIL ITIL ITIL ITIL
ITIL
ITIL
ITIL
ITIL
#5 Consider all the Dimensions of Change Symptoms
Failure to understand that implementing ITIL will fundamentally change the way people work. Unsustainable change, people revert back to old ways of working Lack of integration between to the elements, for example Tool does not adequately support the process, Practice does not align to process Process outcomes do not deliver on strategic objectives
#5 Consider all the Dimensions of Change
Project Plan - Develop a Product Breakdown Structure based on each of the elements Create a focus on organisational change and bring in an expert if required
# 6 Service Architecture Symptoms No clear definition of services Services defined in terms of technology IT finds it difficult to effectively assess the impact of incidents and changes
# 6 Service Architecture
At the heart of Service Management is Service Business/Customer Service
IT Services
Underpinning Configuration Items CI
CI CI
CI CI
CI CI CI CI
CI
CI CI CI CI CI
CI
CI
CI CI CI CI CI
CI
# 7 Process Architecture Symptoms Lack of understanding of process intent or desired objectives - WHY? Processes overly complex and prescriptive High compliance overhead Implementation generating too much change Risk throwing the baby out with the bath water
# 7 Process Architecture Policy Statement of Process Intent
Process One Page, Role Based, High Level Process Flow
Procedures Underpinning procedural steps
Local Work Practices Supported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)
#8 Clear Business Engagement Model Symptoms Lack of strategic input from the business Business complain about IT service delivery IT ‘fear’ consultation with the business Meaningless Service Level Agreements Process like Problem Management fail
#8 Clear Business Engagement Model Business Units Executive Management
IS Executive Management
Strategy and Architecture
Strategic, policy and architecture alignment IT Business Representative
Customer Relationship Management
Service Level Management
Service Level, Service Design and Deployment interface
Business Users of IT Services
Change Management
Service Desk
Request Management Incident Management
Clear and consistent channels for incidents, requests and changes
#9 Plan to Improve Symptoms Lack of traction; people go back to old ways of working Process no longer meets business needs No induction for new staff - dilution of process
#9 Plan to Improve
PLAN
ACT
DO
CHECK
Quality Assurance (ISO2000)
Time
Driven by Changing Business Needs
#10 Situational Management
Theorist
Pragmatist
Maverick
Summary 0 observations - 10 pragmatic solutions ! #1 Alignment with Business Strategy ! #2 Create a sense of urgency ! #3 Clear implementation framework ! #4 Scope - Run and Build #5 Consider all the elements of change #6 Service Architecture #7 Process Architecture #8 Clear business engagement #9 Plan for Improvement #10 Situational Management
• Terima kasih & Selamat Berpuasa
Definisi dan Tujuan • Service Management didefinisikan sebagai bagian dari Supply Chain Management yang merupakan gabungan antara penjualan yang terjadi dan pelanggan; • Tujuan adalah mengoptimalkan rantai service (pelayanan) – agar tercapai keberlanjutan (After sales services); • Dapat sebagai sumber keuntungan yang besar (50%)
• Service Management saat ini sebagai bagian dari strategi bisnis; • Untuk mempertahankan pertumbuhan organisasi dan memelihara customer loyalty pada lingkungan yang kompetitif.
Keuntungan adanya SM • Biaya service dapat berkurang (pengintegrasian antara rantai produk dan servis); • Menurunkan biaya inventori/ gudang; • Service quality terhadap customer services dapat dioptimalkan; • Meningkatkan service revenue; • Meningkatkan kepuasan pelanggan; • Meminimalkan kunjungan teknisi karena segera tertangani.
SM untuk optimalisasinya memperhatikan 1. Service strategy and service offerings – – – –
Service Strategy Definition Service Offerings Definition & Positioning Go-To-Market Strategy Service Portfolio Management
2. Spare parts – – – – –
Parts Supply Management Inventory Management Parts Demand Management Fulfillment Operations & Logistics Service Parts Management
3. Returns, repairs and warranties – – – –
Warranty & Claims Management Reverse logistics Returns Processing Remanufacturing
4. Field Service Management or Field force effectiveness – – – – –
Technician Enablement Mobility E-learning Activity Scheduling Service Billing
5. Customer management – – – –
Order Management & Availability Channel & Partner Management Customer Insight Technical Documentation
6. Assets, Maintenance, Task Scheduling, Event Management – – – –
Remote Monitoring Diagnostics & Testing Asset Management/Optimization Configuration Management
• Service management, disebut juga IT service management, yaitu suatu disiplin ilmu yang digunakan pada industri yang menyediakan services atau kombinasi barang dan jasa; • SM digunakan secara luas pada industri IT t/u sektor ICT (information and Communication Technology); • Service management dapat berintegrasi dengan banyak macam industri.
