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Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning

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Why is increasing IT service management (ITSM) maturity an objective of almost every IT organization? And why is almost every ITSM organization stuck at a very low level of ITSM maturity and unable to increase it despite significant investments in technology, people and process? Learn how the State of Colorado’s Chief Customer Officer has leveraged end-to-end ITSM to significantly elevate its ITSM maturity and increase business value.

For more information, please visit http://cainc.to/Nv2VOe

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Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning

  1. 1. Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning William Chumley IT Service Management Governor’s Office of Colorado Chief Customer Officer D05X162S @WilliamMChumley #CAWorld #ITSM
  2. 2. 2 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD © 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies. The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. For Informational Purposes Only Terms of this Presentation
  3. 3. 3 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Abstract Why is increasing IT service management (ITSM) maturity an objective of almost every IT organization? And why is almost every ITSM organization stuck at a very low level of ITSM maturity and unable to increase it despite significant investments in technology, people and process? Learn how the State of Colorado’s Chief Customer Officer has leveraged end-to-end ITSM to significantly elevate its ITSM maturity and increase business value. William Chumley State of Colorado Governor’s Office of Information Technology Chief Customer Officer
  4. 4. 4 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agenda SETTING THE STAGE – CASE STUDY WHERE TO BEGIN? WHAT’S NEXT FOR US TRANSFORMING THE ORGANIZATION IT SERVICE MANAGEMENT ECOSYSTEM WHAT RESULTS HAVE WE ACHIEVED? 1 2 3 4 5 6
  5. 5. 5 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD About OIT • Enterprise provider of IT services • Serve ~26,000 state employees and 17 state agencies • Support ~30,000 end-user computing devices and ~1,200 mission & business critical systems
  6. 6. 6 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Challenge – Onboarding Integrating 17 processes and workflows: • Unique customer accesses (14 forms) • Varying equipment specifications • No baseline • Anecdotal stories Defining: • Processes • True metrics • Linking all processes and tickets to one flow
  7. 7. 7 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Where to Begin? • Commit to the Transformation – buy in from the top • Define Services • Establish processes to support delivery of services • Define, align, and assign service owners • Transform financial reporting
  8. 8. 8 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Where to Begin? • Commit to the Transformation – buy in from the top • Define Services • Establish processes to support delivery of services • Define, align, and assign service owners • Transform financial reporting • Transform, inform, transform, inform • Normalize and measure
  9. 9. 9 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Typical IT Operating Model
  10. 10. 10 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Challenging the IT Operating Model
  11. 11. 11 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Roadmap to End-to-End Services
  12. 12. 12 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD OIT Transformation Service Management Incident, Change, Release Management Process Transformation
  13. 13. 13 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Statewide IT Governance • Architecture Review Board • IT Purchase Approval • IT Project Governance • IT Standards • Data Governance • Five Year Roadmaps for Technology and Agency Initiatives
  14. 14. 14 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Defining Services • End-to-End IT services (or Integrated Business Services [IBS]) package together resources (people, process, technology and information) required to enable an outcome for a business solution • Service definition is defined by the business capabilities that it supports • Service delivery crosses both applications and infrastructure but is driven by customer demand
  15. 15. 15 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD • Integrated Business Services rely upon various IT Enabling Services for success • The IT Enabling Services are not necessarily aligned with organizational or functional units – but they may begin that way • These services are best broken into three categories: IT Enabling Services
  16. 16. 16 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD • Technical Services - Software components that can be invoked and whose interface descriptions can be published and discovered, as described in a service- oriented architecture framework • Infrastructure Services - Hosting, storage, network, and other technology-focused product bundles offered by the infrastructure team • IT Shared Services - Refers to an organizational form that is commonly synonymous with centralized IT organization IT Enabling Services
