Presented at Online ITIL Indonesia Webinar #5. Content: > Setting up the context > Understanding holistic IT Management point of view > IT Service Management Transformation > Key Performance Indicator (KPI) > IT Service Catalogue > IT Sourcing > Agile Incident Management

1. 11
Eryk B. Pratama
IT Consultant at Global Consulting Firm
Komunitas Data Privacy & Protection Indonesia
26 August 2020
ITIL Indonesia Webinar #5
Modern ITSM Transformation

2. =Modern IT Service
Management ITIL + Agile + DevOps ???

3. Agenda
01 Understanding the Big Picture
02 Holistic IT Management PoV
03 IT Service Management
Transformation

4. Setting-up the context on how experience can be impactful to value achievement…
Understand the Big Picture
The emphasis for a good user experience is not just limited to the external customers of the
business but also to the employee workforce to ensure productivity and satisfaction can be
increased resulting in better business results.
My previous experience in helping
company to obtain the value IT
through comprehensive assessment of
“risk-aware” Business-IT alignment.
Digital Bank
Startup Company
eCommerce
Local & Global Bank

5. ... and understand the trends in the Industry nowadays as the grow of agile culture
Understand the Big Picture
Modern tools and
techniques are enabling
automation in service
delivery and service
management to reduce
turnaround around time
and optimise the cost of
delivery.
Automation combined with
improved data quality is
laying the foundation for AI
and machine learning in
service management.
As digitisation is changing
the product and service
portfolios of businesses,
the gap between business
and technology operations
is narrowing.
Organisations are focused
on delivering ‘outcomes-as-
a-service’ by bringing
together business and the
technology operations with
right operating model,
performance measures and
culture of collaboration.
IT service management has
evolved beyond traditional
ITIL based process and
governance framework.
ITSM today is rightly getting
repositioned to enable and
support the customer
centricity agenda; this
brand repositioning is also
changing the portfolio of
services provided by ITSM
functions.
Agile, Cloud, DevOps,
containerisation, as-a-
service models, modern
architecture are key themes
which is shaping the Mode
2 ways of working.
This demands IT service
management practices to
be fit for purpose to enable
velocity, agility, and
accelerate transformation.
Gearing up to serve
the Mode 2 ways of
working
Repositioning the
ITSM to be customer
centric
Automation first
approach to predict
and prevent
Business and
Tech Ops gets closer

6. Multiple IT dimensions required to understand analyze the effectiveness of current IT
operating model
Holistic IT Management Point of View
How are IT functions resourced
and organized to best support the
infrastructure?
How do IT planning, management,
delivery and operations processes
support the IT infrastructure?
What does the Company’s IT
technology resemble user hardware,
applications, network and security
infrastructure?
IT Analysis Dimension
How is the IT infrastructure
governed? Does the IT organization
have the right level of support to
ensure adoption of the IT Strategy?
Governance
Performance
Management
Interaction / Governance
Model
Business / IT Alignment
IT Controls
Organization
Resourcing,
Roles &
Responsibilities
Capabilities
Processes Technology
Applications Delivery &
Integration
Security
Infrastructure Delivery
Infrastructure
Operations
IT Strategy
IT Demand Management
IT Sourcing
IT Portfolio
Management
IT Architecture &
Standards
Project Management
SLA Management
Charge Backs
Vendor Management
Asset Management
End User Support
IT Budgets
People

7. Other sources including IT-related knowledge databases, documentations and statistics can
be also leveraged as benchmarks
Holistic IT Management Point of View
Other Sources
Source Rationale
▪ COBIT is a framework providing a set of four process domains with measures and best
practices for IT governance and control requirements, and can be leveraged as a benchmark
for IT processes
▪ ITIL (IT Infrastructure Library) documents industry best practices with a main focus on service
management, service support and service delivery and can be leveraged as a benchmark for
IT processes
▪ ISO is the world's largest developer and publisher of International Standards and can be
leveraged for different IT areas such as information security and integration
▪ Gartner is the world's leading information technology research and advisory company
delivering important technology-related insights and statistics that can be leveraged as
valuable benchmarks
▪ Forrester Research is a technology and market research company that provides technology
statistics, analysis and forward-thinking research that can be leveraged as valuable
benchmarks

