HP OpenView Service Desk

+ Alignability Process Model

= ITIL Out of the Box?
Marc Gumbold, ITC GmbH

Tutorial id: fr-0900/4

Imagine the future. Let’s make it happen.

© 2006 Hewlett-Packard Development Company, L.P.

The information contained herein is subject to change without notice
Questions
• In a medium-size IT organisation (< 100 staff), can you
successfully implement ITIL processes „out-of-the-box“?
− „out-of-the-box“ means:
ready-to-use ITIL process model and
ready-to-use, corresponding tool configuration.

• How long would it take?

• How good are the processes implemented?

• What are real-life experiences made by

M. DuMont Schauberg (newspapers, books)?

2 23 January 2007
M. DuMont Schauberg, Cologne

3 23 January 2007
M. DuMont Schauberg, Cologne

• Newspaper production is 100% IT.

• IT organisation at M. DuMont Schauberg, “Systemtechnik”:

− approx. 70 employees, also covering application support
− delivering IT availability 7 days per week
− 2000 PCs, > 200 heterogeneous servers
− not only newspaper business, also support of other companies of the
group, e.g. DuMont Buchverlag
− additionally substantial external customers, both within (Bonner
Generalanzeiger) and outside industry (hotel, insurance company)
4 23 January 2007
Alignability at M. DuMont Schauberg
Initial Situation

• Self-developed help desk tool, focussed on working on client PC problems.

• No ITIL processes.
• Major ITIL thoughts (thinking in IT services, effiency gain = cost reduction)
found favour within IT management.
• However precise instructions where sought for IT staff to work with
(ITIL provides more „what“ than „how“).
• Quick wins were essential. Otherwise the subject would loose momentum,
and would die. Goal was to build a foundation very rapidly, in order to let
IT staff realise benefits very soon – and be able to further add to it later on.
• Lowest possible burden on IT employees caused by theory.

5 23 January 2007
ITIL “Out of the Box”

6 23 January 2007
ITIL „Out of the Box“
We use AlignabilityTM from Service Management Partners, Inc.

Alignability is an ITIL-based

process model,

is delivered with corresponding

tool settings,

and requires a certain

implementation method.
7 23 January 2007
Alignability: Process Model
The Alignability Process Model provides
field-proven processes for the delivery and support
of IT services.

8 23 January 2007
Alignability: Process Model, Role Model

9 23 January 2007
Alignability: Tool Settings
• The Alignability Process Model is available with tool settings
for HP OpenView Service Desk and ServiceCenter.
• The tool settings…
… are used to automatically configure the customer’s service
management application to optimally support the Alignability
processes.
… help avoid data entry mistakes and ensure that all audit
requirements are met.
… can be adjusted by customers to maintain the Alignability
Process Model.
• The Alignability Process Model is an
HP OpenView Authorized Product.
10 23 January 2007
„ITIL Out of the Box“ Benefits
Lower your learning curve
− Alignability combines the learnings from more than 100 service
management implementations in over 30 countries.
Eliminate process definition risk & effort
− Reduce duration of definition of Service Support processes
by 4 to 6 months.
− Risks: Endless discussions, frustration, self-appointed ITIL gurus, …
− Example, large German retailer: Realisation of Change Management
took approx. 200 mandays.
Eliminate tool configuration risk & effort
− Save 20-40 (or more) mandays of tool configuration.
− Eliminate risk of developed processes not being fully supported by service
management application.

11 23 January 2007
„ITIL Out of the Box“ Benefits
Web portal with 4-level structure allows quick navigation
(max. 3 mouse clicks), and provides detailled
“Work Instructions” for tool use on level 4.

• Higher degree of
user-acceptance.
• Reduction in training
requirement from an
average of 2 full days
to just 1 day per person.

12 23 January 2007
Alignability: Standard Implementation Plan
− Covers the implementation of the Service Support processes.
− Allows for the customization of the Alignability Process Model and
the service management application settings.
− Takes approximately 12 weeks to complete.

