Users group meeting 2012 july yale presentation v2
1. Rapid Maturity and Continual
Service Improvement
Adriene Radcliffe
Director, Service Management
Yale University
Adriene.Radcliffe@Yale.edu
Twitter: @a_radcliffe
LinkedIn
2. Rapid Maturity with Service Now
The Transformation of Yale University . . .
ITSM Process Owners
Process Managers
Governance ServiceNow
Service Board
Quarterly Business Review CSI
3. Yale Timeline
Vision Plan Process Tool Govern
May 2011 July 2011 Sept 2011 Dec 2011 April 2012 CSI
“To be recognized globally as the leading
technology organization across
universities, through rock-solid
services, innovation, technology leadership and
community satisfaction “
Len Peters, Associate Vice President and CIO
4. From Good to Great – by Jim Collins
Start with the right people
Superb leadership
Confront brutal facts
Culture of discipline
Focus on a Single Vision or Concept
Use Technology as an accelerator
• http://jimmyzimmerman.com/wp-content/uploads/flywheel.swf
5. The Yale ITSM fly wheel
Our fly wheel
was over 300
years old
and covered with ivy…
6. Yale Timeline
Vision Plan Process Tool Govern
May 2011 July 2011 Sept 2011 Dec 2011 April 2012 CSI
Sponsor
Process Owners
Partner
7. Challenges we all face
• IT Groups Worked In Silos
• We had few documented SLA’s
• Divergent terminology, processes and practices
• Measuring and reporting were inconsistent
• ITIL and ITSM were just four letter words
8. The Planning Process – People & Leadership
The Sponsor is your ITSM Champion
What you get: High Level Vision and Mobilization
Advisory Board will validate your roadmap, and
approve specific project and organization level
proposals
What you get: Organizational Authority
Program Committee will develop an ITSM
roadmap, specific project, process, and supporting
organization proposals
What you get: Credibility and a path to success
Project Teams will deliver the discrete projects
within the ITSM Program
What you get: Focused delivery of ITSM capabilities
8
9. The Planning Process - Partner
• Leverage a partner to guide us
on this journey
• Fruition Partners is our GPS
• Yale OWNS the vision, and
direction, and action
9
10. Key Points in the Yale Plan
• Educate ourselves with ITIL Foundations and begin to use
the language across the organization
• Name process owners who work across the organization
and harmonize processes such as
Incident, Problem, Change, Request, Knowledge
Management
• Recognize that we have to stabilize our
environment, create a system of measurement and use
key metrics to guide us where to improve
11. Key Service Measurement Objectives
Stable
Reporting
Accurate
Analysis
Action
Continuous Improvement
Precise
12. Yale Timeline
Vision Plan Process Tool Govern
May 2011 July 2011 Sept 2011 Dec 2011 April 2012 CSI
Fruition Partner
Workshops
Roadmap
Pockets of Excellence
Process Improvement
13. Assessment and Roadmap
ITSM Maturity Assessment Approach
• Intense on-site Roadmap Workshops with key IT Service
Management Stakeholders
• Assessment of each ITIL-based process area and phase
• One-on-one discussions for clarifications and confirmations
• Rating of relative maturity against industry-standard Capability
and Maturity Model scale
• Development of a Crawl – Walk – Run style roadmap based on
the current state gaps and future state objectives
13
16. Pockets of Excellence
• Change Advisory Board (CAB)
• Consolidated Help Desk
• Standard Operating Procedures
• Event Management
17. Areas we focused our efforts
• Service Operations Center
• Creating a Problem Process
• Standardize a Request Framework
• Process Metrics and KPI’s
• Service Metrics to create a Quarterly
Business Review
18. This was the “aha” moment
Culture change for our organization really kicked off with the
ITIL Foundations training. We spoke the same language. IT
units understand their applications and technical services were
part of larger business services…
18
19. Yale Timeline
Vision Plan Process Tool Govern
May 2011 July 2011 Sept 2011 Dec 2011 April 2012 CSI
Our fly wheel begins to spin!