8. The IT Governance committee structure will have three levels in order to ensure an effective
balance of IT demand and IT supply
Holistic IT Management Point of View
IT-Governance Committee Structure
IT
Governance
Board
IT Governance
Steering Committees
Operational Forum(s) - Client/Local Initiative
Management
Escalation
Prioritization
IT-requests
IT Service
Management
Board
IT Project
Portfolio &
Release Mgmt.
Board
Architecture &
Standards
Council
IT Governance Board
▪ Acts as the highest authority for IT governance
▪ Sets enterprise-wide vision for the role of IT
▪ Manages overall IT funding
▪ Approves major investments and IT budgets
Architecture & Standards Council
▪ Translates IT strategy into group-wide standards
and policies
▪ Defines standards for processes
▪ Assess project requests for architectural fit
▪ Ensures architectural sync between committees
IT Governance Steering Committees
1) Project Portfolio / Release Management
Board
▪ Aligns IT strategy with group strategy
and organization
▪ Prioritizes IT investment with project
portfolio and releases management
process
▪ Drives knowledge sharing around
technology-related business innovation
and applications
▪ Addresses specific contingency issues
as they arise
2) Service Management Board
▪ Provides key input into level, pricing
and extent of service offering
▪ Identifies cross-SBU service issues and
shortcomings
Strategic direction IT-
budget
CAB
Operational
Forum(s)
Process
Steering
Board
Project Board
▪ Steers and manages projects
Change Advisory Board
▪ Steers and manages changes and
releases
PB
ILLUSTRATIVE

9. IT organization model adopted by Company will determine the effectiveness of IT Operating
Model
Holistic IT Management Point of View
Decentralized IT Model Federated IT Model Centralized IT Model
▪ IT Organization across BU
▪ Decentralized BU-CIOs
▪ Decisions / steering and budget power
entirely in BU
▪ Informal exchange of experiences
between BUs
▪ Supply decentralized
▪ Decentralized Demand Manager and central IT-
coordination by Corporate CIO
▪ Alignment / decisions/ steering shared
between BUs and Corporate via central
committees
▪ Supply centrally bundled and steered as
separate, independent unit
▪ Central, BU overarching IT organization
▪ Decisions/ steering central with Corporate
CIO
▪ Budget power with IT
▪ No separation of Demand & Supply
▪ Maybe: Coordinators for IT in BU
central
decentral
Business
IT Demand
IT Supply
Typical
Target
Maximize flexibility and
Support of BU Processes
Optimize IT synergies with
little overlap of IT demand
Maximize IT synergies with homogeneous
IT demand (→ often one-product companies)
Cost Pressure on Business & IT
Flexibility in Business Process Support
ILLUSTRATIVE

10. The overall IT interaction model for Company illustrates all key roles and interfaces between
IT Demand and IT Supply
Holistic IT Management Point of View
Service Level
Agreements,
Change & Project
Requests
Business
Units
“IT-Demand
managed by
embedded Demand
Manager and
their teams”
CIO
Global IT
Service
Manage-
ment
“Global IT
Service
Manager as
single point
of contact
for DMs“
Application
Management
“Competence Center for
application management
services“
Regional
Service &
Support
Manage-
ment
IT-Supplier
Underpinning
Contracts
CIO-Team
IT Enterprise Archiect, IT-Security,
Program & Portfolio, Process & Quality
Mgmt., Enterprise Data Mgmt., (IT-
Perform. & Financial Mgmt.)
IT-Interaction Model
User
Service
Desk
Business
Excellence
Divisions
Infrastructure
Management
“Competence Center for
infrastructure
management services“
Demand Manager
BU A
Team
Demand Manager
BU B
Demand Manager
BU C
IT Demand IT Supply
Demand Manager
Corporate Functions
CFO/BM
Corporate
Functions
Team
Global
Process Owner
Key-User
Business
Process
Stewards
Locations
Change &
Project
Request
Incidents &
Service
Requests
Change &
Project Request
MDM/Data
Stewards
ILLUSTRATIVE

11. Business-IT interaction KPIs were defined for each interaction to track activities completion
and durations
Holistic IT Management Point of View
KPIs Definition
% of Formal Weekly Meetings Held
% of Planned Demand Management Sub-
Committee Meetings Held
Total Number of RFPs developed
% of Implementations with Testing Plan
and Cases
…
Business Advisory Services
Project Requirements Document Completion
Change Requests
RFX Development & Vendor Selection
Project Implementation
Change Request Delivery
Incident & Problem Management
Service Request Fulfillment
IT Reporting & Communication
Business User Training
Business-IT Interactions
Average Response Time for Incidents &
Problems by Severity
% of First Line Incidents & Problems
Resolutions
Average Resolution Time of Incidents &
Problems by Severity
…
% of Incident & Problem Tickets Routed
Correctly by Help Desk
…
Completion KPIs Duration KPIs
KPI Definition Approach
Most critical activities in
each interaction are
tracked for completion
Most time-sensitive activities in
each interaction are tracked for
speed of completion
ExamplesCriteria

