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Semelhante a Allstate- Cathy Kirch- Back to the Future with ITIL-FINAL
Semelhante a Allstate- Cathy Kirch- Back to the Future with ITIL-FINAL (20)
Allstate- Cathy Kirch- Back to the Future with ITIL-FINAL
- 1. © 2008 Allstate Insurance Company Cathy A. Kirch 13th Annual International IT Service Management Conference and Exhibition
- 2. ITIL® is a Registered Trade Mark of the Office2 AgendaAgenda • Allstate Insurance at a Glance • Allstate Journey to IT Service Management - Moving from concept and implementation to results • Continual Service Improvement with Process Assessments • IT Service Management - Get back to the future
- 3. ITIL® is a Registered Trade Mark of the Office3 • The nation's largest publicly held personal lines insurer • A Fortune 100 company, selling 13 major lines of insurance, including auto, property, life and commercial • Corporate headquarters in Northbrook, Illinois • 2007 revenues more than $36 billion • Insures 17 million households in the U.S. and Canada • Encompasses more than 70,000 professionals with operations in 49 states and Canada • Technology operations located around the globe Allstate Insurance at a Glance
- 4. ITIL® is a Registered Trade Mark of the Office4 Allstate Insurance at a GlanceAllstate Insurance at a Glance Allstate’s Technology Environment • High-Speed Networking • Integration Architecture • J2EE and .Net • Large Scale Networks • Message Brokering • Performance Management • Rich Media Management • Service Oriented Architecture • Unix, Windows and Mainframe platforms • Web Content Management • Web Services • Advanced Analytics • Business Process Management • Capacity Planning • Data Warehousing • Document Imaging • Enterprise Content Management • Enterprise Databases • Enterprise Information Integration • ETL (Extract, Transform, Load) Tools • Financial Applications • High-Availability and Disaster Recovery • Multiple operating systems • Multiple technology platforms • Multiple database systems • 6,000+ IT professionals • 5,000+ software applications • 100,000+ desktop computers supported Applications and Services
- 5. ITIL® is a Registered Trade Mark of the Office5 AgendaAgenda • Allstate Insurance at a Glance • Allstate Journey to IT Service Management - Moving from concept and implementation to results • Continual Service Improvement with Process Assessments • IT Service Management- Get back to the future
- 6. ITIL® is a Registered Trade Mark of the Office6 Allstate Journey to IT Service Management – Moving from concept & implementation to results First Generation (1939-1954) – vacuum tube Second Generation Computers (1954 -1959) - transistor Third Generation Computers (1959 -1971) Fourth Generation (1971-1991) – microprocessor Fifth Generation (1991 and Beyond)
- 7. ITIL® is a Registered Trade Mark of the Office7 Results --------------------------------------------------------------------------------------------------------------------------- 2004 - Process Improvement – 2005: - Changed alignment to ITIL - Standardized Priority Schema - Reduced MTTR P1 Incidents - Improved classification --------------------------------------------------------------------------------------------------------------------------- 2006 - Enterprise enrollment of 2007: Change Management --------------------------------------------------------------------------------------------------------------------------- 2008: Adoption and Maturity Assessments – reset our goals refresh baseline Opportunities ------------------------------------------------------------------------------------------------------------------------- 2004 - Speed 2005: Cost efficiency Ease of navigation ------------------------------------------------------------------------------------------------------------------------ 2006 - Reduce 2007: - Processes - Silos ------------------------------------------------------------------------------------------------------------------------ 2008: Where are we? Allstate Journey to IT Service Management – Moving from concept & implementation to results
- 8. ITIL® is a Registered Trade Mark of the Office8 Allstate Journey to IT Service Management – Moving from concept & implementation to results What is our Vision and Strategy? To Support common process across the Enterprise- Allstate Technology and Operations; Investments; and Allstate Financial Technology by Enterprise wide adoption of ITIL framework • Common roles and responsibilities across the Enterprise • Common process language and repeatable procedures - reduce the learning curve from one area to another • Increased visibility into change activities • The ability to reduce change collision Benefits for the organization: • Recording of authorized changes to aid resolution that improves Incident activities • Faster mean time to repair • Support metrics that allows for continued improvement • Compliance with regulatory requirements • Common repository for approved changes and reporting
