CA World 2010 - customer success develop an ITIL-centric service focus to better align IT with the business

customer success: develop an
ITIL-centric service focus to
better align IT with the business
ts005sn
Realization

abstract
Have you considered the business benefits of transforming your
organization to become ITIL-centric? There are big benefits.
Learn how CA Services implemented CA IT Asset Manager, CA
Service Desk Manager and CA Service Catalog. This created a
solution that enables complete IPM, CCM Asset Lifecycle, and
Service Request processes. During this session you will discover
how the client, leveraged the integration of these products to
change the way their IT organization conducts business and
optimize IT service delivery. Make this your company’s future.
2 May 16-20, 2010 Copyright © 2010 CA. All rights reserved.

agenda
– Understanding the requirements of an ITIL project
‐ Process maturity and analysis
‐ Program scoping and execution
‐ Reviewing the results
– Aligning an ITIL project with the business
‐ Implementing ITIL – career builder or killer
‐ Scoping out the ITIL program
‐ 10 key ways to succeed in aligning IT with the business

understanding the requirements

background
– Fortune 500 global energy company
‐ 14,000 employees
‐ $11B revenue
‐ 23M energy utility customers
‐ Worldwide operations
– Centralized IT
‐ 620 IT staff + 100 contractors
‐ 1000 applications, 2 consolidated data centers
‐ 3X project & transaction growth over last 3 years!
‐ In first year of five-year enterprise service management project

the good news
IT is doing a pretty fine job
– #33 on 2008 Computerworld
100 Best Places to Work in IT
– 2008 InformationWeek 500
Innovator Award for Mobile
Communications
– Utility Telecom Council’s 2008
Apex Award Winner for excellence
in communications
– Turnover <5%
– High marks from clients
Smug
Adjective
Very pleased with oneself; self-satisfied
Collins Essential English Dictionary 2nd Edition 2006 © HarperCollins Publishers 2004, 2006
Photo courtesy of TrishHamme

the bad news
objective assessment of IT management processes
Key findings
- Weak process automation
- Weak use of metrics
- Reactive, customer reported
incidents
- Weak responsibility
delineation
- Redundant systems with
conflicting info
- “Humans of record” vs.
systems of record
Manual Partially
automated
Reduced
support costs
IT/business
alignment
Reactive
uncoordinated Integration automation
Automated &
integrated
Accurate
reporting
Transparent
cost
Change
Asset
Problem
Service cat
Config
Processmaturity

common response to the IT assessment
– Plan A (mulligan): Hire another firm to do a more favorable
assessment
– Plan B (plausible deniability): Pretend this never happened,
remind people of our awards, send them back to work. Ask them
to try and avoid breaking anything
– Plan C (tough love): Adopt ITIL framework and start a five-year
improvement program

ITIL focus areas for phase 1

a crucial problem
current state
– Distributed – not restricted to
data center
– Complex – 105 components for a
Fortune 500 company
– Mission critical – network inherits
worst case SLA
– Foundational – affects all
applications & services
– Long provisioning time!

Start state Proposed future state Current state
Management: by technology ………………… → by service provided
Service aware
Accountability: by technology area ………… → by service delivered
Expertise: technical experts in silos…. →
service focused teams led by
service owners
Still silo’ed but business
focused
KPIs: by technology area…………. → set by business Set cooperatively
Approach: tool driven………………………. →
service driven with
documented, repeatable
processes
Integration to achieve closer
alignment to work streams
Outages: viewed by technology…….. → viewed by services impacted
Reduced and more efficiently
handled
Problems: reactive …………………………. → proactive
IT View: IT is a support function ….. → IT is a business enabler
Business is rapidly changing
and IT is an enabler
strategy

aligning an ITIL project with the business

top ten ways to succeed in implementing ITIL
1. Pull IT together and deliver value
2. Build leverage - change is everything
3. On-board services quickly
4. See the big picture
5. Avoid the status quo
6. Layout the journey
7. Speak the language of business
8. Build an architecture for growth
9. Decide on a point of view
10. Keep IT simple
May 16-20, 2010 Copyright © 2010 CA. All rights reserved.13

