1. Successful ITSM
Transformation
Using EA & Kotter’s 8 step
Process for Organisation Change
Management
Sukumar Daniel
Managing Consultant,
Action Research Foundation
itSMF India Conference, Bangalore, 2013

2. Need for Stability in a Changing World
BACK GROUND
2
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3. ICT in times of Economic Turmoil

Changing Needs




Enterprises are seeking to leverage Information and
Communication Technologies to support and enhance their
ability to survive, compete and grow in a depressed and
uncertain environment.
Organizations are struggling with costly, fixed, ageing application
and infrastructure portfolios that limit or prevent them from
responding to changing and volatile business conditions.
The challenge for the CIO is to navigate this turmoil today, while
also building a foundation for success tomorrow. Current
economic realities are driving changes to enterprise priorities,
which in turn, are driving changes to the CIO’s IT priorities.
To survive and thrive in this uncertain economy,
organizations are re-prioritising their IT programs and
projects and leveraging service management best
practices with an automation layer.
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3

4. Is it really true that 95% of ITIL
projects don’t deliver on promise?
My interest lies in
While there is no
figuring out what
formal data available,
organisations in the 5 %
discussions on Linked
are in quote anywhere
doing to get
success.. to 65%
from 95
4

5. Issues that impact success

Lack of clarity in Objectives





No clarity of the End State and its impact
Not connected to Customer Outcomes
Not managed as an organisation Change initiative






Focus on Maturity Gap Analysis
Not connected to real world problems
Mono Focus on Process – ITIL Implementation
Mono Focus on Tools – Replace existing tools as it does not
meet needs
Not including operational staff in design and development of the
ITSMS
Excluding Vendors from the scope
Not focused on establishing PDCA in the DNA of the IT SMS
Strengthening Technology Silos instead of building
Supply Chains (end to end SOA)
5

6. Need of the Hour – Paradigm Shift
To IT Service Management
From Technology Management
FlexModeIP
SOA
Framework
Before
After
6

7. Service Management 101 - Quality
is the Customers Perception!

What is the Best Car in the World?

Could depend on any of the following!

How does it Look?

How fast does it go?

How Spacious is it?

How much does it cost to run?

How often does it need repair?

What does your wife / Girlfriend / Neighbor think
about it?
7
Course Ref: ARF-PITSMTITSM10102 V1.0

8. What is the True Measure of Car
Quality for a Customer?
What is the Best Car in the World?

What do you think is the official Global
Hurrah Japan
Guess Which a Car?
Measure of the Quality of Car !
Manufacturer has
It’s Lowestevery
The Toyota
been winning,
 Can you Guess Which Car Company Makes it?
Number of
year, for many
Unscheduled Visits
years?
 It is only one Sentence………………..
to the Service
Station
A Clue
8
Course Ref: ARF-PITSMTITSM10102 V1.0

9. What is the best Measure of IT
Service Quality for a Customer?

What does the IT Service Customer
(End User) Really want?
Quick Response to
How and the
Requestscan we
It should be a Single Sentence similar to the
achieve
Least Number of
Global Car Quality Measure this
Trouble tickets in a
practically?
running Service!
9
Course Ref: ARF-PITSMTITSM10102 V1.0

10. Toyota’s Secret Success Formula
Kaizen
Continual
Improvement
In The
Kanban
In the Shop Floor
10

11. PDCA – Its not about where you
are today, Its about where you
want to be tomorrow!
ISO 20000 ISMS Standard has the PDCA embedded in its DNA
11

12. Architecture Makes the Difference
CUSTOM BUILDING YOUR IT
SMS SOA FRAMEWORK
USING FLEXMODE
12
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13. Enterprise = objectives, Strategies,
Supply Chains & Measurement
Objectives
Met?
An Enterprise is started
The Operations Engine consists of a
by one or more
supply chainpeople
of service
with an objective (for
management systems using
making Profit?)
business process chains supported
by an ICT automation layer
strategies to
reach the objectives
are then created
Strategies are converted
by an ICT Enabled
Supply Chain Operating
System consisting of
People, Processes,
Products and
Partnerships to provide
Means to reach
Objectives
Feedback for Strategy
13
and OS Improvement