- 9. ITIL® is a Registered Trade Mark of the Office9 2004 Created the Process behind the process What Allstate added to ITIL • Education & Training program • Communications & Marketing defined • Centralized Reporting System • Functional governance organization with focus on People, Process & Technology ©2005 Allstate Insurance Company 11 Processes Behind the Processes: What ITIL didn’t tell you about implementation People, process & technology- what is the challenge? • People • Process • Technology ©2005 Allstate Insurance Company 27 Processes Behind the Processes: What ITIL didn’t tell you about implementation Strategic vision of education and training Purpose • Created for collaboration and guidance around necessary training needs for the implementation of IT Service Management within Allstate • Charged with centralizing opportunities to ensure cost effective and efficient approaches are used for training around ITIL courses • Provides recommendations for target audiences to associated ITSM conferences T h e B u s I n e s s T h e T e c h n o l o g y Planning to Implement Service Management Applications Management The Business Perspective ICT Infrastructure Management Service Support Service Delivery Security Management Allstate Journey to IT Service Management – Moving from concept & implementation to results Governance Continuous Improvement Governance Continuous Improvement 2004
- 10. ITIL® is a Registered Trade Mark of the Office10 2005-2006 Adding in CobiT • Deliver with the end in mind • Selecting control objectives to focus on while developing processes • Year of communications • Practitioner of the year award • Communications & Marketing • Education & Training ©2006 Allstate Insurance Company 14 “Driving Miss Alignment” Using ITIL and CobiT to ensure governance How we put it all together 1) Aligning CobiT and ITIL 2) Project team identified their deliverables by category 3) Focus on the fundamentals • CobiT - governance of IT, audit and control standards • ITIL process framework of best practices • Process Maturity Model - measuring capability in stages CobiT: what is it and why use it? Allstate Journey to IT Service Management – Moving from concept & implementation to results ©2006 Allstate Insurance Company 10 “Driving Miss Alignment” Using ITIL and CobiT to ensure governance IT RESOURCES IT RESOURCES • data • application systems • technology • facilities • people • data • application systems • technology • facilities • people PLANNING AND ORGANISATION PLANNING AND ORGANISATION AQUISITION AND IMPLEMENTATION AQUISITION AND IMPLEMENTATION DELIVERY AND SUPPORT DELIVERY AND SUPPORT MONITORINGMONITORING • effectiveness • efficiency • confidenciality • integrity • availability • compliance • reliability • effectiveness • efficiency • confidenciality • integrity • availability • compliance • reliability Criteria Business Objectives Based on CobiT Version 3.2 Governance Continuous Improvement Governance Continuous Improvement 2005-2006 Statement Weight Weight Level Compliance Contribution Value 1 ITIL /CobiT Process 10 0.00 10 1 1.00 1.00 1.00 2 Process and Practices 10 0.00 10 2 1.00 1.00 1.00 3 Internal Control Assurance 10 0.00 10 3 0.00 1.00 0.00 4 Process Compliance (External) 10 0.00 10 4 0.00 1.00 0.00 5 Process Metrics 10 0.00 10 5 0.00 1.00 0.00 6 Process Quality Management 10 0.00 10 Maturity Level = 2.0 7 Marketing & Communications 10 10.00 10 8 Training and Education 10 0.00 10 9 Technology and Automation 10 0.00 10 10 ITIL Process Dependencies 10 0.00 10 11 0 0.00 0 12 0 0.00 0 Configuration Management Process NameAllstate Maturity Level Assessment 0.00 1.00 0.00 1.00 Compliant Compliant NotCompliant NotCompliant MaturityLevel3 Maturity Level Calculation Use ticks for compliance value (4 on the keyboard) T h e B u s I n e s s T h e T e c h n o l o g y Planning to Implement Service Management Applications Management The Business Perspective ICT Infrastructure Management Service Support Service Delivery Security Management
