Transcript 香港房屋協會

Housing Society’s
ISO 20000 Journey
Peter Miao, Corporate IT Manager
25 January 2007
Content
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Background of HK Housing Society
Why choose to adopt ITIL?
Preparation Work
Current Status & Things Done
Conclusions
Hong Kong Housing Society
 Established in 1948
 Aims to Serve the Needs of the HK Community
in Housing and Related Services
 NGO, Not-for-profit, Work Closely with the
Government as an Agent to Help Implementing
Housing Policies
~ 1,040 Staff
 Housing Laboratory
~ 900 PC’s
 Web Site : www.hkhs.com
39 IT Staff
4 Core Values
• Conduct Survey Annually
• Learn Tenants’ Expectation
• >85% Tenants Satisfy with
our Services
Last 4 Years’ Annual Survey on
IT User Satisfaction
Importance
Level of Satisfaction
5
5
4
4
3
3
2
2
1
1
02/03
03/04
04/05
05/06
Things Done for Improving Service
Quality & User Satisfaction
 Established IT Help Desk
 Introduced Account Manager & “End to End”
Service Leader Roles
 CMM & 5-S Accredited IT Site
 Established Project Management Office
 Implemented User Friendly Utilities: Single Sign
On, Procure to Pay Workflow etc.
Increased Users’ Awareness of IT and Expectation
What are the Deficiencies?
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Service Focused, Not Customer Focused
Avg. Incidents’ Resolution Time too Long
Service Level Mgt not Comprehensive Enough
System Availability not Good Enough
Impact Analysis on System Changes not Well
Assessed
 Knowledge not Effectively Shared, & more ……
Customer Oriented Culture
“It is important that all staff involved in
delivering service are committed to the
concept of Customer delight. This can only
be achieved if the organisation’s culture
demands it.”
Paragraph 3.4.1 of ‘IT Service Delivery’ OGC
Text Book
Points to Sale ITIL to the Mgt
 ITIL Helps Developing the Customer Oriented
Culture and Enhances User Satisfaction
 ITIL Reduces Efforts/Costs on Incidents and
Problem Solving
 ITIL Enhances System Availability & Serviceability
 ITIL Helps IT Team Doing Things More Effectively
and More Efficiently
 ITIL is the ERP for IT Operation
 ITIL Enhances IT Staff Job Satisfaction => A more
Stable IT Team and Many More …..
Before Formal Kick off in Apr 06
 25 IT Staff Attended ITIL Foundation & 15 Took the Exam
– Get Their Buy-in
 2 IT Staff Obtained the ITIL Master Qualification – For
Ensuring Exact SOW & Selecting the Right Implementation
Partner
 Developed Business Case, Obtained Management Support,
Made 06/07 Budget Provision for Project Funding
 Issued RPF in 1/06 and Conducted Throughout Evaluation
 Invited 25 End Users (Mostly System Owners) to Attend
ITIL Simulation Classes – Get Their Buy-in
ITIL Project Objectives
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Improve User Satisfaction by establishing Customer
Oriented Culture within IT organization
Increase IT efficiency & effectiveness => Reduce IT cost
Replace existing Help Desk system by the Proposed
Service Desk
Establish Knowledge Management Framework to
Facilitate, Support and Manage ITSM processes.
Implement Suitable tools and Related Customizations to
Facilitate and Manage ITSM Processes.
Obtain ISO 20000 accreditation by October 2007
Project Status
 Completed All Practitioner Trainings for Process
Managers
 Completed Service Desk, Incident Management and
Problem Management and Conducted Prelmin. Audit to
Identify Further Improvements
 Self-Service of Service Desk for End Users Launched in
early Dec 2006
 ~370 Knowledge Document Built Within 6 Months
 5 Dash Broads for Monitoring Incidents Delivered
 Configuration Management, Release Management, &
Change Management In Progress
Phase 1:
User Support
Phase 2:
Phase 3:
Phase 4:
Phase 5:
Release &
Control
Technology
Focus
Customer &
supplier
Certification
Service Level
Mgt
Incident
Management
Release
Mgt
IT Service
Continuity
Mgt
Business
Relationshi
p Mgt
Capacity
Mgt
Financial
mgt
Problem
Management
Configuration. Management
Quick
Wins
Supplier
Mgt
Security Mgt
ISO20000 Certification
Availability
Mgt
Closing final Gaps
Change
Mgt
ISO 20000 Pre-assessment
Assessment &
Project Start Up
Service
Desk
Service Reporting
Apr 06–Sep 06
Oct 06–Feb 07
Feb 07–May 07
May 07–Aug 07
Aug 07–Oct 07
Involved >2/3 IT Team as Process Owners/
Coordinators & Got Their Hands Dirty (I)
Process
Primary
Secondary
Incident Management
Peter Wong
Karry Tang
Problem Management
Wicky Kwok
Peter Wong
Configuration Mgt
Simon Ko
Johnson Tse
Change Management
Helena Hsu
Johnson Tse
Release Management
KM Ho
Artis Cheung
Capacity Management
KM Ho
TBD
Service Level Mgt
Johnson Tse
Rico Chiang
IT Service Continuity Mgt
Artis Cheung
TBD
Financial Management
Peter Miao
N/A
Availability Management
Kenny Ho
TBD
Involved >2/3 IT Team as Process Owners/
Coordinators & Got Their Hands Dirty (II)
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Assign Different Incident Coordinators by Regular
Rotation
Problem Manager Can Appoint Different Problem
Coordinator Case by Case
Problem Coordinators have my Blessing to
Investigate Root Causes and Get Support/
Resources from Other Teams
Knowledge Document/Problem Resolution will be
Vetted and Rewarded for Quality Inputs
Some Noticeable Achievements So Far
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# of Incidents Decreased by 25% within 5 months
# of Escalation Cases Largely Decreased by 90%
22 Long Term Problems Fixed
IT Colleagues Know More What Other Teams are
Doing during Incident Coordinator assignment
Increased Morale among IT staff as they feel
Working Smarter and their effort are More Value
Added to the customers
Increased Team Spirit During Cross Teams
Problem Investigation and Resolution Process
Summary of ISO 20000 Processes
Requirements for a management system
Management responsibility
Documentation requirements
Competence, awareness & training
Planning & implementing service management
Plan, Implement, Monitor, Improve (PDCA)
Planning & implementing new or changed services Planning & implementing new or changed
services
Service Delivery Processes
• Service Reporting
• Service Level Mgt
• Budgeting & Accounting
for IT Service
Release Processes
• Release Management
Control Processes
Configuration Management
Change Management
Resolution Processes
• Incident Management
• Problem Management
• Capacity Mgt
• Service Continuity &
Availability Mgt
• Information Security
Mgt
Relationship Processes
• Business Relationship
Management
• Supplier Management
Change Management

