Implementing ITSM in the PDCA approach

The best way to implement ITSM processes is in a phased approach using PDCA (Plan, Develop, Check and Act). First, you would need to understand IT’s pain point, the most important process applicable for IT operations, and the implementation methodology.

Some of the widespread implementation methodologies can be defined as the Deming cycle and Six Sigma DMADV. So here in this article, I am going to explain the ITIL implementation in the PDCA approach.

Plan

Prepare the project charter, consisting of a business case, goal statement, project plan, project scope, and roles and responsibilities.

Business case –should describe the benefits and opportunities of considering the following areas:

• What are the short-term benefits and long-term benefits of this project?
• Does this new initiative align with other business processes, if any exist?
• What impacts will this new initiative have on other business units and employees? Pros and cons.
• Should we have an explicit <Respective process> function?
• What are the risks and issues involved, what are the dependencies?
• Business needs.
• Estimations of costs on infrastructure assets (hardware, software, people-ware) and other miscellaneous things.

Goal statement –should be closely associated with the prepared business case. Goals should be SMART and mention:

• What are the CSFs?
• What are the KPIs?
• What is the time estimated to see the results?

Project interfaces – should define the boundaries, scope, and relationships of the respective process.

Project plan – should show the timeline, and milestones for various activities to establish respective process functions in place and run the operation.

Roles and responsibilities – should identify the required functions and hire human resources. Primary roles needed for <Respective process> can be defined as:

• Process manager
• Process practitioner
• Process owner
• Operational roles

Define the RACI model for clarity in roles and responsibilities.

Develop

Develop the SOW for the <Respective process> process, defining the:

• scope of services/products, which applies
• identification of service assets and CIs that are out of scope
• hardware, software and people-ware and <Respective process> tools required
• costs involved.

Categorize services to organize a hierarchy.

Hardware	software
desktop and accessories	operating system
laptop and accessories	applications
servers and accessories	middleware
networking devices	databases

• Define the conditions for process triggers.
• Define the impact and urgency levels for various services.
• Establish a separate repository for the information system) to store its records.
• Define email and announcement templates for process information and notifications.
• Define different strategies and methodologies to solve process activities.
• Enable access to various ITSM process tools and repositories.
• Define IT and process contacts list responsible for various services (e.g., process manager, process owner, operations manager, etc.).
• Define metrics and SLAs for consulting SLM as per the customer’s requirements. Best practice on the definition of SLAs:
  • Use historical data of the operations to define the SLAs.
  • If the operations haven’t gone live yet, if it’s a Greenfield project, define SLAs after understanding the processes for at least 2 months. And also revisit the SLAs every month and redefine them.
• Acquire assets with regards to IT infrastructure (hardware, software).
• Training on the process, technical knowledge, etc.
• Execute the operations.

Check

• Ensure that all unresolved issues are tracked and escalated to the next level of supervision considering SLAs.
• Ensure all issues are registered, categorized, tracked, and closed in the <Respective process> tool.
• Update the IT contacts list regularly, with all the necessary contact details.
• Ensure the operation is in consideration with metrics and SLT’s defined in SLAs.

Act

• Integrate the tool with the knowledge base.
• Perform the technical analysis on recurring issues, and escalate it to the <Respective process> management.
• Perform GAP analysis.
• Provide adequate training for the respective process and technology.
• Record all operational transactions in their respective tools.
• Identify areas of improvement for the current services.
• Develop plans to mitigate significant risks.
• Prepare monthly reports (including accomplishments, targets met as per SLA, targets breached, issues logged and resolved, etc.).