14. What are Supply Chain Service
Management Systems?
4 Dimensions of IT SMS
People & Roles
Policies & Processes
Partners
Automation Layer Tools – Application Software
specific to the Management System
Other Management Systems
•
•
Finance Management System
Purchase Management System
•
•
Customer Relations
Management System
Inventory management system
14

15. Can you build this without using
Architectural principles?
15

16. How does an Architect Convert
your Dreams into a House?
First the Dream
Then Discussions
Then The Architects
Sketch
Then Engineering
Specifications
Layer 1
Layer 2
The Final Outcome
Then Technician
Builders
Layer 3
Layer 4
Layer 6
The Result
Layer 5
16

17. Architectural Principles for constructing
Executive Perspective
your IT SMS SOA Framework
Scope Contexts
Business Concepts
Architects Perspective
Roles & Perspectives
Technician Perspective
System Logic
IT Group Perspective
Abstraction Layers
Business Mgmt Pers
Engineer Perspective
Tool Components
Operations
Instances
Technology Physics
17

18. Architects use Standards and
Specifications (for IT SMS)
Successful Implementation depends on how you use
your common sense to create Policies, Processes
and Procedures and Manage them to meet the unique
requirement of your enterprise and not ISO or ITIL
18

19. FlexModeIP Method Framework
International
Standards &
Knowledge Bases
Methodology
Business
Objectives
Knowledge
Bases
Action Research to
Establish a Baseline and
Operate PDCA Cycle to
keep moving to the next
Baseline
Architecture and Process
embedded in ITSM Application
used to establish a
Baseline Foundation
Stability in
a Changing
World
Improving Capability Maturity
Architecture Driven Service
Oriented Process Approach to
culture Change
A world In turmoil of Change
19
Intellectual Property of Action Research Foundation

20. FlexModeIP Next Generation, Custom Built IT Service Management
System Transformation Solutions Offering
DRIVING THE
ESTABLISHMENT OF THE
FIRST BASELINE
20
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21. The FlexModeIP Transformation Process
Life Cycle Basis
Source: Kotter’s Framework
R
e
s
e
a
r
c
h





A
c
t
i
o
n



Establish a sense of urgency
Create the guiding coalition
Develop a Vision and Strategy
Communicate the Change Vision
Empower employees for broad-based
action
Generate short-term wins
Consolidate gains and produce more
change
Anchor new approaches in the culture
21
Intellectual Property of Action Research Foundation

22. 1. Creating a Sense of Urgency

Finding the Right Cause




There is always an underlying aspect that
everyone knows about
It is mostly connected with something the
business is doing
It could also be connected to a series of
disasters
It could be connected to poor relationships that
the CIO is having with his peers in the business
22
Intellectual Property of Action Research Foundation

23. 2. Creating the Guiding Coalition
SOM Tools Group
Technical Support
Service Desks
SDM
Governance - HPD
Module
SPOC
Service
SPOC
Q Group
Technical Support
EUS Support
Groups
SDM
Service Quality
Monitoring Group
Service
SPOC
Service
Facilitator
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Application
Support Groups
SDM
Service
SPOC
Module
SPOC
Module
SPOC
Change
Management
Group
Problem
Management
Group
Service
SPOC
Infrastructure
Support Groups
SDM
Change is usually easier to achieve when those affected by the change are involved

24. 3. Develop the Vision and Strategy
A journey without a
destination is just
wandering
“If you don’t know where
you are going, you will end
up some place else” –
Campbell.
24

25. Outcome Planning Wheel –
4+1 Questions
3. What are
the Specific
Criteria of
Success?
5. What
will you do
to ensure
success
4. What or
who can
confirm these
changes?
1. What
Business needs
will be met?
2. What will
executive
leaders and
their Reportees
do differently?
25
Source: 7 Disciplines of Breakthrough Learning

