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Starting with incidents, change requests and project proposals, ]po[ ITSM provides a continuous process chain covering the planning, priorization, distribution, execution and rollout of changes throughout the IT service organization.
IT departments face various challenges such as cost reduction, regulatory compliance, competitiveness of internal IT compared to outsourced services andapplication and infrastructure modernization. We provide a one-stop solution for IT management integrating important applications and replacing 10-15 smaller ones. We allow business managers and business users to monitor IT projects and IT service operations. We introduce a solid financial perspective across all IT activities, with low overhead for employees.
We provide managers with indicators, reports and other analysis tools to build an integrated ITSM scorecard. The ]po[ integration of Change Management with Configuration Management provides a "transparent" change management history of released software as required by auditing organizations in the financial sector. The integrated reporting and data-warehouse engines provide insight into key process indicators.
PPM allows managing lists of projects and development requests and supports senior management decision-making by providing all fields necessary to priorize requests.
A full text search engine indexes all contents in ]po[ , allowing fast access to learned lessons, wiki pages and solutions to previous bugs, what is sometimes resulting in enormous time savings. OTRS, BugZilla, Mantis, RT: Import of tickets + update of ticket status when fixed in ]po[. OCS-Inventory: ]po[ can import OCS inventory lists and convert them in a list of configuration items. GanttProject: Bidirectional (import + export without loss) "round trip" editing of project schedules.
SAP FI: Import of costs from SAP FI general ledger costs to ]po[ projects based on shared project code ("Innenauftragsnummer").
Microsoft NAV (Navision): Export of ]po[ financial information in UBL suitable to be parsed in NAV connector.
The Help Desk provides to customers a central and convenient point of reference for their IT-related incidents. The objective of Change Management is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes leading to controlled IT infrastructure, in order to minimize the number and impact of any related incidents upon service. Release Management supports the platform-independent and automated distribution of software and hardware, including license controls across the entire IT infrastructure. Configuration Management is a process within the Information Technology Infrastructure Library (ITIL). A successful implementation of an application like ]po[ in an organization only partly depends on the application itself. To address these issues the ]po[ team offers professional support and consulting services based on the experience of more than 200 rollout projects in the past. Based on this input, we develop several "reasonable" scenarios on how to integrate existing structures into a single consistent system. Thanks to its database API, it is easy to import data from external applications into the ]po[ database in order to make them available to ]po[ users. As an alternative, thanks to its modular architecture it is relatively easy to extend ]po[ to cover new processes. Thanks to its modular architecture and the low overall implementation costs (open-source), ]po[ is suitable for a wide range of IT departments and their corresponding budgets.
Many organizations that decide to implement or improve IT service management (ITSM) fail in one way or another. It is clear that without including organizational and human resource aspects, an effective ITSM implementation is impossible; the IT organization will not be able to create value for customers.
This book, Designing and Transforming IT Organizations, is part of a series on roles and responsibilities in ITSM. There are lots of books about IT Service Management (ITSM), but almost none about the organizational issues of implementation projects. Designing and Transforming IT Organizations is the introduction book to a series of (initially) six books that will provide background considerations, theory, instructions, and practical guidance for setting up organization structures in the context of improvement projects. Troy is a leading ITIL® IT Governance and Lean IT authority with a solid and rich background in Executive IT Management consulting. He is a frequent speaker at IT Management events and is a contributing author to multiple ITSM and Lean IT books, papers and official ITIL publications including ITIL’s Planning To Implement IT Service Management and Continual Service Improvement. It culture and method has a pre-disposition to work in silos and this can often be translated to how we tackle IT Service Management projects. Pink’s recommended approach is to establish an overall project plan with at least 4 core sections for each ITSM service improvement project. For the purposes of this post we will focus on the 4 core and common work streams for any ITSM Improvement project. At Pink Elephant we leverage Project Management concepts found in both Prince 2 & Agile Project Management. Process: The development of the high level and detailed process deliverables such as Policies, Process Flows, Roles, Procedures, Classification Structures, Approval workflows, metrics and support for post deployment coaching.
People: The identification of project resources, definition of process roles, RACI development, process skills training development and the execution of process deployment workshops. Governance: The identification and establishment of a tiered enterprise and distributed process ownership structure which will participate as key stakeholders during the project phase and own the accountability and responsibility for ongoing Continual Improvement.