• Service management digunakan bersama dengan operations support systems. • Systems yang menggunakan service management diantaranya: – – – – – –
order management, inventory management, activation, maintenance, performance diagnostics Dan beberapa tipe support systems yang membuat sistem berjalan proficiently dan bebas kesalahan.
• Beberapa komponen service manajemen: • Service management biasanya bersama dengan sistem automatis dan pegawai terampil; • Service management juga menyediakan service development; – Contohnya adanya alur kerja – Tetapi alur kerja tidak cukup perlu kemampuan mengatur dari pusat dan menjamin keamanan data setiap saat.
• Service Management biasa digunakan tipe lain management systems seperti Total Quality Management (TQM), Six Sigma, CMMI (Capability Maturing Model and Integration), and Business Process Management; • Dapat dipakai pada skala kecil perusahaan dan besar; • Ilmu service management sudah dipelajari sejak awal tahun 1970's dan merupakan pengembangan dari disiplin ilmu Operations Management.
Service Management Customer Service Management Enterprise Asset Management
Service Sales & Marketing
Service Planning & Forecasting
Investment Planning & Design
© SAP AG 2004, Title of Presentation, Speaker Name / 2
Service Parts Management
Procurement & Construction
Service Procurement Management
Maintenance & Operations
Service Operations Management
Decommission & Disposal
Customer Service Management Analytics Asset Life-Cycle Analytics
Service Management Customer Service Management Service Sales & Marketing Marketing & Campaign Management (S14) Lead Management (S14) Territory Management (S14) Account & Contact Management (S14)
Service Planning & Forecasting
Service Parts Management
Strategic Service Planning & Forecasting (S14) Resource Planning & Optimization (S14, S59) Service Activity Planning (S14, S59)
Activity Management (S14) Opportunity Management (S14) Customer Interaction Management (S14, S59) Service Quotation & Order Management (S14, S59) Service Contract Management (S59, S14)
Service Procurement Management
Supply Chain Design (S1, S51, B12)
Supplier Selection (S47, S63, S46)
Life-cycle planning (S1, S51, S64)
Contract Management (S47, S63)
Forecasting (S1, S51, S64)
Demand Determination (S47, S63, S59, S64)
Inventory Planning (S1, S51, S64)
Purchase Order Management (S56, S47, S63, S50)
Distribution Requirements Planning (S1, S64, S51) Deployment Planning (S1, S51, S64) Collaborative Inventory Management (S51, S1, S64) Order Management (S54, S6, S51, S64)
Receipt of Service Parts (S47, S63, S64, S62, S50) Confirmation of Services (S47, S63, S50) Invoice Management (S47, S63, S60, S50)
Service Operations Management
Customer Service Management Analytics
Installed Base Management (S59, S14) Knowledge Management (S14, S59) Case Management (S14)
Service Profitability Analytics (S59, S14, B12) Service Contract Analytics (S59, B12, S14, P67) Customer Analytics (S59, S14, B12)
Complaints Management (S14, S59) Returns & Repair Management (S59, S14, S64)
Warranty Analytics (B12, S14, S59)
Warranty Management & Entitlement Validation (S59, S14) Service Scheduling & Optimization (S14, S59, P32) Escalation Management (S14, S59) Service Billing (S59, S14)
Foreign Trade (S64, S56) Transportation Management (S1, S51, S64, S73) Inventory & Warehouse Management (S51, S64, S7) Reverse Logistics (S64, S51, S14, S59)
SAP Product Available
Partner Product Available
SAP Product Available with Future Releases
Partner Product Available with Future Releases
Future Focus
Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 3
Sxx, Vxx, Bxx Pxx
SAP Product & Service Partner Product
For more information see: http://www.sap.com
Installed Base Analytics (S59, B12, S14) Service Parts Analytics (B12, S51, S64) Spend Analytics (B25, S47, B12, S63) Supplier Performance Analytics (B12, S47, S63, P67) Sales & Marketing Analytics (S59, S14, B12)
Service Management Enterprise Asset Management Investment Planning & Design
Procurement & Construction Maintenance & Operations
Business Planning (S60)
Collaborative Specification & Design (S62, P14)