26. 4. Communicate Change Vision
Enterprise
SOA Service
Modeler
Your Existing or New
Service Management
System and Apps
Enterprise SOA
Analyser
Data Warehouse and
Miner
Continual Improvement
26

27. ITSM Service Delivery Model
Service Oriented Management Architecture
Enterprise Business Organisation
Customer Side
Distribution
Marketting
Business
Area
Business
Area
Business
Area
Locations
Locations
Purchasing
Finance
Locations
Locations
The Service Desk – Single Point of Contact for IT users
CIO’s Organisation/s – IT Service Provider/s to the Enterprise
Application Services Marts
Supply Side
L1
Service Channel
App Supplier
Infra Supplier
Process support
A
p
p
S
r
v
A
p
p
S
r
v
A
p
p
S
r
v
End User Services Marts
App Supplier
Infra Supplier
Process support
L2
L3
Service Channel
App Supplier
Infra Supplier
Process support
Shared Network Infra
Shared DC Infrastructure
D
e
s
k
T
o
p
Infrastructure Services Marts
Intellectual Property of Action Research Foundation
E
M
a
I
L
O
f
f
A
u
t
o
App Supplier
L1
L2
Infra Supplier
L3
Process support
27

28. Service Supply Chain – What, How, When, Who, Where & Why
SLA
Contact Center
Business Service
OLA
App Support
Service Owner
OLA
Network Services
DC Infra Services
Fire Wall
AMC
3rd Party Support
Asset Management
MS Server OS MS Outlook
Server
WAN
Email Service
End User
Outlook Client
& Local Mailbox
LAN
MS SQL
Server
On Line SD
Network Equipment
Providers
WAN Providers
Anti Virus &
Mentoring
Server Clusters
Shared Storage
MS IIS
Server
Spam
Filter
24 Hour Ops.
Off Line SD
UPC
DSS Application
Support
Network Support
Hardware Vendors
DSS Vendors
L1 Support
Server Support
L2 Support
L3 Support
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Asset Manager
28
L3 Support
L4 Vendors

29. Service Marts - Lessons from how
Supermarkets are organised
Departments have Aisles
Containing Products
Departments
Food
Music Instruments
Clothes
Course Ref: ARF-PITSMTITSM10102 V1.0
29

30. FlexModeIP IT Services Mart
Concept
Supermarket for
IT Services
Corporate IT Service Super Market
Department = Mart
IT Service marts
IT Service marts
Services
Services
Services
Services
Services
Services
Services
Services
Services
Course Ref: ARF-PITSMTITSM10102 V1.0
IT Service Channels
Services
Services
IT Service Channels
Services
IT Service Channels
IT Service Channels
Aisle = Service Channel
Services
Services
Product = Services
Services
Services
30

31. An Integrated framework for Incident
Classification and Resolution Categorisation
Classification Captures User
Details and Symptom Experienced
or Service Request of the caller
(End User)
Resolution
Action
Local Area Network
Replaced
Mother Board
Replaced Cable
Replaced
Network Card
Changed Connector
Cables
Wide Area Network
Re Booted Switch
Closure Action
Fire Wall
Cables
Replaced Cable
Network Card
Changed Connector
Web Server
Replaced Switch
Switch
WAN Component
End to End Service Map –
MS Outlook Email Service
Corrected Profile Setting
Database Server
Re-Created Profile
Exchange Server
Outlook Client Profile
Outlook Client
Incoming Call Classification
• Identifies the Source Business Organisation of the
Caller
• Identifies the Business Area within the Business
Organisation
• Identifies the IT Service Channel Owning the Service
pertaining to the call
• Identifies the Service Pertaining to the call
• Identifies the Symptom that the Caller is experiencing
Point of Failure
Incident Resolution Data Capture
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Component of
Point of Failure
31

