K11 Presentation Emory University

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Presentation on Emory University\'s Incident Management Journey at the Knowledge11 Conference hosted by ServiceNow

Presentation on Emory University\'s Incident Management Journey at the Knowledge11 Conference hosted by ServiceNow

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  • So why the picture of the Orchestra on the title slide?More specifically, why zone in on the conductor of the Orchestra?Well, in reflecting on the most meaningful way to articulate how to take you through Emory’s process development journey – I came across an amazing leadership book by Roger Nierenberg called “Maestro”. Though I may not have realized it, the truth of the matter is, that much of our implementation approach really did have a method behind the would be “madness” after all – and as such, I hope to share some of our activities around implementing Incident Management at Emory and provide you with a framework for doing so by drawing from the inspiring musical conductor in “Maestro”…
  • The Commission = The Vision = Pay a composer to write a particular composition for a specific purpose or event. The Composition = Defining the guidelines, the processThe Orchestra = Focus Groups “Roles” Process Managers, Process Coordinators, Analysts, Management = sizable instrumental ensemble that contains sections of string , brass, woodwind, and percussion instrumentsThe Rehearsal = Training, Pilot (aka tuning)The Symphony = The Result – supported by the Product  Service-now – the instruments are the tools, perhaps even everyone’s instance – slightly different from one another in terms of its layout and the people roles are the orchestra, the symphony is the result.
  • Fall 2010:13 381 Students (undergrad & grad)12 563 University Faculty and Staff 11 090 Emory Healthcare*Higher Ed Structure*Emory’s IT Organization *SMCC / IM WG / Focus Group
  • With so many different schisms in our organization (as with most higher-ed institutions who have the de-centralized/centralized IT support), one of the toughest challenges is in order to implement something, it must be done through consensus. By the same token, achieving consensus is a momentous task – and usually the reason why it takes so long for new initiatives / projects to be implemented – and enforcing deadlines can be tough. The first thing our working group wanted to ensure is that a feeling of true consensus and shared responsibility existed among as many IT departments and Customers across the campus. Essentially, we need something to bring the individual groups from their ground level view to the view from 50 000 feet…and we executed this through the creation of an “Incident Management Vision”. “The most important thing a conductor brings to the orchestra is a vision of the music that the musicians will want to bring to life with their playing”One of the keys here was for everyone on the working group to understand the vision behind a unified IM process – and when the vision was understood – everyone focused on working towards realizing the vision as opposed to focusing on developing the process to suit their own “unique” needs. The conductor eloquently put it when he said….“A strong vision can lead people away from focusing on their part alone toward being aware of the whole”
  • Once we set our vision – we turned to the Process Improvement Model and asked ourselves the following:Where do we want to be?To improve the quality of service the customer receives during service disruptions, while enabling the ability to work across organizational boundaries to restore service more quickly than is currently possible.Where are we today?How are we going to get there?How will we know we have arrived?Picture: http://www.newjourneychurch.org/
  • Where are we today?Once we understood where we wanted to be, the IM WG conducted a Gap Analysis – the thought being that we would ensure that as we designed the process (as well as the tool), we would ensure that we addressed as many of the gaps as possible – to avoid scope creep – we at least thought of mitigation strategies for each of the gapsWe also shared with each other what worked well – a key element. The Maestro also did the same – in fact, one of his tactics was to have his entire orchestra focus on the Clarinet as opposed to his own baton. “If your directions are clear and correct, you can get results this way. But the orchestra’s talent and energy will be eroded. They will never play to their highest level”.Examples Process GapsFunctional Escalation (everything being sent to Tier 2)  Incident CoordinatorFor everyone aside from UTS, everything falls into a black hole because we have no targets  SLA TargetsTool Requirements as a result:Templates, mandatory fieldsSLA’s & breach notificationsPicture: http://www.kuyichi.com/kuyichi/2007/03/kuyichi-congratulates-gap/
  • How are we going to get there?The methods used to create music are referred to as “Compositional techniques”. These techniques involve writing musical notation, understanding music theory and instrumentation, and handling musical ensembles. Similarly, we used a variety of techniques to compose our process. Theory – spent time having the IM WG understand the theory – reading and reviewing ITIL IMHandling musical ensembles = MOC – Group activity – Consider change acceptance as a challenge, ABC of ICTAcomposer must know the full capabilities of each instrument, and though it wasn’t the initial focus, we did want to ensure that the IM WG eventually understood the full capabilities of the tool. Picture: http://www.mio.co.za/article/iscm-wants-sa-composers-music-for-2010-2009-06-08
  • How are we going to get there?The “Demo Tape”Focus Groups – along each milestone, reviewing the Guidelines, the Process, the Procedures, the R & R’sGap Analysis – interesting – didn’t do it just once in the beginning like most would think. CSI in “literal” action… P D C AIndirect OCM technique – ADKAR = awareness, desire, knowledge, ability, reinforcementPicture: http://iknowtheledge.com/tag/mop
  • How will we know if we have arrived?The notes on the pages are simply not enough – it’s the “soul” that the music provides (quantitative vs. qualitative)Reporting RequirementsQualitative & Quantitative MeasuresCritical Success Factors Key Performance Indicators Metrics
  • Know your players “musicians”Developed the roles – used the Focus groups to create awareness and desire (ADKAR) modelWe spent a great deal of time on defining the roles and ensuring that everyone truly understood what their roles were.Process Gap Analysis revealed trouble with roles“When a player has sat in the same chair for a long period of time, he will unconsciously assume that everyone can, and probably does, hear what he hears. He’ll take it for granted that everyone experiences the same reality and is quite unaware of what he himself does not hear and who can’t hear him!”We tried to get as many people to hear the orchestra from the podium as opposed to their seat in the orchestra.38 Incident Managers (not really the plan, but hey) between 22 organization – allowing for creativity – use reference from Maestro150+ Incident Coordinators (again, not really the plan)So what did we do about that which wasn’t really a part of the plan? Hope that through rehearsals – and through exposure gained when performing in the symphony, we can apply corrections and improvements over time. Participation Agreement – its importance and relevance to commitmentPicture: www.craftsinindia.com/products/Musicians.html
  • Use the ADKAR reference again – this time focus is on Knowledge (where Tool = ability)Reference quote from MaestroProcess TrainingUse CasesPractice sessions on testLunch and learns (across campus)Process Quizzes (mandatory)
  • Input  Insert a recap slide after that summarizes all the steps – perhaps in a side-by-side table with the process behind the music? Share the story that precedes the videoPicture: http://www.music.msu.edu/ensembles/orchestras_symphony.php
  • So in summary what were the key steps in creating a process influenced by hundreds of people?Create a feeling of communityShared vision, finding our commonalities“A community simply acts faster, more intelligently, more creatively, and with more joy than a group that is primarily focused on its leader. The hub-and-spoke approach drains the life out of a living system”
  • Gap AnalysisDiscussed the strengths first – recognize the clarinet – identified the gaps, and came up with “requirements” that could address themWe continued this gap analysis along each milestone – we conducted rehearsals repeatedly through all of our focus groupshttp://mukulimpossible.blogspot.com/
  • Theory, MOC, Toolsbehaviors essential to realizing the vision, the instruments or the tools
  • Know your players – musiciansRoles and Responsibilities
  • RehearsalsTaking the time to shop it everywhere – gain that momentum and buy-in. Have the people understand the value the process deleivers – and gain an appreciation for the music