- 11. ITIL® is a Registered Trade Mark of the Office11 October 5, 200818 Plan for education/training and communication Example • Framework education • Logistics • Availability of students and instructors • Measures of success • Train the trainer Framework & Role-Based Training: Implementing an Enterprise Change Management Process Define your tasks, effort, duration, start time 2007 ITIL V3? Allstate Journey to IT Service Management – Moving from concept & implementation to results Governance Continuous Improvement Governance Continuous Improvement 2007 Building the Bridge • Business Service Management office focused on Service Catalog • One enterprise process for Change Management • Strong Project Management • Strong Partnership with Claims • Communications & Marketing • Education & Training - ITIL V3 Increased visibility across the bridge! Added dialog between the groups
- 12. ITIL® is a Registered Trade Mark of the Office12 2008 Pulling it all together • Acknowledging complementary frameworks • New ITSM Tool implemented • Catalog acceleration • Enterprise-wide goal adopt ITIL • Centralizing ITSM governance • Strong partnership with Enterprise Application area • Communications & Marketing • Education & Training - ITIL V3 Allstate Journey to IT Service Management – Moving from concept & implementation to results
- 13. ITIL® is a Registered Trade Mark of the Office13 2008 - BSM How can we leverage our Enterprise goal #4 to increase availability with ITIL adoption? How do we role out ITSM tool with 5000+ users active? Are all problems created equal? 2004 - SMCOE How do we build the Process behind the Process? Red to green – can we improve Incident Classification? How do we define Education & Training program in IT? 2005 - ITSM @ Allstate How do we build the process with governance built in? What does standard documentation look like? How do we create process policies? 2006 - ITSM @ Allstate/Availability Mgmt How does a process become defined and documented What does Business Service Management (BSM) organization look like? Can we move faster in a decentralized mode? 2007 - Availability Management How do we conduct an enterprise role out of change? How do we introduce a Service Catalog? What is the right ITSM tool with our complexity? ITIL – Key Questions on the Journey Allstate Journey to IT Service Management – Moving from concept & implementation to results
- 14. ITIL® is a Registered Trade Mark of the Office14 AgendaAgenda • Allstate Insurance at a Glance • Allstate Journey to IT Service Management - Moving from concept and implementation to results • Continual Service Improvement with Process Assessments • IT Service Management- Get back to the future
- 15. ITIL® is a Registered Trade Mark of the Office15 Continual Service Improvement with Process Assessments How does ITIL V3 fit in?
- 16. ITIL® is a Registered Trade Mark of the Office16 Goal: • Continual Service Improvement (CSI) will move beyond talking to action. CSI will address ways that overall process and service provision can be improved. Activities: • Business case Return On Investment (ROI) • Identify the overall health of IT Service Management • Portfolio alignment in real-time with business needs • Growth and maturity of the service management practice • How to measure, interpret and execute results Continual Service Improvement with Process Assessments
- 17. ITIL® is a Registered Trade Mark of the Office17 ITIL’s 7-step Improvement process @ Allstate Continual Service Improvement with Process Assessments
- 18. ITIL® is a Registered Trade Mark of the Office18 Forrester - Inquiry Spotlight, ITIL Q4 2008 Evidence of increasing maturity of ITIL initiatives Continual Service Improvement with Process Assessments
- 19. ITIL® is a Registered Trade Mark of the Office19 2008 Adoption assessments Objective: Understand the adoption and adherence in different functional organizations 1. Define what you should measure • 2008 success of adoption • Catalog acceleration • Project performance • Operational measures 2. Define what you can measure • Tangible evidence • Focused on education • Established roles • number of Services on boarded Continual Service Improvement with Process Assessments
- 20. ITIL® is a Registered Trade Mark of the Office20 3. Gather data, who, how, when • By functional organization • By the Assessment team • Catalog tool • Project Manager 4. Process data with frequency, format, & system accuracy • Success of Adoption • Adoption Rating • Project results 5. Analyze the data, trends, plans • Observations • Recommendations Continual Service Improvement with Process Assessments