12. IT departments collect their own KPIs, the performance mgmt. department consolidates and
develops the relevant reports
Holistic IT Management Point of View
KPI Data Collection and Reporting
Performance Management
department consolidates data
collection reports, standardizes their
format and challenges eventual
inconsistencies
Performance Management
department develops performance
reports tailored to the relevant
audience (e.g. executive dashboards
for management)
KPI Measurement
Each IT department tracks and collects
the data relevant to their KPIs (e.g. IT
Operations & Support tracks problem
resolution time)
Manual Collection Templates
(unstructured)
System Output Templates
(structured)
Survey Collection Templates
(unstructured)
KPI Review and
Consolidation
KPI Reporting
IllustrationDescription

13. IT service management evolved as Business and IT more aligned and integrated
IT Service Management Transformation
Although the relationship and role of IT organizations has evolved over the last three decades, new and disruptive technologies are further accelerating this pace of change. Successful
organizations need to harness this capability in order to create a competitive advantage and require that Service Management functions as an integrated part of the business as opposed
to a provider.
IT Provider to the Business Business and IT Alignment Business and IT Integration
— Viewed as a utility to the business
— Cost center, focus on cost reduction
— Tendency toward waterfall projects with lengthy
release cycles
— IT as a service provider to the business
— Business process transformation with IT as an
enabler
— Economies of scale in platform rationalization
— Outcome-driven with increased visibility in
quality of service
— Increased agility with iterative development in
some business segments
— IT as a value creator with the business
— Service integration with diverse service offerings (e.g.
cloud vs. internally managed)
— Speed to value through DevOps and release
automation
— Flexibility in service and feature delivery through
Agile, iterative development
— Creativity in solution design by user experience-driven
design
ca. < 2007 ca. 2007 to 2017 Today and forward
IT Centric Customer Centric
Most traditional organizations are still focused on process and service models
Experience ValueServiceProcessAction

14. A set of processes is mapped to each of IT service lifecycle’s five stages
IT Service Management Transformation
ITILv3
Continual service improvement
• Seven step improvement
process
Service strategy
• Service strategy
• Service portfolio mgmt
• Financial mgmt
• Demand mgmt
Service operation
• Event mgmt
• Incident mgmt
• Request fulfillment
• Problem mgmt
• Access mgmt
• Service desk
• Technical mgmt
• IT Operations mgmt
• Applications mgmt
Service design
• Service catalog mgmt
• Service level mgmt
• Supplier mgmt
• Capacity mgmt
• Availability mgmt
• IT service continuity mgmt
• Information security mgmt
Service transition
• Transition planning and support
• Change mgmt
• Service asset and configuration mgmt
• Release and deployment mgmt
• Service validation
• Evaluation
• Knowledge mgmt

15. Company should transform in the way managing modern IT service management
IT Service Management Transformation
Modern Service Management defined as “A lens intended to focus service management experts, around the globe, on the most important outcomes that
evolve our customers from legacy, traditional IT models to an easier, more efficient, cost effective, and agile service structure.”
Modern Service Management is meant to focus on people, collaboration, and relationships, not just technology and processes. The table below highlights
some of the key differences between traditional IT and modern IT.
Comparison Traditional IT Modern IT
DNA Intermediation Disintermediation
Service Delivery Wave Based Continuous-Iteration Based
Service Stability Design for Success (HA/Redundant) Design for Failure (Resilient)
Delegation Levels IT Silos End-to-End Services
Processes In Documents, Optimized, Redesigned
Self Service, Knowledge, Low Friction,
Automated
Automation Isolated, Manually Initiated Systemic, Triggered, Automatic
Monitoring Element, Fault Focused Service, End-to-End Capability Focused
Support Service Desk / Contact Center Customer Experience / Self Service
Configuration / Asset Management Discovered / Manual Configuration Prescribed, Declarative, Automated
Self-Service Portal Based App-Aligned, Artificial Intelligence
Failure Priority Time Factor Mean time to Repair
Mean time to Detect, Identify,
Remediate / Eliminate

