IT Service management for non-IT managers (CEO and others)
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In this presentation we deliver the main points of management and collaboration with IT departments in non-IT companies. We define the role of IT in business, maturity model for IT, basic concepts for Service catalog and Service level agreement. ITSM is a way for continuous improvement!
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IT Service management for non-IT managers (CEO and others)
- 1. IT SERVICE MANAGEMENT FOR NON-IT MANAGERS (CXO) Danil Dintsis Ph. D., PMP®, EXIN® accredited trainer www.i-mokymas.com info@i-mokymas.com
- 2. Ph. D. in System Analysis (Doctorate degree, ISCED verified) Ph.D. in Technical management (Candidate degree, ISCED verified) Portfolio manager and IT consultant, teacher and coach for 15+ years with the following certifications: PMP® EXIN accredited trainer for ITIL®, MOF®, Cloud computing, Operation services and Analysis (OSA®) BRIEF ABOUT THE PRESENTER
- 3. What shall I do with my IT people WHAT IS THE GOAL OF THE PRESENTATION How ITSM may help us? How should we Work together What are our common goals
- 4. IT as a Service Business-IT WHAT IS ITSM Measurable targets for IT IT supports Main business alignment
- 5. STEP1. ALIGN BUSINESS AND IT PORTFOLIO
- 6. Does your company have IT services with direct impact on sales, productivity, etc? Are there any business services critically dependent on IT? WHAT IS IT INFLUENCE ON MAIN BUSINESS PROCESSES
- 7. What are the risks and opportunities of using IT services? What is the value added by IT? How can we measure IT service value? WHAT INFLUENCE MAY IT HAVE ON MAIN BUSINESS PROCESSES
- 8. 5th (optimized) maturity level: IT implements business KPIs Example: 0,1% growth of Internet bank service availability provides additional 5% of Internet banking cash flow 4th (managed) maturity level: integrated IT and business KPIs Example: 5% decrease of company’s website availability increases client phone calls twice 3rd (defined) maturity level: IT service based KPIs Example: 95% of user requests and incidents are resolved according to SLA ALIGNMENT OF BUSINESS – MATURITY MODEL
- 9. Service catalogue contains full and transparent set of services, KPIs, and components STEP 2. SERVICE CATALOGUE - AGREE ON SERVICE PORTFOLIO
- 10. SC includes at Business level: Service attributes Support days and hours Service manager Service KPIs (for example, Availability level, Restoration time in case of a failure, etc.) Thresholds Reporting tools and periods Escalation contacts Service cost SERVICE CATALOGUE: STEP TO TRANSPARENCY
- 11. SERVICE MAP PRESENTS SERVICES INTERACTION http://i-mokymas.com
- 12. SC includes at a Component level: List of components (resources, including human) which are necessary for service delivery according to quality metrics mentioned in a Business level Component support parameters Component capacity, including risk mitigation subcomponents (i.e. second server) References to third-party contracts, support warranties and obligations Component support expenditures SERVICE CATALOGUE: COMPONENT LEVEL
- 13. Agreement between IT Department/outsourcing provider and business department Regulates certain service conditions, KPIs, and interaction procedures for a single IT service or a group of IT services provided for this business unit STEP 3. SERVICE LEVEL AGREEMENT http://www.i-mokymas.com
- 14. Business unit based (includes all services for the certain BU) Service based (describes IT service for all Bus) Multi-level SLA COMMON TYPES OF SLA-S http://www.i-mokymas.com
- 15. Call process procedure RFC process Regular activities procedure KPIs Control procedure Escalation procedure Third-party dependencies (e.g. Internet provider and/or external Datacenter) SLA PROCEDURES EXAMPLES http://i-mokymas.com
- 16. CONTROLLING SLA – CLEAR VISION OF IT ACHIAVEMENTS http://i-mokymas.com
- 17. STEP 4. CSI – IMPROVE CONTINUOUSLY http://i-mokymas.com
- 18. Join my seminar: “IT Service management for non IT managers (CxOs)” at Http://i-mokymas.com/learning/itsm-trainings/it-service-management- for-non-it-managers-cxo/ Get detailed information on the subject Request our detailed consulting service Become satisfied and happy with you IT dep. CAN IT MAKE ME MORE HAPPY? http://i-mokymas.com
- 19. THANK YOU! . www.i-mokymas.com info@i-mokymas.com https://www.facebook.com/ismanusism https://www.researchgate.net/profile/Danil_Dintsis LET’S STAY IN TOUCH
Notas do Editor