Transcript

  • 1. Farah RemtullaITSM SpecialistEmory University
  • 2. Session Outline • The Commission • The Composition • The Orchestra • The Rehearsal • The Symphony
  • 3. ~8 400+let’s Customers And IT(Listservs & Spreadsheets “Tools” ALL forget… They’re not Unique!25 IT37 000Support Staff inc) Support Organizations
  • 4. The Commission “A strong vision can lead people away from focusing on their part alone toward being aware of the whole” -The conductor in “Maestro”
  • 5. The Commission • Improve Quality • Work across organizational boundaries • Restore service quickly
  • 6. The Commission
  • 7. The Composition • Theory • Organizational Change Management • Tool Capability
  • 8. The Composition • Focus Groups • Gap Analysis
  • 9. The Composition• Reporting Requirements • Process • Technology • Service• Critical Success Factors• Key Performance Indicators
  • 10. The Orchestra
  • 11. The Rehearsal• Process Training • Use Cases • Lunch and learns• Process Quizzes• Practice Sessions
  • 12. The Symphony
  • 13. In Summary Create a Community
  • 14. In Summary Identify the gaps and the solutions
  • 15. In Summary Understand the elements of the composition
  • 16. In Summary Know your players & their roles
  • 17. In Summary Commit to the rehearsals
  • 18. Thank You ITSM Specialist Farah RemtullaEmory University fremtul@emory.edu