16. Company must consider its future service management capability across four key ITIL
dimensions
IT Service Management Transformation
Information & technology
- Leverage technology to drive transformation through integration of key
tooling (e.g. development, integration and change toolsets).
- Make use of the investments made in tooling through prioritized program
- Investigate opportunities to leverage data as a critical enabler to
decisioning. For example, use of predictive analytics to identify high risk
changes, automatically identifying potential downstream impacts
Organisation and people
- Build a mindset across Company to take end-to-end accountability for more
holistic outcomes
- Drive the right culture and behaviours through effective people change
management
Partners & suppliers
- Engage and integrate key management and governance touch points of
partners & supplies with Company practices and controls
- Ensure balanced governance model to enable continuous improvement
and an ongoing fit-for-purpose capability
- Adopt a metric-based approach aligned with the partner scorecard to
achieve broader organisational goals
Value streams & processes
- Empower delivery across a number of patterns and ways of working (i.e.
distributed agile, Platform 2.0, etc.), while enabling a consistent
framework across enterprise
- Shift from a centralised process view of the world to a capability-based
view that allows for embedding within delivery teams and distributed
functions
1
2
3
4
To enable
transformation across
the bank, we need to
consider multiple
dimensions that
capture the right ways
of working, drive the
right behaviours, and
ensure this is more
than a process exercise
We will apply the four
ITIL Dimensions to
build an evidence
based assessment of IT
Service Management
maturity and identify
the uplifts in service
management operating
model
1
Organisations &
people
2
Information
& technology
Partners
& suppliers
3
Value streams
& processes
4
Technological
factors
Social
factors
Environmental
factors
Political
factors
Economic
factors
Legal
factors
Value
Products & Services
ITIL v4 DIMENSIONS

17. Sourcing option to fulfill the IT demand can be done first by segmenting the IT services
dimension
IT Service Management Transformation
IT Sourcing Decision Tree
Sourcing Decision Tree (Qualitative)Segmentation of IT Services
Outsource
Internal
N
N
N
N
N
Y
Y
Y
Y
Y
Y
Does ... permit outsourcing?
Plan
Build
Run
Pro-
duction
Com-
mercial
Product-
related
Infra-
struc-
ture
Basic
ser-
vices
App-
lica-
tions
Legal or regulatory
constraints
IT Strategic priorities,
mission criticality
Stability, controllability &
measurability of process
Availability of external
providers
Economics, service levels
and capabilities
Transition risks
Technology Stack
IT
Domain
IT Process
Qualifiers
0
1
2
3
4
5
Differen-
tiator
A B
N

18. Utilizing a service catalogue improves request fulfillment processes and leads to reduced IT
and business communication efforts
IT Service Management Transformation
Improved Efficiency
IT
Service Catalogue
Streamlined Fulfillment ProcessesNeed to request a laptop
with SW1, SW2, etc… Customized
Computing
Package
CurrentState
Streamlined
FulfillmentProcesses
Need to request a laptop
with SW1, SW2, etc… Department 1
Department 3
Department 2Help Desk
SW 1
SW 2
Dpt.2
Dpt.4
Dpt.1
Dpt.3
Laptop
Service Requests
Request Clarification
Service Requests
ILLUSTRATIVE

19. Agile process implementation allows IT leader to refine their IT operating model based on use
cases and in iterative steps
IT Service Management Transformation
Determining factors:
▪ Process architecture: ITIL
▪ Amount of process groups: 6
▪ Backlog: centralized and prioritized
according to value expected and risk
reduction
▪ Backlog refinement is done by a defined
(change) board
▪ Sprint process as known
▪ Result: lean but operationalized process by
defining use cases (e.g. password reset)
which is implemented end to end
Sample Backlog
Incident Detection
Incident
Classification
Investigation &
Analysis
Resolution and
Recovery
Incident Closure
& Post-Mortem
Communication & Change Management
Agile Incident Management
Theme Process Area Process Group User Story Priority Complexity
Service
Operation
Incident Detection &
identification
As a user I want to receive
incidents over a ITSM tools
where I can assign them to the
responsible person
1 10
Service
Operation
Incident Communication As a user I want to be able to
access a Dashboard to monitor
the status of my reported
incident
2 5

20. Modern Service Management is a transformational journey
IT Service Management Transformation
1. Recognize you have a
Problem, and a Strategic
Opportunity
2. Establish an Adoption and
Change Management Cadence
3. Identify Initial Services/Apps
for the Cloud
4. Modernize
development/operations and
ITSM tools
5. Plan and enable automated
service provisioning
6. Evolve development and
deployment patterns
7. Identify/select monitoring
and automation hooks in
applications
8. Identify, train, and prepare
9. Identify current process
modifications and gaps
10. Provide role transition
support
11. Implement changes to
processes
12. Transition workloads to
operate as a service

21. =Modern IT Service
Management ITIL + Agile + DevOps
Modern IT Service
Management = ITIL v4 + Emerging Tech
Robotic Process Automation (RPA), Cloud, Big Data, Machine Learning(ML) & Artificial Intelligence (AI)

22. Q & A