  17. 17. 17 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD ● Integrated Business Services are described by the activities business partners undertake or the business services they provide rather than the technology or assets that enable them to do those things. ● Business capabilities are the building blocks of service definition ● Capabilities are are elevated above IT silos to ignore functional distinctions (infrastructure/apps/etc) ● Unlike technologies, the capabilities remain primarily stable over time Integrated Business Services End-to-End Service Business Capabilities
  18. 18. 18 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD • Asset Management • Audit/Compliance • Benefits/Eligibility • Case Management • Claims Management • Collaboration & Productivity • ECM - Enterprise Content Management Integrated Business Service (IBS) Examples • Emergency Management • Enterprise Architecture & Project Governance • Financial Management • Identity Management & Single Sign On • Licensing, Permitting, Inspections, Regulatory & Policy Enforcement
  19. 19. 19 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Core Capabilities • Procurement • Payroll • Accounts Payable/Receivable • Cash Management • Budgeting • Contract Management • Grants IBS - Financial Management Critical Features • Integration/API Architecture • Data Transparency (TOPS, Open Records) • IRS/FTI/Etc. Compliance Disambiguation • Not HRIS • Colorado Operations Resource Engine (CORE) • Affiliated Services - Vendor Management
  20. 20. 20 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD • Access Control • Audio Conferencing • Colorado State Network • Data Center Housing • Deskside Support • Email Services • Telecom Services IT Enabling Service Examples
  21. 21. 21 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Core Capabilities • Physical IT asset hosting, maintenance and monitoring Critical Features • Physical access control • Equipment racking/housing • Environmental controls • Fire detection/suppression • Power supply and conditioning Disambiguation • Physical/Tangible Assets IT Enabling Service: Data Center Housing
  22. 22. 22 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agreeing on Services • Requires strong business architecture and executive support – takes a bit of time! Speed Bumps
  23. 23. 23 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agreeing on Services • Requires strong business architecture and executive support – takes a bit of time! Process Improvements • 50 percent of the work is process (perhaps more like 80 percent?) Speed Bumps
  24. 24. 24 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Agreeing on Services • Requires strong business architecture and executive support – takes a bit of time! Process Improvements • 50 percent of the work is process (perhaps more like 80 percent?) Financial modeling and systems need to catch up • True end-to-end – like your Amazon shopping cart – is difficult (even with great tools) Speed Bumps
  25. 25. 25 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Total Pricing - Modeling
  26. 26. 26 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD ITSM EcoSystem: Streamlining Processes
  27. 27. 27 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD It Begins With a Vision Interconnect various systems, databases, and reporting mechanisms to deliver business solutions through workflow automation and processes to enable a consistent customer experience
  28. 28. 28 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD What It Will Do
  29. 29. 29 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Behind the Scenes Integrating existing applications and building: • Workflows • Automated notifications • Ticket Management Defining: • Processes • Business Outcomes • Configuration Linkages
  30. 30. 30 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Customer Service Portal Accomplishments: • Creation of 15 streamlined service offerings • Automated backend workflows created for offering to ensure consistent and efficient processing Users can now: • Track progress of submitted requests • Post questions to community boards to connect with other users • Complete various other action- specific requests
  31. 31. 31 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Current OIT Offerings • Submit a Ticket • Password Reset • Service a Printer • OIT Access Request • OIT On-boarding • OIT Off-boarding • Replace Mobile Device • Replace Desk Phone • New Mobile Device • New Desk Phone • Laptop Procurement • Desktop Procurement • Peripherals and Accessories • Software Request • Firewall Change