Supplier Qualification & Candidate Selection (S63, B12) Bidding & Contract Management (S63, S50, S62)
Document Management (S62, P14)
Procurement Process (S63, S60, S56, S50)
Interfacing CAD, GIS and SCADA systems (S62, P14)
Document Management (S62, P14)
Project Management (S62)
Project Management (S62)
Shutdown Planning (S62, P60)
Collaborative Construction (P14, S62)
Mobile Asset Management (S62, B26)
Project and Investment Controlling (S60, S62)
Web-Based Processing (S62)
Investment Management (S60)
Decommission & Disposal
Asset Life-Cycle Analytics
Technical Assets Management (S62, P79)
Asset Transfer & Disposal (S60, S62)
Asset & Maintenance Reporting (S62)
Preventive & Predictive Maintenance (S62)
Document Management (S62)
Asset Performance Management (S62, B12)
Work Clearance Management (S45, S62)
Collaborative Disposal Management (S62, P14)
Reliability Centered Maintenance (S62, B12, P54)
Maintenance Execution (S62, P54)
Project Management (S62) Waste Management (S38)
Asset Life-Cycle Costing (B12)
Asset Compliance (S38)
Damage Analytics (B12, S62)
Asset Remarketing (S64, S59)
Object Statistics (B12, S62)
Contractor Management (S62, S63, S46) MRO & Services Procurement (S63, S56, S60, S50) Service Parts & Inventory Management (S64) Document Management (S62) Employee Management (S62, S23) Maintenance Budgeting (S62) Integrated Asset Accounting (S60, S62)
SAP Product Available
Partner Product Available
SAP Product Available with Future Releases
Partner Product Available with Future Releases
Future Focus
Collaborative Business Map Available
© SAP AG 2004, Title of Presentation, Speaker Name / 4
Sxx, Vxx, Bxx Pxx
SAP Product & Service Partner Product
For more information see: http://www.sap.com
Spend & Supplier Performance Analytics (B12, S63)
Contoh Best Practise
Pragmatic Service Management Using ‘best practice’ frameworks to solve real business problems Claire Bourke Lucid IT
© Lucid IT Pty Ltd, 2006 - All rights reserved version 3.0
Pragmatic Service Management A Pragmatist - Guided by practical experience and observation rather than just theory
Theorist
Pragmatist
Maverick
Pragmatic Service Management Pragmatic Service Management uses the theory innovatively to solve a real business problem
Theorist
Pragmatist
Maverick
#1 Alignment with Business Strategy Symptoms Business fails to see ‘value add’ and won’t support the initiatives Lack of IT Management support Processes become overly complex or stagnate as they have failed to align with business process
#1 Alignment with Business Strategy Develop a Strategy Map to focus on benefits realisation Link key initiatives to strategic objectives
Improve Brand Awareness
Expand Market share
Shareholder Value
Customer Focus Business
Improve Customer focus
Improve Service availability
Improve Time to Market
Product Innovation
Reduce RTB costs by 10%
IT SOE Roll Out
Service Desk Consolidation
Application Enhancement
Problem Management
Network Upgrade
Server Consolidation
DRP
Staff Engagement Survey
SLA’s
Service Catalogue
Career Development
ITIL Implementation
Customer Satisfaction Survey
Activity Based Costing
Data Centre Relocation
Setting up a PMO
#2 Create a ‘sense of urgency’ Symptoms Other projects take priority Lack of management support ITIL Implementation done as a ‘business as usual’ activity
#2 Create a sense of ‘urgency’ Questions you must answer
Why are we doing this project - need vs want What is the benefit to our business
What are the risks if we don’t do it Do we have executive buy in - accountability, not sponsorship Do we have the budget or access to budget Does this improve alignment with the business How will this impact customer, employees, partners Have we done this before How will we measure success - business and IT
#3 Clear implementation framework Symptoms No project structure for implementation or project governance Technical determinism’ - implement technology independent of process and the organisational structure in which is embedded Underestimating the scope and ‘touch points’ of the project Slow progress, lack of support - ‘bright shinny thing’
