The Presentation Will Begin At 12PM EST John Towsley, Co-Founder of - - PowerPoint PPT Presentation

The Presentation Will Begin At 12PM EST

John Towsley

Co-Founder Thought Rock

John Towsley, Co-Founder of Thought Rock, examines case studies where companies have successfully implemented ITIL v3 in their IT Strategy. This presentation drills down to the basics of how to approach the implementation process in a clear way to ensure success. Key Learnings:

• 1. Understanding of strategic planning as a process not an

event

• 2. Model for developing and updating a plan
• 3. Sample forms and templates to use in your organization

Thought Rock

ITIL Strategic Planning Practical Approach

Philosophy

• Strategic planning is a continual process

– Not an event – Constant updates (monthly review)

Philosophy

• Incorporates Corporate Mission, Vision, Strategy

– IT Vision Strategy, ISTM Vision Strategy

Philosophy

• Monitors and leverages industry trends

– SaaS, Outsourcing, Virtual Servers, Cloud Computing, Mobile Workforces – External Factors, Internal Factors

Service Strategy Process

Source: ITIL Service Strategy

ITIL V3 2011

Service Strategy Book

Supply & Demand

Alignment

Vision Core Purpose

Alignment

Vision Core Purpose

Methodology

• IT Senior Management Support
• Review Mission, Vision, Values

– Corporate – Division – Department / Local

• Identify Stakeholders
• Identify Current Reality

– Service Portfolio Management (catalogue), Financial Mgmt, Demand Mgmt

Source: ITIL Service Strategy

Benchmark

• Portfolio Management – Service Catalogue
• Financial Management
• Demand Management
• Business Relationship Management

Process Maturity - CMMI

1 Ad hoc The process has been recognized but there is little or no process management and it is allocated no importance, resources or focus within the organization. This level can also be described as "ad hoc" or occasionally even "chaotic“. 2 Repeatable The process has been recognized and is allocated little importance, resource or focus within the organization. Generally activities related to the process are uncoordinated, irregular, without direction and are directed towards process effectiveness. 3 Defined The process has been recognized and is documented but there is no formal agreement, acceptance and recognition

• f its role within the IT organization as a whole. However, the process has a process owner, formal objectives and

targets with allocated resources and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference. 4 Managed The process has now been fully recognized and accepted throughout IT. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed, and has become proactive with documented, established interfaces and dependencies with other IT processes. 5 Optimizing The process has now been fully recognized and has strategic objectives and goals aligned with the overall strategic business and IT goals. These have now become 'institutionalized' as part of the every day activity for everyone involved with the process. A self contained continuous process of improvement is established as a part of the process, which is now developing a pre emptive capability

Targets Service Support

Process Year 11 Year 12 Year 13 Year 14 Strategy Mgmt Portfolio Mgmt 1 Demand Mgmt Financial Mgmt 2 Buss Relationship Mgmt 1

Vision Exercise

What does IT Service Strategy look like in 24 months?

Vision Exercise

• Portfolio Management – Service Catalogue

What services? How are they Managed? How are they Delivered?

• Financial Management

Charge Backs? Cost Justifications, ROI, VOI

• Demand Management

Alignment with Business Initiatives, External Internal Demands

Vision Exercise

Source: ITIL V3 Service Strategies Book

Vision

Current Reality Vision 1 Vision 2 Vision 3 Vision 4 Vision 5 Capability Maturity Model

Strategic Plan

• 1. Line up with corporate standard
• 2. Identify ROI drivers and strategic value
• 3. SMART Goals

Specific Measurable (Specific Metrics) Accountable (Who, What, Where How) (Individual, Group, Vendors) Realistic Timely

• 4. Roll out (Telling, Selling, Participating, Collaborating)

www.ThoughtRock.net

Phone: 1.877.581.3942 Email: Info@ThoughtRock.net Twitter: @ThoughtRockers Join Us For Lunch Every Tuesday At 12PM EST