To facilitate the implementation of approved
changes efficiently, and with acceptable risk
to the existing and to the new IT end to end
Services .
Typical End to End IT Service
Da
Ap
pli
ca
nc
Fu
Co
mm
Co
mm
u
Pr nic
ov ati
ide on
s
r
Se
rvi
ce
De
sk
A
al
it on
un
ica
s
rea
tio
ns
Po
rta
l
tio
n
tab
as
e
Customer
doesn’t care
what the service
components are
Activities of Change Management
Justified
Assessed
Reviewed
Authorized
Priority
Urgent
High
Medium
Controlled
implementation
Low
Tested
Scheduled
Change Category
Change
Category
Standard
Change
Minor
Medium
Critical
Criteria
Pre-defined
Affect one
project /
service
only
Affect other projects
/ services with
investment 
<HK$300,000
Affect other projects /
services with
investment >
HK$300,000
Pre-approved
Change
Manager
Change Advisory
Board
IT Management
Approval
Authority
Impact Analysis: impact one service only
Impact Analysis: impact two services
Impact Analysis: affected CIs
Relationship with Configuration Mgt
Initial Request for Change
Configuration Management
Related training CI
CMDB
Software CI to be changed
Related operating CI
Related hardware CI
Combined Request for Change
Configuration Management
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Activities
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Planning
Identification
Control
Verification and
Audit
Status
Accounting
Planning
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Approach (Scope & Detail)
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From the point of End to End IT Service
Infrastructure CIs first and Client CIs second
Self complete in all defined End to End IT Services
External CIs (e.g. system interfaces) are also
included
Provide sufficient information for impact analysis,
incident and problem management processes
Naming Convention of CI
CI
CI Families
Class
Prefix
Example
Hardware
Server
SUN
Har_ser
Har_ser0001:sunesj:ERP
Software &
Database
Oracle
Dat_bas
Dat_bas0001:oracle9i:ERP
Software
Application
Application App_ext
App_ext0001:CMDB:ITSM
Service
Service
Ser0001:ERP Service
Ser
Identification of CI’s
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The selection, identification and labeling of CI’s
Determining CI owners
Determining CI relationships
These are all manual processes
HKHS_IT
....
WF Work
Order Service
IT
Services
ERP
Service
IPMS
Service
....
DC LAN
Service
ERP
IT
Systems
Software
CI
Rates
AP
Interace
IPMS-Rental
GA Interface
File
....
IPMSRental
GA
Interface
IPMSRental GA
Interface
Generation
10+
Interface
....
IPMSMM GA
Interface
Ow_u1galed
Over_ow_fg
aled
DC LAN
Service
Oracle 9i
ERP
WebSphere
JDE
Process
Adobe
Reader
Hardware
CI
Central
Library
`
Sunesj
Sunesj
Sunesj
Sunesj
Sunesj
Sunesj
Sunesj
Web
Gen
`
Hkhserpb Erpgen
Verification and Audit
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Detectable CIs (by tools)
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File: existence and changes
Process / Service: alive and performance
Undetectable CIs (by manual)
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Printers
Half Yearly Audit
Required Lots of Details
Software

Name

Kind of software

Version

Name supplier

Licensees

Location source

Accepted date

……..
Hardware
 Name
 Type
 Serial number
 Location
 Name supplier
 Price
 Installation date
 Capacity
 …..
SLA
 Name
 Service
 Service Manager
 Customer
 Start date
 End date
 Critical Yes/No
 ……..
Relationships in the CMDB
Example on Impact Analysis by Category
Category
Subject to impact
Impact and Affect
Category-3
[Critical]
Company
Disabling impact (meaning actual or potential for
long-term impact) on business and services
across the entire enterprise.
Category-2
[Medium]
Business Unit
(Divisions)
Crucial impact to business functions for multiple
workgroups.
Category-1
[Minor]
Individual Group
(Sections)
A Standard Change that impacts multiple users or
keeps an organization from performing a
business function.
Category-0
Minimum
Or No Business
impact
Individual
Individual System performance is degraded.
Can be resolved by Support Desk.
AND/OR Pre-approved procedure in place
Conclusion
1. ITIL = ERP of IT Services => ITIL Implementation
is a Big Project <= Need Top Management Support
2. Sale System Owners, Get Their Buy-in => Let
Them Know We Care
3. Involve as Many as Possible IT Staff, Empower
Them and Get Their Hands Dirty => Enhance the
Customer Oriented Culture within IT
4. To Work Smarter, You Need Tools to Facilitate
5. Think Differently, Do Differently, Be Different
Conclusion
THANK YOU
Q & A?