13 23 January 2007
Alignability: Implementation Prerequisites
Examples of prerequisites that are required to be able to successfully
complete the service management implementation:

1. Unconditional Management (CIO) Support.

2. Manager of support groups participate in process workshops.
3. Participants of process workshops are empowered to make decisions.
4. Decisions made during the workshops do not require subsequent approval,
and are binding until one month after the transfer to production.
5. Manager of support groups form initial CAB.
6. Employees and long-term contractors will attend the awareness sessions, the
workshops and training courses.
7. Accurate and complete CMDB data is provided by the organization.

14 23 January 2007
Does it Work in Real Life?

15 23 January 2007
Alignability at M. DuMont Schauberg
Project „IT Service Management Effort
Implementation“

• June to September 2006, in parallel to • approx. 30 days of external consulting

any daily duties. • approx. 80 mandays of M. DuMont
• Implementation of all ITIL Service Schauberg
Support processes with Alignability • approx. 5 days of training for 60 IT staff
and HP OpenView Service Desk 4.5.
• IT staff has been ITIL Foundation-trained
• Establishment of an ITIL-compliant
− was of some help, but looking back was
Service Desk.
not essential
• Migration of all data available in the
help desk.
• Project team: 3 persons of M. DuMont
Schauberg staff, 1 consultant.

16 23 January 2007
Alignability at M. DuMont Schauberg
Results 1/3

• Transparency gain on internal work flows

− for every single employee
− for the head of group
− for IT management
− less ping-pong effects, more clear responsibilities/accountabilities

• ITIL Service Desk providing support for all IT Services

17 23 January 2007
Alignability at M. DuMont Schauberg
Results 2/3

• Incident Management
− introduced very completely
− high breadth covering all IT groups
− highly accepted by IT staff
− users only hardly refrain from beloved „hey joe“ support

• Problem Management and Change Management

− substantially better than before
− still mostly driven by single persons
− working relationships problems:incidents, changes:problems,
incidents:changes
18 23 January 2007
Alignability at M. DuMont Schauberg
Results 3/3

• Configuration Management
− rudimentary, but constantly improving
− incident closure forces CI entry
− guessed 5-10% of incidents without CI (caused by ignorance), but
percentage decreasing, substantially better than before!
− From the very start IT service hierarchies have been part of the CMDB:
business services, operational services, applications, client PCs, servers, …

• Very solid base for Service Level Management and Financial Management:
− established service catalog
− service hierarchies
− attributable costs
19 23 January 2007
How good are the processes?

20 23 January 2007
Measuring Process Quality
• ITIL (v2) does not provide a maturity model.
• CobiT defines …
… a maturity model, similar to CMMI, but already specifically adapted to each process.
… 34 IT processes across four domains – covering a substantially broader scope than
ITIL Service Support and Service Delivery.
… a range of Control Objectives for every process, highlighting important aspects
within every process.
… KPIs (Key Perfomance Indicators) and KGIs (Key Goal Indicators) for measuring
performance and goal achievement of processes.
… „what“ („best practice“) even less than ITIL. CobiT focusses on auditing and revision
aspects.
• We use CobiT 4.0 as a tool for measuring the maturity level of an ITSM
implementation.

21 23 January 2007
CobiT 4.0: Maturity Model
• Assessment of IT process capability.
• Specifically worded for each of the 34 CobiT processes.

• Levels 0 to 5 AI 6 – Manage Changes From: CobiT 4.0 – Control

0: non-existing
1: initial/ad-hoc
2: repeatable, but intuitive
3: defined
4: managed and measurable
5: optimised
Objectives, Management Guidelines,
… Maturity Models, ITGI 2005
3 Defined Process when
There is a defined formal change management process in place,
including categorisation, prioritisation, emergency procedures,
change authorisation and release management, and compliance
is emerging. Workarounds take place and processes are often
bypassed. Errors may still occur and unauthorised changes
occasionally occur. The analysis of the impact of IT changes on
business operations is becoming formalised, to support planned
rollouts of new applications and technologies.
…

22 23 January 2007
Alignability meets CobiT

23 23 January 2007
Alignability meets CobiT
• Alignability is a process model, with corresponding tool settings and an
implementation method.
• CobiT provides a process maturity model.
• There is no such thing like a maturity level for a process model.
• A CobiT maturity level for selected CobiT domains and processes can
be assessed for an IT organisation having implemented Alignability.
•
Assessment of an IT organisation that has implemented Alignability
Service Support, regarding
reached CobiT maturity level, and
coverage of CobiT Control Objectives.