  32. 32. 32 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Change Management: Where Were We in 2014? • Majority of OIT personnel claimed they “didn’t know” there was a change policy • No communication - no Change Advisory Board (CAB) meeting, most approvals rubber-stamped • No single centralized CAB - different departments with different processes – limited enterprise visibility • Limited acceptance of requirements, and no leadership backing for enforcement • Application cumbersome and inefficient - limited accessibility • 5 Government Departments routinely submitting changes, 2-3 others with occasional changes, 10 with zero changes reported in more than 12 months • Average of 90-110 changes submitted per month • Average of 16 failed changes per month • Changes tracked in home-grown application with limited reporting abilities and available only on state network • No dedicated Change Manager as primary role BY THE NUMBERS BY THE MOOD
  33. 33. 33 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD What Could We Do? No buy-in on current process from users Improper understanding of Change Management Inadequate tools Limited and unhelpful reporting No accountability No enforcement We needed a way to sell the value through proven, accessibility, and ease of transition. In government, introducing governance is a nearly impossible task. We could not take a private sector approach of “Do this or else!!” “Sit in the corner and think about what you did!”
  34. 34. 34 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD How Can We Do This? Process Planning Process AcceptanceGet help from the professionals Get input from the players - teams and customers Get strong leadership backing Communicate and train Be accessible and consistent Learn Collaborate Empower Educate Support
  35. 35. 35 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD How Can We Do This? Process Planning Process AcceptanceGet help from the professionals Get input from the players - teams and customers Get strong leadership backing Communicate and train Be accessible and consistent Learn Collaborate Empower Educate Support
  36. 36. 36 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Where Are We Now? • 700 users trained in person, newcomers informed of process - everyone knows! • Communication based - weekly CAB meeting, changes each have SPOC • 1 CAB, also acting as ECAB. Discussion takes place in the weekly meeting • 99% compliance - cannot implement changes without training. Violations minimal but consequences severe • Application easily accessible and familiar for all users • All state agencies are now recording changes - 100% compliance. • Average of 220-250 changes submitted per month • Average of <1 failed changes per month - 0 failures 5 months running • Changes tracked in CA - working toward single ITSM solution available via web with custom reporting • ITSM Team dedicated to processes including Change Management full time BY THE NUMBERS BY THE MOOD
  37. 37. 37 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Where Do We Want To Go? ITSM MANAGEMENT IN SINGLE TOOL: CA SERVICE MANAGEMENT The Big Ask for CA Technologies: When will more of CA Service Desk Manager be scalable for use on mobile devices?
  38. 38. 38 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Use Case – On-boarding Integrating 17 processes and workflows: • Unique customer accesses (14 forms) • Varying equipment specifications • No baseline • Anecdotal stories Defining: • Processes • True metrics • Linking all processes and tickets to one flow
  39. 39. 39 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Use Case – Onboarding Clear customer engagement through portal: • One form instead of 14 • “One Ticket - Three Steps” • Easy tracking of request • Eliminated anecdotal stories Ultimate outcome: • Reduced onboarding time from • 19 days to 3 days • Ability to show metrics and results and to plan for future needs
  40. 40. 40 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Where to Next? • Continual Transformation • Process Maturity • Transform financial reporting – ability to buy easily • Expand Service Management and Governance • Leverage Customer Service Portal • Infrastructure as a Service
  41. 41. 41 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Q & A
  42. 42. 42 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Recommended Sessions SESSION # TITLE DATE/TIME DO5X163S Appriss Supercharges ITSM Efficiency with Process Automation to Save Lives 11/18/2015 at 2:00 pm Breakers L DO5T19S Oppenheimer Funds Brings IT to the People with ITSM Self-Service and CA Service Catalog 11/18/2015 at 3:00 pm Theater 5 (show room floor) DO5T11S Vision and Strategy: The Road to a New IT Service Management Experience 11/18/2015 at 4:30 pm Theater 5 (show room floor)
  43. 43. 43 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Must-See Demos ITSM Designed for Humans CA Service Management Theater 5 Let Analysts Help People CA Service Desk Manager Theater 5 Make IT Simple with ITSM CA Service Catalog & Unified Self-service Theater 5 Dashboards for Better ITSM Xtraction for CA Service Management Theater 5
  44. 44. 44 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD Follow Conversations At… Smart Bar CA Service Management Theater 5 Tech Talks Design Thinking for Next Generation ITSM Theater 5
  45. 45. 45 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD For More Information To learn more, please visit: http://cainc.to/Nv2VOe CA World ’15

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