32. 5. Empower Employees for
Broad-based action
SOM Tools Group
Technical Support
Service Desks
SDM
Governance - HPD
Module
SPOC
Service
SPOC
Q Group
Technical Support
EUS Support
Groups
SDM
Service Quality
Monitoring Group
Service
SPOC
Service
Facilitator
E Learning
Training Program
Development
Learning & Development
Training Program
Management (CDM)
Application
Support Groups
SDM
Service
SPOC
Module
SPOC
Module
SPOC
Change
Management
Group
Problem
Management
Group
Service
SPOC
Infrastructure
Support Groups
SDM
Change is usually easier to achieve when those affected by the change are involved

33. FlexModeIP Template – Globally
Converged Service Inventory – journey
through the abstraction layers
Zachman’s Abstraction Layers
Scope Contexts Row –
Identified by the IT
organisation Column.
Business Concepts Row –
Identified by Service Channel
(Supply Chain) Column.
System Logic Row – Identified by
IT Organisation, Service Channel,
Service, Symptom, Logical CI, CI
Component, Resolution Action
Technology Physics – Identified
by the Symptoms Column along
with the Resolution Framework
33

34. Updated in SMS Automation Layer as
Foundation Data – Component Assemblies
and Operations Classes
Zachman’s Abstraction Layers
Component Assemblies –
Foundation Data
Configured in Remedy
Service Desk
Operations Classes –
Incident Management
and Problem
Management Modules
34

35. Front Office – User Portal,
Back Office – Engineer Portal
35

36. 6. Generate Short Term wins
End User Services
Weekly Incident Trend
is growing at the
Service Desk

37. Incident Ticket Count
Effectiveness verifiable in Citrix Service
Incident Trend
Declining Trend
Demonstrated,
(lowest levels in 6
months)

38. 7. Consolidate Gains and Produce More
Change
38

39. 8. Anchor New approaches in the Culture
Identification of Top 3 Issues with a Service for Improvement
Resolution Framework
Classification Framework
Incident Rank - Service Channel
Select
Business /
Country
View
Service
Channel
Incident Rank - Closing Action
Performed on Component
Extract
Sample
Data for
RCA
100
80
60
80
Select
Component
View Actions
60
40
40
20
20
0
Srv Chn 1
Srv Chn 2
INC Count
0
Srv Chn 3
Application
SR Count
Incident Rank -IR for Services In
Channel
Select
Service
Channel View
Service IR
DB Srvr
Incident Rank - Logical CI from
Service
80
60
60
40
40
20
Select Logical
CI View
Component
80
20
0
Service 1
Service 2
0
Service 3
Module 1
IR / SR Count
Module 2
Module 2
IR / SR Count
Incident Rank - Symptoms in Service
Select
Service
View
Symptoms
App Srvr
IR / SR Count
Incident Rank - Logical CI from
Service
80
80
60
Select Service or
Symptom View
Logical CI
60
40
40
20
20
0
Symptom 1
Symptom 2
Symptom 3
0
Application
IR / SR Count
Intellectual Property of Action Research Foundation
App Srvr
IR / SR Count
DB Srvr
39

40. Key Success Factors



Continual Sponsorship from executive management for
instantiating programs to manage multiple, simultaneous,
Iterative, projects; operated as “Transformation and Change
Initiatives” that impact all four dimensions of People,
Processes, Tools and Partnerships.
Actively creating and promoting collaborative
relationships for sharing responsibilities between the
personnel in service supply chains; operating Business
Process , the IT Service Delivery and the 3rd Party Service
Providers.
Organisational policy and personal performance target
reviews which motivate and encourage collaborative
working between all groups operating the supply chain.
40
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41. Key Success Factors