- 21. ITIL® is a Registered Trade Mark of the Office21 Adoption assessment Reporting 6. Present and use information, assessment summary, and action plans • Adapt the results to the business • All areas are not the same • Areas covered: Infrastructure, Application Support, Application Development • Different Business Lines- Financial; Investments; Products; Claims • Defined a report 7. Implement corrective action Continual Service Improvement with Process Assessments
- 22. ITIL® is a Registered Trade Mark of the Office22 Lessons Learned: • Allow time for logistics & reporting • Good note taking a must • Be prepared for change • All areas are not the same Next Steps: • Use the Information for 2009 planning & implementation • Formalize CSI Manager role • Confirm pain points • Gap closure Analyzing Data Gathering Data Processing Data Gathering the Data Processing the Data Analyzing the Data Presenting and using the Information From Figure 6.1 CSI – Activities and skill levels needed for CSI Continual Service Improvement with Process Assessments
- 23. ITIL® is a Registered Trade Mark of the Office23 AgendaAgenda • Allstate Insurance at a Glance • Allstate Journey to IT Service Management - Moving from concept, and implementation to results • Continual Service Improvement with Process Assessments • IT Service Management- Get back to the future
- 24. ITIL® is a Registered Trade Mark of the Office24 What: • From grass roots to executive sponsorship • From program and operational efforts, back to a program governance approach • Focus on the six core documents • Establish standard roles How: • 7 step continual improvement brought to life • Applied to the program • Applies to the process • Centralize common functions within an organization • Creation of Continuous Process Improvement Teams (CPIT) • Establishing enterprise roles • Utilize compliance avenues IT Service Management- Get back to the future
- 25. ITIL® is a Registered Trade Mark of the Office25 Service Strategy Roles IT Service Management Enterprise Service Lifecycle Stages and Corresponding Roles Service Operation Roles Service Design Roles Service Transition Roles Continual Service Improvement Process Owner Process Lead Process Analyst IT Planner IT Designer Architect Service Design Manager/Architects Service Catalog Manager Service Level Manager OLA Coordinator (s) Availability Manager Service Continuity Manager Capacity Manager Security Manager Supplier Manager Process Owner Process Lead Process Analyst Service Managers Financial Mgmt Mgr Process Owner Process Lead Process Analyst Service Desk Analyst Service Desk Manager Service Desk Supervisor Incident Manager Incident Coordinator (s) Problem Manager Problem Coordinator (s) Process Owner Process Lead Process Analyst Service Asset & Configuration Manager Change Manager Change Coordinator (s) CAB Members Release Deployment Manager Release Package Build Manager Process Owner Process Lead CSI Manager Service Owners Reporting Analysts IT Service Management- Get back to the future
- 26. ITIL® is a Registered Trade Mark of the Office26 Business Rules • Process Flows / Mapping • Identify control points • Roles & Responsibilities • Policies – Scope, Authority • Operational Procedures • Education & Training • Communications & Marketing Corrective Action • Communications • Roles & Responsibilities • Education &Training • Policies & Procedures • Performance Management • Process Design Governance Types Strategy Investment Project Process Technology Operations Human Resources Suppliers Governance Documents Documents & Records ContinualImprovement Various frameworks lead to governance. Governance is the policies, procedures and regulations under which IT operates. It is the mechanisms, put in place to ensure adherence and compliance with those policies and regulations. Operational Execution PLANPLAN DODO Adherence & Compliance • Metrics, Reporting • Technology (Tools, Automation, Data) • Self Assessment • Independent Assessment Records CHECKCHECK ACTACT PLAN ACT Check DO IT Service Management- Get back to the future
- 27. ITIL® is a Registered Trade Mark of the Office27 • Going forward • Functional areas on boarded with vision and target adoption rates • Defined gap closure • Enterprise audits • Role based training • Ongoing assessments • Ensure we have tied our work to the business IT Service Management- Get back to the future
- 28. ITIL® is a Registered Trade Mark of the Office28 IT Service Management- Get back to the future Too many people and too many organizations are looking for the big-bang approach to improvements. It is important to understand that a succession or series of small, planned increments of improvements will not stress the infrastructure as much and will eventually amount to a large amount of improvement over time. CSI pg 113.