- When was the last time you cried? Properly cried, all snot and spit, like Juliet Stevenson in the film “Truly, Madly, Deeply”? When was the last time you laughed so hard that people could see your fillings and you made that funny snorting sound? You can probably remember those moments in some detail. You know who you were with and you know what you were doing. But can you remember the last time you felt a bit “meh”? Sort of OK, but nothing special? Me neither. Emotion helps memory move from short-term to long-term storage, and there’s research that suggests emotional memories are even prioritised in the consolidation process. Emotion makes the memorable unforgettable. So why do our presentations use information before emotion? It’s partly because when we’re dealing with business people, we want to appear as business people. The language we use says to everyone around us: “Look, I’m a business person too, so you can take me seriously.” We talk about KPIs and B2Bs and ROIs, and the only reason we do so is to present ourselves in a certain way rather than communicate effectively. But one thing to remember is that business people are still people. We have the same need for emotional stimulus, the same need for empathy and the same need to just be people. Talking with emotion treats people like people, and it fixes your presentation in your audience’s long-term memory. They will remember you for the right reasons. These are my top tips for presenting with emotion. 1. What do they care about? This question is very different from “what do they need to know?” Knowing is about information; caring is about emotional connection. So ask yourself what your audience cares about; you should make them care before rolling out the information. 2. Peaks and troughs. You’re not an infomercial selling the latest gadget that cleans both sides of your windows at the same time. (Yes, it exists. And yes, I bought one.) You don’t need to be excited all the time when you speak — it gets very tiring. So try structuring your presentation like a film. The starting point is usually a problem. The second reel is all about building up to the third reel: disaster. Which makes the fourth reel’s triumph even sweeter. Don’t hide your difficulties. Rather, refer to them. Most businesses will have suffered similar setbacks and the audience can build empathy with you. 3. Where are the people? Authentic voices bring more than just a personal perspective — they bring a sense of inclusiveness, of collaboration and community. If you’re talking about a warehouse redesign, have people from the warehouse itself tell the audience how good it is. Don’t worry if they’re not professional speakers. You can show a video of them or, at the least, a picture and quote. People respond to stories about people, and especially so when those people are named. It’s what the tabloid press have known for decades. 4. Choose your language. I’m sick of passion. Passion has become a meaningless word. “We’re passionate about accounting” isn’t something an audience will connect with. Everyone in business is passionate these days. “Passionate about” brings up around 208 million results in google. Please stop being passionate. You can love the way accounting helps business succeed, and you can make sure that your accounting is market leading, but don’t try and tell us you’re passionate about it. Your goal is not to show off how emotional you are but rather to engender an emotional response in the listener. Tell them how good your services are, show them how committed you are and let them get a rosy glow about how professional and trustworthy you are. Avoid the emotional clichés. 5. Pace. One study suggests that people who speak quickly are more persuasive than those who speak slowly, especially when arguing against the listeners’ beliefs. So, if you think that emotion has no place in business, if I spoke quicker, you’re more likely to believe me. But pace is beyond a simple fast= good + slow = bad binary relationship. To create emotion in the audience, we need a mixed pace. The dramatic pause is splendid, and when followed by a rapid upswing resolution, it can’t help but get the audience involved. If you’re still unsure about the power of emotion, get your phone out and ask yourself why you bought it. Was it because of the screen resolution? The connectivity to your other devices? The large range of apps? No, you bought it because you liked it. So if it can work for a phone…
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