Adopting automation assisted approaches to manage
SDLC and its integration with Service Management Systems
across the end-to-end Supply Chain, using Enterprise
Architecture and SOA Principles for building the IT SMS.
Effective use of available and evolving technologies to
create, access, analyse and improve performance and
quality measures by establishing a single source of truth,
Business Intelligence, data warehouse, to iteratively improve
the Service Management System’s capabilities
Effective Governance by Business, IT Service
Management and 3rd Party Managed Service Provider
Executives.
41
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42. Question Time
OPEN HOUSE
42
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43. A case study from a real life FlexMode Project
ANNEXURE 1 – PRACTICING
CONTINUAL SERVICE
IMPROVEMENT
43
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44. Traditional Management Silo Performance
Monitoring – Wintel Support Group
Wintel Services Support
Group Weekly Incident
Ticket Trend is Declining
The Kitchen

45. New Paradigm – Customer Outcome as
basis (Contacts at the Service Desk)
End User Services
Weekly Incident Trend
is growing at the
Service Desk

46. Customer Contact issues at Service Desk
for End User Services
End User
Services, Service
Channel Top 3
Issues

47. 1 in 3 end user has called in with a Desktop
Software Issue
MS Outlook and Citrix Services are
the biggest sources of Incidents
and impact the whole organisation
Veg & Meat Cutting

48. The Technology Silo (Support Group)
resolves an insignificant number of DS
Incidents
Who is Responsible for
reducing End User
Calls in the Citrix
Service?
Veg & Meat Cutting
Resolved by L1
Service Desk
Resolved by L3 Wintel
Support Group

49. IT Service Management System
Transformation
The Required Paradigm Shift in Culture
To IT Service Management
From Technology Management
Let's See What
Can Happen
FlexMode
SOA Framework
When the
Paradigm Shifts
IP
Before
After

50. Effectiveness of Boundary Less Behavior !
L1, L2 & L3 work together to operate the problem
management process, perform root cause analysis, create
a change and eliminate one of the underlying causes of
Incident Generation
Application Not Responding
(53%)
Network Latency
High Load on The System
(15%)
Idle Sessions
Citrix Server
Disconnected Sessions
Specific App Server
Time out values changed
from 3 hours to 30 min
Specific Database Server
CR# CM010043
CR# CM012084
CR# CM014181 raised to cover
remaining servers
ACTION – reduce Time out
from 3 hours to 30 minutes.
Increase in concurrent
Sessions
Unable to
launch
application
User Error
Client
Configuration
Client Issues
(32%)
Primary Root Cause -Time out Value
Parameter High leading the symptom
of unable to launch application

51. Incident Ticket Count
Effectiveness verifiable in Citrix Service
Incident Trend
Declining Trend
Demonstrated,
(lowest levels in 6
months)

52. Case Studies
PROOF OF THE PUDDING IS IN
THE EATING
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52

53. 


“Sukumar has been a great to work with.
His passion to drive change at the
Organisation level was amazing. He was
able to cut thro' all layers of Management 
and get the buy-in from the people. He was
able to get the organisation adopt a stepchange approach to ITSM initiative and
steer the organisation strategy to align to

the new paradigm of Continual
improvement and Problem Management”
August 28, 2011, Clement C Jayakumar,
Intellectual Property of Action Research Foundation
Head Quality Tesco HSC.
Played the Role of Head People
Stream of the Change Initiative
Created the Integrated SDLC - ITSM
SOA Architecture for UK operations
and Scaled it to 18 Countries in 2
years
Produced and Mapped 250 Services
on an end to end basis in the using
custom built SOA framework tailored
using FlexMode, Configured and
released, Incident, Change and
Problem on ICCM tool set.
Created Transformational Metrics
reporting delivering complete
transparency of quality of service
across the enterprise and
Embedded Continual Improvement in
the DNA of the Operating Model, by
impacting Management Review
53
Agenda and tracking methods.