- 29. ITIL® is a Registered Trade Mark of the Office29 Measures PLAN ACT Check DO Governance PLAN ACT Check DO Continual Improvement IT Service Management- Get back to the future Hold your position with the wedge PLAN - Planning for improvement initiatives- project plan DO - Implementation of improvement initiative- project CHECK - Monitor, measure and review services and service management processes- audit ACT - Continual service and service management process improvement - decisions made: status quo, close the gap or add necessary resources to support another round of Plan Do Check Act for continual service improvement
- 30. ITIL® is a Registered Trade Mark of the Office30 IT Service Management- Get back to the future • Govern continual process improvement • Advance training and education for all levels including new employees • Adapt your goals and deliverables to the business needs • Only one enterprise process • Identify the different business lines - financial, investments, products, claims and advance their adoption Things to know: • Adopting ITIL Version 3 and widened adoption most likely will impact maturity score • Expect leap frogging between- CobiT, ISO 20K and ITIL • Clear roles are a requirement within the Service Management program • Know the health of the program through regular assessments • Incremental approach
- 31. ITIL® is a Registered Trade Mark of the Office31 IT Service Management- Get back to the future • We are always analyzing the data- where are we now? • We look for adherence to policy and process • We understand this all takes time • We run IT like a business • We accept IT Service Management is business as usual Things we have done to mature: • We have not implemented ITIL • We are evolving IT Service Management • Moved from: managing technology to managing service processes • We are always developing service management for customers and clients
- 32. © 2008 Allstate Insurance Company32 Questions? Cathy A. Kirch Allstate Insurance Company Process Consultant 2007 Project of the Year 2006 Practitioner of the Year ITIL Expert, V2 Service Manager & Practitioner ckirch@allstate.com
Notas do Editor
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- <number> 6000 Professionsal – WOW think of that- larger than many corporations. This includes our Analysts, developers, engineers, operations, Service Desk, Leadership- also roles such as Change Manager, Change Coordinator, Incident Manager, Incident Coordinators. As you can see we have many services- and think 6000 individuals applying changes in one way or another! In summary we have a large organization- very dependent on Data, we are a regulated corporation that complies to SOX, Hippa, External Auditors and we have Internal Auditors as well as a strong compliance team
- So I told you about Allstate- now let’s focus in on IT Service Management- how did we take a concept and framework like ITIL and bring it to life?
- Like evolution of computers ITIL has had it’s own journey We have seen many chanes The first generation of computers were vacuum tube based and primarily developed for the military; The first computer bug was truly an insect in 1945; The computers moved on to assist in tin the 1952 presidential election- it’s first exposure on television. Second generation introduced the transistor and the introduction of computers to be used for “business” one of the first uses was to capture information from personal checks in 1959. This was the foundation for transistor radios Third generation moved onto circuits which were used for hearing aids, airline reservation tracking Fourth Generation- first 8 inch memory disk- the floppy disk and LCD display in 1971; 1st hard disk drive and the personal computer was born with word processors, and a software called DOS was created Fifth generation- the day of www- 1991 Meanwhile in the late 80’s ITIL was being crafted V1- V2-Process V3- A Service Lifecycle Many changes- and more to come- so how do we manage chagne?
- ’04- Why pursue ITSM? Customers said too slows; cost too mcuh and hard to navigate- we responded with process improvement. 1. Aligned ITIL for IM/CM Std Priority Schema for Incident; Focus on MTTR on P1 Incidents; Improved classification ’06 Took on an operational focus for CM, IM ’07 Expanded our scope to the Enterprise- App Dev areas ’08- Question of what really is sticking, are we embracing and adopting? We took on Assessments and made a large commitment through a new ITSM tool
- From Concept to implementation- we sart with our Vision and Strategy What do we get? Let’s walk through step by step…
- In the beginning it was about setting up the program and creating action plans around the strategy. We began in 2004…
- As we moved forward- we wanted to be sure that we were truly delivering with the end in mind. We created the baseline through a home grown Maturity Assessment that utilized both ITIL and CobiT Clear deliverables were identified for each process- some common and some unique
- As we moved forward with Change being Defined and Documented we had a solid base to advance to Enterprise Adoption This is where we built a bridge between Infrastructure Services and the Application areas. We leveraged a strong partnership with the Claims Technology organization and were able to role out Change Management across the organization.