24 23 January 2007
Alignability meets CobiT

Alignability concept … … contributes to CobiT Process

Process Model,
Role Model
Cost Model within
Alignability; costs
attributable to IT Services
PO4 Define the IT Processes,
Organisation and Relationships
DS6 Identify and Allocate Costs

Service Catalog, template DS1 Define and Manage Service Levels

documents, all processes
map to IT Services
Provisioning of ME1 Monitor and Evaluate
measurement data for KPIs IT Perfomance

25 23 January 2007
Alignability Service Support meets CobiT

Alignability Process … … contributes to CobiT Process

(from Service Support Module)
Incident Management DS8 Manage Service Desk and
Incidents
Problem Management DS10 Manage Problems

Configuration Management DS9 Manage the Configuration

Change Management AI6 Manage Changes

Release Management AI7 Install and Accredit Solutions

and Changes

26 23 January 2007
CobiT Maturity Levels at
M. DuMont Schauberg
• In this analysis we consciously cover only those CobiT processes
at M. DuMont Schauberg, which have been touched by the Alignability
implementation.

• Our objective is to learn about maturity levels that are influenced by the
Alignability implementation.
− Bearing in mind that other CobiT processes, especially from domain Plan &
Organise, are covered at M. DuMont Schauberg as well, but are not part of
our assessment.

• Up to now implementation of Service Support – Service Delivery

implementation at M. DuMont Schauberg is planned.

• Assessment of maturity levels happened before and after the

„ITSM Implementation“ project.

27 23 January 2007
CobiT Maturity Levels at
M. DuMont Schauberg
Define the IT Processes, Organisation
Average based Monitor and and Relationships
on CobiT 4.0 Online Evaluate
Benchmarks IT Performance
Change
Management

M. DuMont Schauberg
before

Problem Release
Management Management

Configuration
Management
Service Level
Management

Incident Management,
Service Desk Identify and
Allocate Costs
28 23 January 2007
CobiT Maturity Levels at
M. DuMont Schauberg
Average based Define the IT Processes, Organisation
Monitor and and Relationships
on CobiT 4.0 Online Evaluate
Benchmarks IT Performance
M. DuMont Schauberg Change
before Management

M. DuMont Schauberg
after

Problem Release
Management Management

Configuration
Management
Service Level
Management

Incident Management,
Service Desk Identify and
Allocate Costs
29 23 January 2007
Alignability at M. DuMont Schauberg
Next Steps

Measure and Improve: C

• Evaluation of gathered data in order to achieve continuous
D
improvement of implemented processes. A
P

Enter Service Delivery:

• Service Level Management:
− Use established base (service catalog, strict IT service orientation in
Service Support processes) to expand:
Implement SLM process, add customer focus.
• Integrate with existing Financial Management for IT Services:
− Facilitate laborious cost charging with external customers.
− Integrate with business controlling (SAP integration).
• Establishment of a web-based „Service Shop“ for LOBs — today a Word form.
30 23 January 2007
CobiT Maturity Levels at
M. DuMont Schauberg
Average based Define the IT Processes, Organisation
Monitor and and Relationships
on CobiT 4.0 Online Evaluate
Benchmarks IT Performance
Change
M. DuMont Schauberg
Management
before

M. DuMont Schauberg
after

Problem Release
M. DuMont Schauberg Management Management
easy achievable
with next steps
Configuration
Management
Service Level
Management

Incident Management,
Service Desk Identify and
Allocate Costs
31 23 January 2007
Answers
• In a mid-size IT organisation (70 employees)
it is very well possible and reasonable to implement ITIL
processes „out of the box“.
• Viable Service Support processes and a functioning
ITIL Service Desk can be achieved in 12 weeks of time.
• CobiT maturity levels between 2 and 4 can be achieved.
• With moderate further effort, CobiT maturity levels beyond 4
are achievable.
• M. DuMont Schauberg made good experiences with this
way of implementing ITIL, and is looking forward to the next
steps.
32 23 January 2007
Actors
We love to put ITSM into practice: Alignability:
ITC GmbH http://www.alignability.com/
Bad Meinberger Straße 1 info@alignability.com
32760 Detmold, Germany
+49 52 31 95 45 00 Service Management Partners, Inc.
info@itc-germany.com 24537 Scooter Bug Lange
http://www.itc-germany.com/ Auburn, CA 95602
U.S.A.
CobiT: contact@it-smp.com
ITGI: IT Governance Institute ITGI http://www.it-smp.com/
http://www.itgi.org/
HP OpenView Service Desk,
ISACA: Information Systems Audit and Control HP OpenView ServiceCenter:
Association http://openview.hp.com/
http://www.isaca.org/
http://openview.hp.com/solutions/csd/
 CobiT Online 4.0, Benchmarks, …