54. 
Strategic Drivers





Build the People – Process – Tool – Partnership relationships and IT Service management architectures
required for establishing a converged global model and for transitioning from multiple IT service provider
entities into a single entity; with most services, converged into and supported out of HSC Bangalore.
Operational Drivers





Improve IT Service Delivery to Tesco IT Users.
Replace multiple ITSM tools with a BPM driven process management tool and establish best practices (ITIL
and ISO 20000).
Build a Tesco Operating Model that will first be adopted by the UK based Businesses and then scaled up to a
global model.
Transform Ways of working from managing technology to participating in a Service Supply Chain on an end to
end Basis.
Change the focus on meeting Service level Agreements to a focus on providing effective resolutions within
agreed timelines.
Embed the continual improvement cycle of PDCA in the DNA of the way staff provide and support IT services
to Tesco Customers
Uniform operating model across all service support groups, building portability and flexibility for staff working in
Tesco
Executive management Drivers

Provide transparency into the quality of IT Services provided to multiple business groups across the Tesco
landscape

Provide mechanisms to establish monitor and report on various performance criteria required for effective IT
service management.
Provide mechanisms to identify and mount Service Improvement Programs to continually improve the
effectiveness and quality of services provided to Tesco IT users.

54
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55. 

Intellectual Property of Action Research Foundation
Used Enterprise Architecture Principles
to create and embed a Service Oriented
Architecture Framework using the BMC
Remedy Suite of Applications

“I would like to recommend Sukumar
Daniel - the chief architect for our
ITSM/Remedy program. Apart from his
high calibre technical skills, he has
great drive and teamwork abilities. He
also has a very amiable personality
behind a juggernaut temperament on
project execution.”
Probir Mitra, CIO, Tata Motors Ltd.
FlexMode Based Program to Establish
the IT Service Management System,
operated by the CIO in a fully
outsourced IT Service Delivery Regime.
Achieved 1st Baseline of the SOA
transcription in 30 Calendar Days

Established collaboration between 3rd
party Service Providers for Application
and Infrastructure Support across the
Service Supply Chain on an End to End
Basis.

Achieved visible and measurable
improvement in capability to effectively
manage the outsourced Service
Providers while optimising costs in a
measurable and verifiable manner.
55

56. 
Generated measurable real cost savings and demonstrated ROI by






Created the Business and Technical service catalogues and integrated the same for
tracking and managing service levels provided by multiple service providers and
configured the same into Remedy.
Established End User Self Help by publishing the Remedy Web console, managed the
development of Video based communication and personally authored all end user
communication, including Mail Responses, notifications, IVR Script, Release
Announcements, etc.
Designed, configured and established Remedy based Incident Management process for
managing service restoration. Consolidated more than 20 help desks across the country
into a single Virtual Service Desk, applying ITIL concepts for a Single Point of Contact
for all IT services.
Creating End to End Transparency of the IT Services for End User Services, SAP ERP
Application Services for Supply Chain Management and Other Applications across
multiple 3rd Party Service Providers with differing Underpinning Contract related Targets.
Embedding SOX IT General Controls into the Incident and Change Management
Processes using out of the box BMC Features to track the Change from the generation
of a Change Request through to Post Release Validation.
Achieved measurable reduction in effort and Time required by both Assessors and
Technical Staff to organise and preserve documentary evidence required to demonstrate
controls required by Statutory requirements of SOX
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56

57. 
Established a Service Oriented Framework for IT Service Management





Created a Data Mining Tool using 3rd Party Presentation and Analysis Tools which
were generated from a single source of Truth in the Remedy Data bases and used for
Supplier Management Process Activities
Closely coordinated with CIO Service Level Managers to rationalize SLA and establish
Service Provider Underpinning contracts.
Created capability for both Transactional and Transformational Metrics being available
on Demand.
Automated all service reporting activities with Drill Down features for Improvement
Opportunity Identification and mounting Service Improvement Projects and Confirming
Effectiveness
Created the Automation Layer for Billing of Managed Infrastructure
Services from IBM.