- With the strategy in place, implementation moving forward it was time to really assess how the program was doing. 2008 focused on two key areas- One was to replace our IT Service Management tool- moving 5000 active employees from one tool to another was no small task. The other in support of our Enterprise goal to improve availability , reliability and security by Enterprise Wide adoption of ITIL needed to have a benchmark created. We went forward with two different measurements that I will talk about in a minute. With advancing across to the Application areas we needed to be in tune with other frameworks being utilized in the organization. ITIL does not stand alone. There is Cmmi; PMBOK; 6 Sigma and CobiT all complimentary
- <number> So in summary- 2004 the official program began from a grass roots efforts. Process behind the Process; Focus on improving Availability through red to green; 2005- Ensure we deliver with the end in mind. Determine our documentation footprint 2005- Build in Governance with CobiT and ITIL artifacts defined within the process 2006- Assessing our documents- moving up the maturity scale as well as starting out BSM- focused on building a Service Catalog 2007- Moved us into an Enterprise project where we needed to review our training and education strategy; take a lok at our process and be sure that it would support the application areas as well as the Infrastructure groups where it came from and determine the best tool for IT Service Management. 2008 with a tool selected we focused on rolling this out. Many members from the project in 2007 were critical resources for the tool implementation. Determination of measurement for our Enterprise goal was also a critical track of work. All of these questions produced tangible results and a
- ITIL Version 3- what we have here are the 5 Core manuals which describe the approach to use in order to ensure our IT Services are aligned to the business needs and actively support them. This in a nutshell allows us to bring change into our organization in order to ensure that we implement, manage and support services in a way that makes our business more successful – with less disruption and loss of productive hours- we want to reduce costs, increase revenue, and improve our relations with the business.
- <number> CSI is concerned with maintaining value for our customers not only with evaluation and improvement of the quality of services but also with the overall maturity of the ITSM service lifecycle and underlying processes. The activities include ROI- for the improvements we take on, note also is is also the overall health of IT Service Management, along with the Portfolio and key to include the growth and maturity of the service management practice. For us during 2008 we looked at and defined how we would measure, interpret and execute on our current results. This drove us to ask a lot of questions around our 2008 goal- Improve Availability, Reliability and Security by the Enterprise Implementation of ITIL
- To pursue the answers of measurement around our Goal we turned to CSI- and focused on how to measure the growth and maturity of the service management practice. What should you measure- we wanted to understand our progress- how are our processes performing? How is our adoption? What can we measure- this was a little harder- we decided to separate maturity from adoption since we realized we had different levels of adoption in different verticals with the roll out. Gather the date- we created a survey for adoption for each of our functional areas as well as identified the key players for each of our core 4 processes. Process the data with frequency format and accuracy- I’ll show you a sample in a minute here of what that looked like. Analyze data trends and plans- after our surveys we took a look at what we saw. Present and use the information – bringing it back directly to each area 7. 2009 Implement corrective action is where we are today.
- Validating our approach we turned to Forrester. This graph is from a survey on the types of questions received around ITIL. The results indicate based on questions for research that many are in the implementation and adoption phase as opposed to asking how to define ITIL, or pick a vendor or what the actual benefits of ITIl are.
- <number> Talked about the 7 steps in CIS- What you should measure and what you can measure. Having ITIL as an Enterprise initiative and goal for adoption in 2008 had us take a looks at this question long and hard. We rolled out change management, now we needed to see if it really stuck. We designed a simple internal survey to check the health of our adoption across our four core processes. The survey was also self healing in the sense if you answered with a 1 you need to guide your organization up to a two and so forth. Let’s take a look here at the question-
- Moving on to step 3 for two tracks of work- first the adoption assessments- and then our other two major initiatives was bringing our service catalog to life and migrating to a new IT Service Management tool. From the data we were able to prepare results of each of our organizations rating regarding adoption Step five moves us on to analysis of the data, observations and recommendations for adherenceremediation.