#3 Clear implementation framework Business Drivers
Vision
Implementation Planning
Assessment
Process Design
Functional Specification
Objectives (Roadmap)
Build
Tool Evaluation & Selection
Business Case
Transition
Organisational Alignment
Go/No Go Plan
Go Live Implement Communication and Training
Maintain
Service Improvement Optimise
#4 Scope - Run and Build Symptoms Limited support from the Application Support and Development Teams Lack of focus on the end to end service value chain ITIL only
#4 Scope - Run and Build Need to consider the whole of
IT Business
Program Management Office
Governance
“Service Management Office” Service Level Mgt Financial Mgt Availability Mgt Capacity Mgt Security Mgt IT Service Continuity Mgt Incident Mgt
Programme Mgt Portfolio Mgt Project Mgt Requirements Analysis
“Build” IT Services
Application Development Project Management
Release Mgt Change Mgt Configuration Mgt Problem Mgt
“Run” IT Services
BSC COBIT
AS8015 ISO20000 ITIL ITIL
6 Sigma
CMM Prince2
ITIL
ITIL
ITIL
ITIL
ITIL
ITIL AS7799
CMM ITIL ITIL pmBOK
Prince2
ITIL
ITIL ITIL ITIL ITIL
ITIL
ITIL
ITIL
ITIL
#5 Consider all the Dimensions of Change Symptoms
Failure to understand that implementing ITIL will fundamentally change the way people work. Unsustainable change, people revert back to old ways of working Lack of integration between to the elements, for example Tool does not adequately support the process, Practice does not align to process Process outcomes do not deliver on strategic objectives
#5 Consider all the Dimensions of Change
Project Plan - Develop a Product Breakdown Structure based on each of the elements Create a focus on organisational change and bring in an expert if required
# 6 Service Architecture Symptoms No clear definition of services Services defined in terms of technology IT finds it difficult to effectively assess the impact of incidents and changes
# 6 Service Architecture
At the heart of Service Management is Service Business/Customer Service
IT Services
Underpinning Configuration Items CI
CI CI
CI CI
CI CI CI CI
CI
CI CI CI CI CI
CI
CI
CI CI CI CI CI
CI
# 7 Process Architecture Symptoms Lack of understanding of process intent or desired objectives - WHY? Processes overly complex and prescriptive High compliance overhead Implementation generating too much change Risk throwing the baby out with the bath water
# 7 Process Architecture Policy Statement of Process Intent
Process One Page, Role Based, High Level Process Flow
Procedures Underpinning procedural steps
Local Work Practices Supported by documented work instructions (focus on ‘how’ e.g. platform/technology recovery instructions)
#8 Clear Business Engagement Model Symptoms Lack of strategic input from the business Business complain about IT service delivery IT ‘fear’ consultation with the business Meaningless Service Level Agreements Process like Problem Management fail
#8 Clear Business Engagement Model Business Units Executive Management
IS Executive Management
Strategy and Architecture
Strategic, policy and architecture alignment IT Business Representative
Customer Relationship Management
Service Level Management
Service Level, Service Design and Deployment interface
Business Users of IT Services
Change Management
Service Desk
Request Management Incident Management
Clear and consistent channels for incidents, requests and changes
#9 Plan to Improve Symptoms Lack of traction; people go back to old ways of working Process no longer meets business needs No induction for new staff - dilution of process
#9 Plan to Improve
PLAN
ACT
DO
CHECK
Quality Assurance (ISO2000)
Time
Driven by Changing Business Needs
#10 Situational Management
Theorist
Pragmatist
Maverick
Summary 0 observations - 10 pragmatic solutions ! #1 Alignment with Business Strategy ! #2 Create a sense of urgency ! #3 Clear implementation framework ! #4 Scope - Run and Build #5 Consider all the elements of change #6 Service Architecture #7 Process Architecture #8 Clear business engagement #9 Plan for Improvement #10 Situational Management
• Terima kasih & Selamat Berpuasa
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