Anatomy of an IT Service


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IT Service Management approach to defining and implementing a new service

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Anatomy of an IT Service

  1. 1. Anatomy of an IT Service University of Oklahoma Information Technology Dana Saliba, OU-Tulsa & Chris Jones, OU Health Sciences Center With Nicholas Key, OU Norman
  2. 2. Anatomy of an IT Service Intro to Services Camp Approach Successful Services
  3. 3. Intro to Services Identify and define “What is a service?”, Understand and agree why services matter, Be clear about our own specific services, All leading to the development of a comprehensive Service Culture The foundational goals of our service management approach is to…
  4. 4. What is a Service? • Based on value added to the organization – Example…email • In IT, usually a solution involving technology – It is not the actual piece of technology • Services different than Technology
  5. 5. Why Services Matter Everything we do is actually a service (or part of a service). • Test everything…where is the value that you are providing to the university? “Central” or mandated-IT are no longer the only option • Self-service cloud solutions People use services, not technologies – not how we normally think of it • “Technology” can be intimidating • Example: VPN exists, but how do we get it, use it, correct it, communicate about it, etc.
  6. 6. Our Services These ideas formed our effort in March 2013 to roll out the initial five (5) services within OU’s new private cloud called “IT Shared Services.” File storage (Isilon) Block storage (Compellent) Team collaboration (SharePoint) Virtual server hosting (VMWare) Data Center Co-location
  7. 7. Service Culture We had to “sell” the idea of service development – a.k.a. “product-ization” – to our technical teams that primarily focus on technology implementation: • Highlighted “customer experience” • Professional development in ITIL • Shifting focus from technology to value (service)
  8. 8. Successful Services Use of the Design- Transition- Operations lifecycle for structure, Development of twelve (12) service factors, and A concentrated emphasis on each factor. After agreement on the necessity of a service-based approach, successful implementation comes from…
  9. 9. Design-Transition-Operations In ITIL, a service has a lifecycle… We used the D-T-O phases to identify critical features needed to make a service successful. Continual Improvement How do we improve it? Operations How do we run it? Transition How do we put it into place? Design What should it look like? Strategy What should we offer?
  10. 10. Key Factors Needed for a Service DESIGN Business Service Catalog Request Catalog Business office process Measures & Metrics Technical Design Service Level Mngt TRANSITION Training Marketing Technical Implementation Knowledge Mngt Support Mngt Tools (ServiceNow) OPERATIONS
  11. 11. Design Transition Operations
  12. 12. Service Design Needs • What is service? Who is audience? How will it be consumed? How will it be differentiated? Will it be direct from S2 or local IT? Business Service Catalog • Establish request form & fulfillment workflow (tasks, assignments, SLAs, etc.) Request Catalog • Determine cost, price (if any), chargeback/showback model, asset mngt (if any) Business Process • Identify baseline & minimum measurements needed for tracking (if any) Measures & Metrics • Identify known or emerging technology considerations still needed Technical Design • Identify minimum service expectations and ensure inclusion in design Service Level Management
  13. 13. Service Transition Needs • Develop & deliver any needed training or documentation for (a) end users, (b) support teams, and (c) system admins & infrastructure managers Training • Develop & deliver any needed publicity and outreach Marketing • Identify the status of the technical deployment and any outstanding roadblocks or issues that may affect service timelines Technical Implementation
  14. 14. Service Operation Needs • Document end-user and operational knowledge required for successful implementation Knowledge Management • Identify new or changed support process workflows (incident management, request fulfillment, categories & notifications, etc.) needed for successful operations Support Management • Identify & implement changes to ServiceNow forms, fields, records, etc., including categories, fulfillment groups, business services, etc. Tools (ServiceNow)
  15. 15. Service Process Builds a Service through highly focused effort, Using specific parameters of work know as a “camp,” That resulted in both expected and unexpected outcomes. After definition of the factors in a successful service, the service is implemented through a unique approach that…
  16. 16. Building a Service • We developed (discovered?) an idea based on need: – Too complex, too many perspectives, too short a timeline, too… – Had to get everyone in the room at the same time • Eventually came to be called “CXG Camp” (“camp” for short)
  17. 17. “Camp” - Time • Key features of a camp: – Dedicated, focused time (days, not hours) – Large, consecutive blocks of time (9am- 4pm, breaking for lunch) – Scheduled relative to technology availability • Not too early or too late • Best…better…good
  18. 18. “Camp” - People The single most critical success factor for service camp success is properly aligned people & relationships: All key participants in the room People with the answers (SME’s) engaged and on-board Trust & collaboration with willing negotiation
  19. 19. “Camp” - Activities • Activities & working teams operate in parallel, not sequentially – Multiple teams – Ad hoc interest groups – Dynamic size – Fluid, Persistent, Chaotic? • Work is visible & tactile using wall-sized progress measures & sticky notes
  20. 20. Camp Outcomes In most of our service camp attempts, we have: Delivered (mostly) mature services on time, Developed great buy-in and ownership across the teams, Learned to accept some level of chaos in the process, Matured process, team, and structure, Learned much greater detail about our own environment* * Resulting in great service delivery (value!)
  21. 21. Questions & Discussion
  22. 22. Thank You for Your Time Dana Saliba Director, IT University of Oklahoma (OU-Tulsa) Chris J Jones, MSEd Director, IT Service Desk University of Oklahoma (Health Sciences Center / IT Shared Services @itcxvision