20. Yale establishes ServiceNow
• The information derived from the workshops gave us the formal
written requirements needed to configure ServiceNow for Yale. Each
requirement has an associated test case
• Documented roles and responsibilities across the organization.
ITIL process roles, SN tool roles, and our own change management
roles such as deployment coaches
• Fruition did the heavy lifting to configure our setup, but a
Yale ServiceNow admin provided leadership for code
reviews, coordinated testing and moved defects and
configuration changes through our various environments
to production
[DEV – TEST – PREPROD - PROD – TRAIN]
• We were limited only by our ability to provide training
to the staff who were divided into deployment waves.
Staff started sneaking on before they were trained
20
21. Service + Process = Checks and Balance
Service Portfolio Owner
Team Resource Mgr
Service Owner
1 2 3 4 5 6
21
22. Drivers for Yale
• Measuring ourselves against the vision of a World-Class
Service Provider
• Creating bandwidth to innovate – suddenly everyone
understood the value of a single knowledgebase so we
don’t resolve the same workarounds over and over. Internal
Standard Operating Procedures could be shared. Yale ITS
now has a full time Knowledge Manager
• Standard Service Metrics and KPI’s
• Manage the demand and the work
• Manage the resources
22
23. Release 1 Release 2
Stable & Predictable Predictable & Capability
Unstable Process
-3 SD
UCL
LCL
+3 SD
Baseline Maturity Time
Objectives: Baseline – Stabilize - Improve
• Baseline process variation
• Stabilize processes
• Stabilize measures
• Stabilize reporting If your service performance is between
• Continuous Process Improvement UCL – Upper Control Limit
LCL – Lower Control Limit
Your process is
stable, predictable and capable
24. Yale Timeline
Vision Plan Process Tool Govern
May 2011 July 2011 Sept 2011 Dec 2011 April 2012 CSI
• Service Management Organization
• CSI as a Service
• Process Owners/Managers & Practitioners
• Service Board & Quarterly Business Review
25. IT Governance
Technology Initiatives Committee (TIC)
Strategic Committees drive direction for Yale University
Strategic
Committees
and propose the Portfolio of Capital Projects
Research Classrooms Health and Administrative
Computing and Teaching Medicine Computing
Technology Operating Committee (TOC)
Program Committees ensures proper execution of the
capital projects
Technical Committees and Teams ensure the delivered
services are maintained
25
26. IT Governance
Strategic Technology Initiatives Committee (TIC)
Committees
Administrative Medicine and Information Teaching and Research
Operations Health Security and Learning Technologies
Compliance
Technology Operating Committee (TOC)
Program
Committees
ERP HIPAA IDM Mobile Tech HPC
HR Medicine InfoSec Collaboration Big Data
LIMS
Service Board
Technical
Committees ERP Team Health and IDM Team Classroom HPC Team
and Teams Fin Team Life Science Compliance Technology LIMS Team
Dev & AYA Team Team Team
Banner Team
Change Advisory Board (CAB)
26
27. Subscribe to CSI as a Service
CSI as a Service – GOALS
• To Be Established As a Repeatable Cycle
• Achievable Improvements That Make a Difference
• End to End Business Service Focused
• A Data Model to Underpin Decision Support
Dashboards
• World Class Process
28. Yale University Now…
• Over 350 of 425 IT staff have ITIL Foundations Certification
another 55 have attended ITIL overview orientation
• IT Service Management - process governance and advocacy
• ServiceNow Incident, Request, Problem, Change, Knowledge
• Planned Multi-function Service Operations Center - provides
increased capability to handle Major Incidents, Events and
Problems
• Stabilizing our processes and services
• Stood up CSI as a Service with Fruition Partners with pilot CSI
projects identified
29. Yale University Next Steps…
• Projects this fiscal year in our roadmap include:
• Bomgar Integration with ServiceNow
• Service Asset and Configuration Management (CMDB)
• Contract Management for Software Licenses
• Expand IT Service Request to encompass Yale self-service service access
• Integration with the newly designed Yale ITS Web Site
– knowledge articles visible to our web site
– ITS System Status page will be driven from ServiceNow
• Further inquiries into
• Field Service
• SDLC and Agile
• Coaching Loops
• IT Operating Model Governance
• Operationalize Service Board
• Process Owners using CSIaaS
• Practitioners Meetings
We established ITIL and ITSM as discipline. Process Owners and Process Managers harmonized disparate processes and participate in formal ITSM governance. Service Now has been established as our ITSM platform. A quarterly business review system of dashboards and service measurement allows us to report to the University Officers. We practice and subscribe to CSI… And we’re only one year into our plan!
