This is a more generic version of a presentation I gave to IT Leaders in Orange County a few years ago.

1. Business Case
For
ITIL Service Desk Tool
Presented by
David Lutes

2.  ITIL Foundations Certified
 History
 15 years US Navy – Information/Data Analyst, UNIX
Systems Engineer
 15 Years IT Leadership – Intuit, Neopost, Esurance,
Triad Financial (and a few “DOT COMs”)
 Technical background rooted in hardware
technologies and network architecture
 IT Director @ Triad Financial
 Desktop & Help Desk Support for 1200 end users
 IT Operational support for ~50 business
applications
 Change Management Process
 Hardware & Network Engineering Support
 Data Center Operations

3.  Company size (# employees)
 Revenue metrics
 Business focus – (Products, services, etc…)
 Company history/background
 Level of management support/appetite for change
 All about people, process and technology
 Products you reviewed and ultimately selected

4. Project Objectives
 A fully integrated IT Service Management
Solution
 Alignment with people, processes and technology to
improve operational efficiency
 Create a Single Point of contact for all service requests
across the company (IT, HR, Facilities, Contact Center
Operations, etc…) – electronic approval capabilities
 Optimize IT Service Delivery through managed workflow
 Improve accountability and visibility of IT service and
support
◦ Modules (2 phases):
 Incident/Service Request Management w/ user Self-
Service (Ticket/workflow management)
 Problem Management
 Knowledge Management
(Reduce impact of employee turnover & Tribal
knowledge)
 Change Management
 Asset & Configuration Management
 Service Level Management (SLAs)

5. Today’s Objectives
 Show how IT can Add Value:
◦ In order to deliver business value IT must:
 Continually improve the quality of service delivery
 Enhance productivity of the business overall
 Contribute to the bottom line
 Share experiences in improving IT maturity
 Provide a different perspective to
IT management systems
 Display how to maximize your investment in
any technology

6. Framework for Success…
Goal Operational Efficiency
High Performance - Scalable Organization
Increased Availability
Extreme
Infrastructure Expectations Service
Core -------------------
Request
Processes Technology Better -------------------
Review Cross-team Change Mgmt
Communication
Technology People Process
Service Delivery Mindset – EXPECT QUALITY
Core (Cultural Change)
Enablers
IT Standards (Technology & Processes)

7. Framework for Success…
paradigm shift
Goal Operational Efficiency
High Performance - Scalable Organization
Increased Availability
Align Business & IT priorities
Extreme
Core •Cultural
Infrastructure
Technology
Invest inExpectationstechnology
“business”
-------------------
No “geek speak”
Better
Service
Request
Processes -------------------
•Adjustment
Review No “sacred cows”
Cross-team
Communication
No “turf”
Change Mgmt
Technology People Process
Service Delivery Mindset – EXPECT QUALITY
Core (Cultural Change)
Enablers
IT Standards (Technology & Processes)

8. Centralized Service
Core Processes
Understand
1 Service
Each Offering Great
Support Build End-To-End
2 Customer
Group Relationships Customer
Deliver
Experience
3 Quality
Service

9. Examples of IT Business Problems We Solved ( your results
may vary)
 Integrated, centralized issue tracking
 Accountability & efficiency in Service Delivery
 New hire/termination processing
 Centralized IT documentation repository
 Technology/application escalation handling
 Work order process management
 IT services catalog – What does IT do?
 In business terms
 Can be “ordered”
 Understanding real costs

10. Key Deliverables
 Define mission for each IT group
◦ Map workflow process
◦ Review escalation process
 Identify business impact of service outage
 Identify business owners
◦ Inventory & understand systems and
applications
 Make Metrics a priority (reuse cliché
acronyms)
◦ Key Performance Indicators (KPI)
◦ Key Success Factors (KSF)
◦ Better defined Service Level expectations (SLAs)
 Focus on business relevant
communications
◦ Quality reporting
 Consistency
 Credibility
 Usability/Relevance to the audience

11. Why is this working?
 ITIL Implementation without evangelizing ITIL
 ITIL focus and nomenclature put our team on the same playing field -
allowed us to implement in sections with a common protocol for
discussions/issue resolution
 Flexible interface that you can customize and
add onto (new modules, tabs, screens)
 Back end design interface allows form, action
and data handling customization
 Business rules/BPML workflow engines – the
sky is the limit on automation
 Common backend DB (we chose Microsoft SQL)
allows plugging in other applications/systems
easily
 Will tie this into our Enterprise Data Warehouse service offerings

12. …What We Didn’t Expect
 Frontrange ITSM proved to be a *very* flexible
framework we could expand upon to solve
complex IT business alignment issues
 End result was not 100% intentional…we
learned as we went
 Implementation workshops
 Training
 Discovered there was a lot we could do and the
more time we pour into it, the more return on
our investment we get

13. Lessons Learned
 Executive Sponsorship is key
 Take the utilitarian approach - understand what you
are solving
 Development of an appropriate communication plan
for the Stakeholders
 In person review meetings during implementation
with Project Manager, Stakeholders and
implementation team
 Encourage team participation in ideas on
improvement
 Organizationally structured implementation team
with specific defined roles and responsibilities and
proper escalation procedures
 Project Management Office – Implementation
Management tracking and ensuring accountability
 Don’t skimp on professional assistance & training

14. Questions?