Establishing a Baseline and tracking changes to Personal and DC Infrastructure Asset
Register using Discovery Based Automated using CCM and establishing the Golden
Database for use in Invoicing for Managed Services.
Eliminated Cumbersome and difficult to achieve Manual Stock Ledger Assessment
across geographies while enhancing quality of data resulting in stress free billing and
invoice approvals for Pay By Use IT Infrastructure.
57
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58. 
Designed the configuration management processes and Re-Engineered the End
User IT Asset Management. Designed and implemented a project to change the Host
Name, of more than 11000 computers, as per a standard Mask across 80 sites,
Automated the creation and maintenance of Asset Registers that provided details
required for managing Vendor Owned assets deployed for a monthly fee and
refreshed on a four year cycle. Established capability to provide cost centre based
costing.

Designed the automated Infrastructure event Monitoring and management processes
and project managed the Tivoli-BMC interfacing and created base lines of Business
Service management Architecture in the CMDB using Automated Discovery.

Designed the Metrics based Review processes and provided the Measurement
Methodologies, templates, graphical expressions for extracting the same from
Remedy.

Instrumental role in establishing mechanisms to transform from reactive
management to proactive management of IT services.
Architected the Transition of ITSM services from Ford Infrastructure to the Jaguar
Land Rover Infrastructure

“Sukumar is an expert in IT Service Management. He has helped us define what we
need to do to integrate people, processes, technology and partners into provide a
best in class IT Services function within an advanced engineering
company.” October 9, 2009, Andy Fleming, IT Process and Controls Manager,
58
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Jaguar Land Rover Ltd

59. “I worked with Sukumar to restructure the
IT processes by using the ISO 20000
framework and to improve the usage of
Remedy as a supporting tool. He has
been very instrumental in finding and
explaining the right standard for our
organisation and also due to his drive,
enthusiastic nature he managed to get
many people involved and to follow the
path he designed. The ISO 20000
programme was managed by him. Today
we are reaping the benefits of all these
efforts. I enjoyed working with him and
wish him all the best."
Johan De Wit, Head of IT Governance
and Project Portfolio Management, ING
Bank, Netherlands.
Intellectual Property of Action Research Foundation




Joint Chairman of the IT Change
Management Committee and Senior
Advisory to the ISO 20K Project for
establishing a Process oriented
organization.
Transformed the CIO organisation to take
its rightful role in enabling ING
international to meet their business
objectives for India. October 2005 to June
2007
Developed and Deployed the FlexMode
framework V1.0 for aligning IT with
business in a secure and managed
outsourced environment using BMC 7.0
for the first time in India.
Provided a Service Oriented Architecture
for the CIOE Management Framework
and Project Managed BMC Remedy ITSM
Suite implementation using lean rapid
deployment methods.
59

60. 
Establish a COE for IT Service Management which will oversee the establishment of
an IT Service Management System required for transforming current Corporate
Internal IT services organisation into a Shared Services Configuration compliant to the
requirement of ISO 20000 International Standard for Service Management.

Establishing a Governance Structure for the effective implementation of an efficient
and effective IT Service Management System to meet strategic objectives of
Corporate IT

Ensuring that process Automation layer effectively embeds processes and provides
Management Information required for establishing management control and
continually improving customer outcomes

Ensures that Architectural Principles are Identified and deployed to put in place a
Service Oriented Architecture Framework for the ITSM to transform from Technology
Focus to a Service Oriented Focus.

Creating policies to meet strategic needs when the ITSMS is scaled up to cover
multiple locations across the globe especially in the areas of Service Level
Management, Prioritisation, Tracking across Geographically and technically diverse
support groups and organisation.

Establishing capabilities required for corporate IT to become an Independent Shared
Services Provider to the enterprise globally

To do the above using the principles and methodology outlined in the FlexModeIP
paradigm shift framework for IT Service Management Systems

Intellectual Property of Action Research Foundation
Embedding Continual Improvement Culture in the DNA of the Custom Built IT SMS
60

61. Question Time
OPEN HOUSE
61
Intellectual Property of Action Research Foundation