Note: It is our experience that organizations often neglect the Governance work stream which results in the initiative’s ultimate failure despite the project having been run successfully up to project close.
Baseline Assessment: For reasons I have documented in the article “Why Bother With Process Assessments” we highly recommend starting with a baseline gap assessment. Stage Gate Decision: What areas of improvement will be handled as targeted service improvement initiatives managed by specific stakeholders and which processes should be improved using a formal improvement project? Stage Gate Decision: Is there a business case for the project, is it funded to move forward? High Level Project Deliverables: This stage of the project focuses on answering and documenting the “Who, What, When, Where and How” questions. Stage Gate Decision: Is their political and organizational agreement on the high level deliverables?
Stage Gate Decision: Following the completion of all detailed project deliverables a decision is required to move the process to production based on the agreed deployment strategy. Deployment Phase: During this phase deployment workshops and training sessions are run in batches with segments of the in-scope departments and groups. At Pink Elephant we have used this gated approach to successfully assist many organizations deploy and adopt ITSM best practices and I trust that these concepts assist the readers of this blog to gain a higher degree of success for what are challenging transformation projects.
Troy is a leading ITIL®, IT Governance & Lean IT authority with a solid and rich background in Executive IT Management consulting. At Pink Elephant our experience shows us that IT Service Management projects falter at even higher rates due to their high dependency on organizational and behavioral change and their tendency to be misunderstood, underestimated and under-managed. The tangible tasks of creating process documents, and configuring service management tools is the easy part and is not by the way the goal of a service management project.


Process documentation is not worth the paper it is printed on without the ability and will to enforce its use.
Most organizations fail at their initial process improvement efforts by focusing on the technology or tool elements of the project and underestimating the effort required to address the softer people and governance issues brought by the transformation effort. Most projects reveal clear, early warning signs that the project is at risk but these signs are missed, ignored or not managed. Leadership’s inability or unwillingness to understand that adopting service management concepts and processes within traditional siloed focused IT organizations means some degree of change to a large part of the current function’s structures, work practice, values, and measurement systems. Contrary to popular belief and practice ITIL projects are not all about documenting processes or buying and configuring an IT Service Management tool! Certainly these two elements are necessary and even critical but they are still only enablers - not the goal itself.
Documenting processes is a necessary step due to a quirk of human nature that believes that unless a practice is written down and enforced it remains un-defined and open to argument and interpretation.
The Service Management tool certainly contributes to the goal by lifting the process from paper and making it tangible, visible, measureable and hopefully more efficient.
The goal of a Service Management initiative is to establish a common and efficient approach for the various functions within the internal and external IT value chain to deliver stable and reliable IT Services to the business customer. That ITSM improvement opportunities (big or small) must be run as a formal project with IT executive support and involvement to gain acceptance across the various functions that will need to participate and comply. The people participating directly and indirectly in both the project and ongoing process will be evaluated based on their contribution to the development, deployment and ongoing execution of the new practices and processes.
The key to managing successful ITSM programs is understanding the building blocks to success! Your business strategies seems to be of a great interest, the whole combination of the Key Builing Blocks of the programme is well-organized. Determining the sequences of single activities within each process is bound to be relatively labor-intensive. The detailed activities within the individual processes must be discussed with all relevant parties, in order to include into the design as much experience and knowledge as possible. As a result, a consensus must be reached and documented in the form of detailed process flow diagrams (see Fig. The framework of process structure and interfaces for this task was set up within the previous project steps: Due to the prior definition of the project interfaces, it is already established upon which inputs a process may build, and which results it must deliver for successive processes.
Process descriptions should give a clear idea of the required activities and their sequential order, but too many details should be avoided.
It is decisive for a successful process implementation to include all the relevant parties in this phase of the project, in order to make use of their wide range of experiences from daily business, and to ensure that the redesigned processes will be accepted and adhered to. Being well prepared is essential at this point in order to avoid the risk of producing a large number of uncorrelated and oversized documents.
This is why our method of "ITIL Implementation Using ITIL Process Templates" takes great care to set up a framework of process structure and interfaces during the initial project steps. With this information clearly specified it becomes much easier to define a process flow in a simple, straightforward way.
The ITIL Process Map makes detailed process flows available for all ITIL processes (see Fig.