CHANGE
MANAGEMENT
CONFIGURATION
ITEM
VERIFICATION
AND AUDIT RELEASE
TEST
AND
DEPLOYMENT
Update impacted
config item(s) status
to production
ASSET
REQUEST
MGT
Asset ManagerRelease ManagerConfiguration Manager Application / Infrastructure
Manager
Change Manager
CHANGE REQUEST
REGISTRATION AND IMPACT
ANALYSIS
Request from
business for
new/changed
applications/
systems
Problem
management
requests change
to resolve error
Request from
Capacity or
Availability mgt
for new/upgraded
software/systems
Emergency
change?
[Approved RFC]
Asset
cost
estimate
RFC recorded
Classify and
prioritize RFC [No]
Evaluate
RFC
RFC
authorization
Update impacted
config item(s)status
to maintenance
Risk
impact analysis
on related
CIs / services
Define CIs
comprising release
Risk
Impact analysis on current release
plans
Request
procurement
Request
vendor quote
Requested asset(s)
currently utilized?
Requested asset(s)
currently in inventory?
Receive asset
Request
asset
Update license
records
Request
met from
inventory?
Submit for
authorization
Update DML/DHS
Add to inventory
Update/add CI(s)
Update/add CI(s) for
DML / DHS
Design
release
Assign
asset
Estimate effort of new/changed
application / infrastructure
Plan
change
Update
RFC with
release plans
New release
unit required?
[Yes]
[New/updated
assets required]
Request
new/changed
application /
infrastructure
[App/Infrastructure
change required]
Schedule
Test and accept release
Authorize
Build
Test
Update DML
Deliver new
changed application /
infrastructure
Update known error
knowledgebase
[Asset request]
[No]
[Asset request]
[No]
Update known error and
incident model knowledgebase
Buy or
build?
[Build]
[Buy]
Release
communication and training
Release distribution to
production in planned phases
Publish
change order
Evaluate
change
Deliver
Asset
Verify config item(s)
against release CIs
Update RFC record, inform
requestor, and close change
order, and related
problems/incidents (if any)
[Yes]
[Cost estimate
of new asset]
[Cost estimate of
inventory asset]
Management
notification and
escalate priority to
expedite change
[Yes]
Verify
configuration
matches
release
[No]
[Yes]
[Release
exit
criteria
met] Where applicable,
update SLAs/OLAs/Catalog
Baseline current
configuration
[Rejected
RFC]
Update RFC
record and
inform
requestor
Verify release acceptance
Create/update release
and deployment plan
Build release
to implement RFC(s)
[Test
failure]
[Exit
criteria
not
satisfied]
Authorize release
RELEASE
DEFINITION
AND BUILD
ASSET
FINANCIAL
MGT
CONFIGURATION
ITEM MASTER
IMAGE
MANAGMENT
RELEASE
AUTHORIZATION
& SCHEDULING
Request matches
approved asset types?
ASSET
INVENTORY
MGT
#10 keep IT simple

#9 decide on a point of view
– Everyone has their own “mental model”
crafted from experience from what they
believe worked
– Build a common “mental model”
‐ Identified set of agreed initiatives
‐ Goals the reinforce relationships
‐ Consistent vocabulary and process
‐ Definition of success
‐ Clear assumptions of in/out of scope
‐ Shared responsibility
– Tying CSF / KPI / metrics and reports

#8 build an architecture for growth
– Two sides
‐ Service orientation
• Focus on demand management
– Alignment as a process not a state
‐ Change management “built in”
ITIL processes
- Service strategy
- Service design
- Continuous improvement
ITIL processes
- Service design
- Service transition
- Service operation
- Service oriented architecture
• Focus on fulfillment

#7 speak the language of business
– Context is everything
‐ Think line of business
‐ Add profit, reduce risk
‐ Consistent execution
– Use business terms
‐ Investments
‐ Service platforms
‐ Process architecture
‐ Expected outcomes
‐ Success calendar
‐ Governance
Change
Management
Configuration
Management
Release
Management
Service Asset
Management
MANAGEMENT &
RELATIONSHIP
PROCESSES
CONTROL
PROCESSES
RESOLUTION
PROCESSES
SERVICE
DELIVERY
PROCESSES
INFORMATION
SECURITY
PROCESSES
Management
& Planning
Supplier
Management
C
C
M
Financial
Management
I
P
M
Incident
Manag
-ement
Problem
Management
Knowledge
Management
User Surveys
R
M
I
A
M
S
A
M
S
L
M
Request
Manag
-ement
Service
Level
Management
Availability
Management
Continuity
Management
Service
Reporting
Application
Management
Network
Management
Access
Management
Identity
Management
Security Info
Management
Infrastructure
Protection
Data
Management
N
V
M
Systems
Management
D
V
S
M
A
P
M
D
M
S
I
M
T
M
I
G
I
T
A
F
M
Service
Planning
Project
Management
Governance &
Compliance
Portfolio
ManagementP
P
M

#6 lay out the journey

#5 avoid the status quo
– Adopt “tight but loose”
– Encourage “connect and collaborate”
– Make IT self-sufficiency a goal
– Support continuous innovation
– Don’t let “lights-on” be the bottleneck
– Feedback is useless unless you understand it, own it, and act on it
– REMEMBER
‐ By design or by default – companies have the IT capability they’ve paid for
‐ The IT organization as a whole, reflects an organization’s understanding and
aspirations for IT

#4 see the big picture
– Don’t look at each process in silos
– Focus on horizontal and vertical integration
– Look through the lens of results
‐ Identification of business requirements
‐ Consistent change process
‐ Automated configuration process
‐ Laying out OLA/SLA
‐ Reporting results in context
– Understand people, process, and technology as a whole
– Think democratic not autocratic