ITIL:
http://www.itil.co.uk/
ITIL is a registered trademark of the Office of Government Commerce.
CobiT is a trademark of the Information Systems Audit an Control Association
and the IT Governance Institute.
Alignability is a trademark of Service Management Partners, Inc.
33 23 January 2007
Thank you.

Imagine the future. Let’s make it happen.

 BACKUP SLIDES

© 2006 Hewlett-Packard Development Company, L.P.

The information contained herein is subject to change without notice
AI6: Manage Changes
DS8: Manage Service Desk and Incidents
DS9: Manage the Configuration
DS10: Manage Problems
• Completely covered by Alignability implementation.
• Thus immediate maturity levels of 3 to 4.
• These are the „low-hanging fruits“!
• Control Objectives:
− AI6: 5 out of 5.
− DS8: 4 ½ out of 5.
− DS9: 2 out of 3.
− DS10: 3 ½ out of 4.

36 23 January 2007
PO4: Define the IT Processes, Organisation
and Relationships
• Alignability implementation contributes massively to PO4:
Defined ITIL processes, defined role model.
• PO4 coveres the breadth of the whole IT. It also defines
processes and organisation of areas not covered by ITIL
Service Support und Service Delivery.
• Our maturity assessment therefore is limited to the coverage
of ITIL Service Support.
• Within this scope we obtain a maturity level of almost 3.

37 23 January 2007
DS1: Define and Manage Service Levels
• Within the M. DuMont Schauberg project, Service Level Management
(SLM) has not yet been implemented as a process.
• However the focus of all implemented Service Support processes are
IT services:
− Incidents are prioritised based on service levels.
− Allocation of activity costs to IT services.
− Dependency of IT services on CIs (and their investment costs).
• Therefore a service catalog has been created from the start, based on
the Alignability templates (covering Control Objective DS1.2).
• Service levels have been defined, but still only unilaterally by IT.
• Even without SLM process this area improved up to maturity level 2.
• Improvement up to maturity level 3+ will be obtained by implementing
Service Level Management process as next step.
38 23 January 2007
DS6: Identify and Allocate Costs
• Alignability provides a cost model for attribution of all
activities and investments to IT services (covering Control
Objective DS6.1)
• Alignability implementation provides the base for accounting
in the sense of Financial Management for IT Services
(Control Objective DS6.2)
• Evaluation (as necessary for charging) is part of the process
Financial Management for IT Services, and has not yet been
covered in the M. DuMont Schauberg project.
• Despite still lacking a defined Financial Management
process a maturity level of 3 can be obtained for DS6.

39 23 January 2007
ME1: Monitor and Evaluate IT Performance
• By implementing Alignability the area of Service Support
processes becomes measurable and evaluable.
• ME1 coveres the breadth of the whole IT. It also defines
processes and organisation of areas not covered by ITIL
Service Support und Service Delivery.
• Our maturity assessment therefore is limited to the coverage
of ITIL Service Support.
• Within this scope we obtain a maturity level of 2.
• The maturity level is not higher, because measurement data
ist gathered, but not yet evaluated.

40 23 January 2007
Perspective on Service Delivery
Alignability … contributes to CobiT Process M. DuMont
Process … Schauberg
Service Level DS1 Define and Manage Service next step,
Management Levels maturity level
 3+
Capacity DS3 Manage Performance and
Management Capacity
Availability DS4 Ensure Continuous Service
Management
Continuity DS4 Ensure Continuous Service
Management
Financial PO5D Manage the IT Investment planned SAP
Management S6 Identify and Allocate Costs integration

41 23 January 2007