Modifications will often be necessary to allow for special circumstances or preferences; these alterations are of course permitted, as long as the ITIL guiding ideas are followed.
Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted. So you have been asked to setup and establish an IT Service Management improvement program! Congratulations, you have been in-trusted with a key element of your organization’s plan to improve service delivery, service availability, and customer satisfaction. Now the key question is: How do you get started on this major task and what critical knowledge do you need to consider from a People, Process, Product and Partner perspective? At Pink Elephant our decades of experience teaches us that IT Service Management programs are really people change initiatives, but that they are frequently mistaken for an ITSM tool implementation or process documentation project.
Certainly these are both important elements and even critical for overall project success, but in the end neither the process document or the wonderful new ITSM tool you just purchased produce results by themselves.
Because of this case of mistaken identity many frustrated IT leaders have invested significant resources, time and money and received very little benefit or return for their efforts. Join Chris and I as we explore the practical aspects of what it truly takes to adopt ITSM practices and how documenting versus deploying processes are two very different objectives. When considering ITSM process adoption carefully consider the amount of change your organization can absorb at one time. I highly recommend that you read the three Business Insight articles I have listed below, though you may not appreciate their edgy titles. The application of this knowledge is that the Western economy and individual’s jobs will depend more and more on the specialty knowledge and skills they can acquire that will set them apart and make them unique.
In my personal view, ITSM and other Enterprise Governance type knowledge, skills and certifications play an important role in creating individual and organizational differentiation. As you will read in that article, I believe the rising interest in enterprise IT certifications stems in part from these market shifts.
Understanding these trends can help organizations and individuals make the necessary shifts in Attitude, Behaviour and Culture they require to stay competitive and employed. Based on Pink’s research and consulting experience most IT Service Management (ITSM) improvement projects over the last 5 years have focused on the ITIL Service Transition and Service Operations processes. From the perspective of business risk this is a logical starting place since there is an intrinsic need to stabilize the current environment before an organization has the capacity and available resources to tackle the more proactive aspects of Service Strategy and Design.
However, eventually despite the challenges of economic conditions and constant changes to sourcing strategies IT service organizations need to consider and address the end-to-end lifecycle of demand & supply. Not that we are not seeing CSI improvement activities in upstream aspects of the value system.
An interesting observation is that we are pre-conditioned in many ways to not think of Demand as the first step in the value chain.
Once you have begun to tame the twin tigers of production stability & service availability it is time to focus on new value creation. The third task requires the creation of clear channels and roles for understanding what our customers require and want versus telling them what we think they need. For example: If it is common practice then why is this one of the most frequently stated complaints from the business; “IT Does Not Understand Business Priorities”?
This is problematic in that understanding business demand as it relates to investment priorities and service requirements is critical for effective service management. Lean Principles: As an additional consideration to this logic tree add the Lean principle of Pull vs. In this context the (Pull) based value system is working on stuff the customer wants versus building it and hoping they will come (Push).
To take this discussion further there are in fact three primary channels or doors for receiving or capturing customer demand. Business Relationship Management: provides the strategic and interactive aspect of receiving strategic demand and supports future state planning.


The Service Catalog: Provides a portal for automated self service, Demand Management analytics and front ends the Request Fulfillment process in support of order provisioning. When planning an ITSM roadmap consider that improving the front office can have a significant impact on customer satisfaction providing you have already addressed the production availability issues. Management's demands to better control IT processes, more demanding end users and shorter innovation cycles lead to higher requirements in terms of flexibility and responsiveness. Initiatives usually depend on operational needs, strategic alignment, access to know-how and tools available in the marketplace. Information includes timesheet information, external costs such as travel costs and information imported from SAP FI or other accounting applications.
Supported by business intelligence capabilities it serves as an extremely beneficial tool for IT Management when used to find, analyze, and eliminate common problems. At any time new incidents can be entered and already registered incidents can be looked up to determine their status.
It deals with tracking individual Configuration Items (CI) in an IT environment which can be as simple as server or as complex as an entire IT Department.
Other factors like team psychology and data integration play an important role in a smooth transition, particularly in larger organizations.