In the Spring of 2011, Yale welcomed a new CIO, Len Peters. His vision for Information Technology Services was clear. He had implemented ITSM as a discipline in his prior organizations and the results were always happy customers.
The key concept is to have the right people on board, have great leadership, have a vision and work with a sense of single purpose. When everyone works towards the same vision or purpose, and you will begin to “move the fly wheel”
And it was covered in IVY… 300 years worth of it. Client satisfaction was declining, our environment was increasing in complexity, we needed a change in our Service Management philosophy and practice and FAST
We selected a sponsor and leaders throughout the organization to begin a planning process. We created a set of recommendations for Yale which included the selection of a partner who would help us navigate the journey
Raise your hand if any of these sound familiar
Finding the right people in the right part of your organization is important. Seek out your opinion leaders, your staff who enjoy acting as a peer leader, those who have credibility in your organization will help you and be advocates for your program, especially when they have a role
Speak the same language – harmonize processes in workshops – know what you are measuring – partner as a compass
Baseline performance and variation.Consistent metric design and governance.Consistent data collection, monitoring and analysis of critical service and process metrics.Identification of essential operational metrics, KPI’s and tolerance levels for Phase I processes and services.Automated report generation and electronic alert for critical metrics exceeding tolerances for Phase I processes and services
A series of workshops with Fruition produced a Process Maturity Roadmap. We focused on our pockets of excellence and began process improvement efforts outside of the tool configuration
Sample Fruition maturity deliverable for Yale in the Service Operations Area
Sample Fruition maturity deliverable for Yale summarized by Crawl phase across all ITIL phases
Having the roadmap and knowing where to focus our attention was truly the “aha” moment for us. We were able to really dig in and begin to work the processes, develop new proposals for how we work, begin to make some key changes. The ITIL Foundations training was KEY way to start the culture change
Our fly wheel begins to spin! We configured an MVP release (Minimum Valuable Product) and began change sets to rapidly release updates and functionality.
The process owners and the service owners will both see anomalies in a process area within a service. Neither can ignore it. The data shines the flashlight on the area, and together you can explore what is causing the anomaly. In service 1, a high number of instances can simply mean we need more knowledge articles because people have questions. Perhaps there is a simple fix that gets clients back on their way, however, maybe there is an underlying problem – and when resolved that entire group of incidents will no longer be repeated.
Yale is not about generating revenue. The key difference between a university and a for-profit
Consistent metric design and governanceConsistent data collection, monitoring and analysis of critical service and process metricsIdentification of essential operational metrics, KPI’s and tolerance levels for Phase I processes and servicesAutomated report generation and electronic alert for critical metrics exceeding tolerances for Phase I processes and services
We have momentum. Yale went live with Service-Now on April 25, 2012 using the accelerator instance and CSI as a Service (CSIaaS) with Fruition Partners.
Fruition is a cloud solution provider that offers technology-enabled professional services supported by a team of 100 cloud experts. Since the company was founded in 2003, Fruition has helped more than 150 enterprises implement, build and manage mission critical cloud solutions using ServiceNow.
Yale ITSM has come a long way - a solid foundation for our future
Multi-function Service Operations Center - Data Center Operation, Help Desk, Network Operations, and Information Security provides increased capability to handle Major Incidents, Events and Problems