#3 on board services quickly
– What is alignment
‐ Agility
‐ Flexibility
‐ Adaptability
‐ Effectiveness
– Everything is about services
‐ Market timing
‐ Application development
‐ Coordination of releases
‐ Capital consumption
– Service lifecycle
Identify need Define Analyze
ApproveCharterDesign
DevelopBuildTest
ReleaseOperate
Retire
Portfolio management
Service Catalog
CMDB
Service Assets
Service Management
Processes

#2 build leverage - change is everything
Deliverables should be explicit,
crisp, clear, and complete

#1 pull IT altogether and deliver value

terms of this presentation
This presentation was based on current information and resource allocations as of May 14, 2010 and is subject to change or
withdrawal by CA at any time without notice. Notwithstanding anything in this presentation to the contrary, this presentation shall
not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or
services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA
software product. The development, release and timing of any features or functionality described in this presentation remain at
CA’s sole discretion. Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA
product release referenced in this presentation, CA will make such release available (i) for sale to new licensees of such product;
and (ii) to existing licensees of such product on a when and if-available basis as part of CA maintenance and support, and in the
form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product
who are current subscribers to CA maintenance and support on a when and if-available basis. In the event of a conflict between
the terms of this paragraph and any other information contained in this presentation, the terms of this paragraph shall govern.

for information purposes only
Certain information in this presentation may outline CA’s general product direction. All information in this presentation is for your
informational purposes only and may not be incorporated into any contract. CA assumes no responsibility for the accuracy or
completeness of the information. To the extent permitted by applicable law, CA provides this document “as is” without warranty
of any kind, including without limitation, any implied warranties or merchantability, fitness for a particular purpose, or non-
infringement. In no event will CA be liable for any loss or damage, direct or indirect, from the use of this document, including,
without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised of the
possibility of such damages.

related sessions
SESSION # TITLE Date / Time
TS004SNA&B Systems Held Hostage by IT Renegades: An
Interactive Scenario
5/19 1:15 Surf F
VS124SN IT Financial Management and Cost
Recovery
5/20 9:00
Lagoon J
TS007SN All You Ever Wanted to Know About ITIL
But Were Afraid to Ask
5/19 3:45 Surf F

exhibition center
related CA and partner technology
– CA
‐ Booth 301 — CA Services Overview and Capabilities
‐ Booth 382 — CA Service Management Demo
– Exhibition Center Tours
‐ Sign up at the Info Desk in the Exhibition Center

please complete a session evaluation form
– The number for this session is TS005SN
– After completing your session evaluation form, place it in the
basket at the back of the room

legal
Certain information in this presentation may outline CA’s general product direction. This presentation shall not serve to (i) affect
the rights and/or obligations of CA or its licensees under any existing or future license agreement or services agreement relating
to any CA software product; or (ii) amend any product documentation or specifications for any CA software product. This
presentation is based on current information and resource allocations as of Month, Day, Year and is subject to change or
withdrawal by CA at any time without notice. The development, release and timing of any features or functionality described in
this presentation remain at CA’s sole discretion.
Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA product release
referenced in this presentation, CA may make such release available to new licensees in the form of a regularly scheduled major
product release. Such release may be made available to licensees of the product who are active subscribers to CA maintenance
and support, on a when and if-available basis. The information in this presentation is not deemed to be incorporated into any
contract.
Copyright © 2010 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their
respective companies [INSERT ANY REQUIRED THIRD-PARTY TRADEMARK ATTRIBUTIONS.].
THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or
completeness of the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT “AS IS”
WITHOUT WARRANTY OF ANY KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY,
FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or
indirect, in connection with this presentation, including, without limitation, lost profits, lost investment, business interruption,
goodwill, or lost data, even if CA is expressly advised in advance of the possibility of such damages.

appendix
elements for a successful ITIL experience

elements for success
building out a process handbook
– Identify process ownership & avoid working in silos
– Identify use cases at various levels
– Illustrate key automation & integration points
– Walk through use cases and ensure alignment with test plans, etc…
– Understand where tools and processes overlap and where they don’t
– Identify specific reporting requirements (and deltas from existing)
– Leverage best practices across areas (not just ITIL)

knowledge transfer
– Identifying CSF - KPI - Metrics - Reporting linkages
– Building out a common format for all documentation
– Walk through processes and demonstrate how tool supports
– Ensure documentation is relevant, specific and complete
– On-going discussions between project team and sales team
– Focus on client driving while provider (CA) watching

technology implementation
– Process analysts focused throughout project on "configuration"
– "Overarching" architect responsible for solution design
– Accuracy and completeness of data
– Separate “how to” questions from “issues” tickets
– Specific signoff on configuration "meta" data
– Readiness for pilot - resources, hardware, software

managing the project
– Start small and increase scope as maturity improves
– Crisp communication schedule with weekly accomplishments
– Identify up-front need for collective input
– Manageable scope defined and phased approach
– Process analysts should be paired with tool implementers
– Maintain resources through project lifecycle
– Understand what is and is NOT in scope
– Strong steering and governance committee
– User adoption planning - training, etc...

CA World 2010 - customer success develop an ITIL-centric service focus to better align IT with the business

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