- <number> What do we do with the results? We developed a comprehensive report for each area outlining the next steps for remediation. This included people, such as what roles are missing or need to be shored up. Process what activities need to be pursued. Technology was not a major focus at this time as we were rolling out a new IT Service Management platform. Remember this is including all areas that represent the 6000+ employees serving Technology at Allstate.
- Take a moment to see how has this all worked? If we were to start over what could we have done better? What improvements would we apply to our own adoption assessment? Time is always a factor- the amount of time it took to actually schedule all of the assessments was a lot longer than we had anticipated; As far a note taking this is a critical point. If you start with your report format asking the questions and taking the notes will be much easier and more meaningful. All areas although representing IT may not actually be performing the processes being assessed. Next Steps- Close the gaps. Bring adoption forward ensuring that we are actually answering to the pain points of each area.
- So what do we really mean by “get back to the future?
- Our IT Service Management initiative using ITIL started as a grass roots initiative and we have not come full circle by gaining Executive sponsorship. We took one project at a time and improved on operational efforts; for a while broke off to focus strictly on operational efforts and now have a program approach again. We utilize six core documents to bring each process to life- process, policy, procedure, roles & responsibilities, education & training, communications & marketing. Bring the roles to life- take the 7 steps process from CSI and bring it to life in the services, technology, process, and program. Centralizing common functions to an Enterprise process just makes sense. Why have 7 organizations keep up documentation to supply to auditors or compliance about change? Or how they do releases? We need all of the synergies we can get in tough economic times. CPIT- bring all ideas to the table and drive forward together Enterprise roles need to be visible and have authority. Change Managers is one of our most successful roles in the Enterprise and we are driving out additional roles such as Problem Mgr & Coordinator
- Common footprint for our roles across the various processes Key- only one process owner- at the Director level; one Process Lead who has an advanced level of ITIL knowledge; We often have process analysts to support the process- from an operational view. Pulling our verticals together look at Service Transition in the bottom right- For Change Management we have a Change Manager in each vertical. Life Insurance; Products; Infrastructure; Marketing and Sales; Within each of those areas we have established Change Coordinators and the SMEs from all areas form our virtual CAB. So a basic footprint of roles with some specialties such as the CAB
- This slide shows on the left governance types- strategy delivers strategic alignment to the business; Investment ensures value delivery thorough the delivery cycle against the strategy to optimize costs; project- efficiencies; process; repeatable; technology –what types and kinds of hardware We talked about a continual service improvement approach at the end of the day we are delivering services. When we improvement we must understand what area we are focusing on To deliver consistent quality services we need imprrove and build our Enterprise processes to work together and create our governance, which are the policies, procedures and regulations under which we operate. Stepping through the Deming cycle of plan –do – check- and act- we can apply the various frameworks- Plan- PMBOK-ITIL What process do you need? Do- Create the ITIL Processes- create discrete testing procedures through CMMi aligned processes; Check- initiate a 6 Sigma improvement project; validate your output through a CobiT aligned Audit- Act- Implement corrective action through a PMBOK aligned project
- With Enterprise processes defined, and adoption assessment complete and governance built in we will move forward. We have established targets for each area we are working on defining the activities and projects to define and close the gaps. Enterprise audits are playing a strong role in our CSI approach; this year we plan to role out stronger role based training to ensure alignment. Towards the middle or end of the year we will return and do another assessment to see how we have progressed. At the end of the day these processes allow us to deliver better quality services.
- Our program at a glance- aligned to the Demming cycle of plan/do/check/act- we start with our roadmap, we have a current state analysis for both our process maturity and our adoption rate; we move forward with a target for both adoption and maturity; create the project to facilitate this; implement the actual project and receive operational excellence. All along the program is supported with Project governance; active Process Owner activities; process governance and technology oversight for our support tools.
- Something to remember- hold your position with reporting, metrics, and an action plan. It is easy to slide down on maturity or adoption if you are not constantly nurturing the process and communicating. Utilizing CSI for the service, process, and program are necessary steps to move forward in a continued advancement.
- Some things we learned along the way…