This book helps in solving these issues by elaboration on all these aspects and related topics: organization and organization change, the human factor, roles, accountability, design, governance, ITSM implementation and ITSM improvement. This book is the introduction to a series of books on roles, responsibilities and organization structures in IT service organizations. Very little has been published on organization structures, roles, responsibilities, skills and competences, in the field of IT (service) management, to support implementation and organization change projects. He is the first and only certified ITIL Master in the Netherlands (2014), the highest ITIL Service Management certificate level. Each of the 4 core sections may have a separate project owner but the initiative is managed as a coordinated whole rather than having for example a separate process versus tool project. Based on Prince 2 practices each phase should have a key stage gate decision before the project should be approved to move forward. For example: Who is the owner, what is the process, what are the roles, what are the general tool requirements.
The primary risk to ITIL project success is the political and cultural ability to deploy the process and policy changes across the non-aligned, separately managed IT towers and technology silos that make up a typical IT organization. Process documentation and the underlying IT tools are simply a means to the end and not the end in and of themselves. For example there could be a couple of extra pages describing what sort of information is to be collected during the initial registration of an Incident.
Too much detail usually means that these documents are soon out of date, as they are too bulky to be an effective tool for the Process Owners. 2) are available within the ITIL Process Map, describing procedures or process outputs in detail where necessary. I typically scan them to look for articles that apply to our practice and areas of interest related to organizational transformation. Each article deals with how the workforce in the west is shifting from a generalist to a specialist mindset and how the Asian market and workforce has already evolved as the de-facto manufacturing engine of the world. We no longer have the Manufacturing ECO system and supply chain to sustain many of the middle class jobs our economy has relied on. Also a growing understanding and belief that the status quo of how things are done today is no longer acceptable due to the waste that pervades our Western working practices.
In the West but also in the East individuals are looking for knowledge and their substantiating certifications to give them unique skills and value to help them compete in a global market. This is not surprising in many respects in that while with ITIL version 3 provided us with a full service lifecycle most organizations are still focused by necessity on improving the basics of service availability. Well it should since this is the basic construct of any value generation system or supply chain and it just so happens to correspond to the ITIL Service Lifecycle of (Strategy, Design, Transition, Operations & CSI).
The opposite of a pull model is an organization, which decides based on its own best assumptions what services the customer will likely want (push). This improvement is represented by the elevation of the Business Relationship Management process and function to Service Strategy. It also supports Service Level Management in the definition and reporting of service level agreements. Their existence and relative maturity have a major impact on the customer experience, satisfaction and dependent value generation processes. If an organization is following the common and popular ITIL standards or deploying other framworks such as COBIT, the objectives usually remain the same: Maximizing the benefits derived from the use of information technology and developing appropriate IT governance and control in a company. Most importantly as a user you don't need to rely on the vendor's agenda and instead of having a single point of reference, a network of internal and external IT service providers is at your disposal. A book which covers all areas is published august 16, 2012 by British TSO; it was produced by Inform-IT, authored by Job ten Hagen. At the kick-off of the series, a huge response came from the IT service management community. Job has over 20 years of experience in the fields of Information & Service management and Consulting. I specifically reference 4 core work streams as illustrated in the diagram used for this article however certain ITSM projects will have additional work streams for example: (A Service Asset and Configuration project will have a data work stream, A Service Catalog project will have a Service Definition work stream, A Financial Management Project will have a Service Cost Model work stream) each equally requiring integration with the 4 core work streams discussed in this article. For example: Is the person part of the process or a customer which interfaces with the new process and tool. Without the ability to drive real change across these political and often external boundaries the project returns almost no value and the money spent on process design and tools is a wasted investment. Process improvement and the application of Lean principles will help Western companies become more efficient in order to compete with growing global market pressures. In fact when speaking with most IT Executives about ITSM or ITIL I start the discussion at this level before I ever introduce the concept of best practice process frameworks. However, this sequence is not describing a value system process but rather refers to an economic model that describes how the available supply and cost of goods & services is driven by market demand. This principle declares that an efficient value system should only create product inventory or invest in services, which the customer asks for.
It seemed that everyone wanted to be involved, indicating the importance of the subject of the series. Typically workshops are 1-3 hours in length and will comprise part process and part tool type training conducted in a lab or online classroom environment. The period of deployment will vary in length based on which ITIL process is being deployed and how distributed the organizational and geographical scope is. It is good practice to keep the process design teams in place as an after care or coaching team for a period of time following the completion of all process deployment tasks.
Other reference models cover application development, architecture, project management, security, etc..



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