Expanding Service Management Beyond IT

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Standardization – Through automation, every task or job as part of that automation routine is being performed in the same way. In other words consistent execution that’s really designed to adhere to your organizations operational and security policies.

Immediate Results/Outcomes – Through automation you acquire immediate Results/Outcomes whether publishing to the Service Catalog for End User Self Service. Additionally, many customers are leveraging automation for self healing by using monitoring triggers for failures of backend business services. Because of these immediate outcomes we are increasing productivity to the end users which in turn increases customer satisfaction.

Customer satisfaction –

Allows IT to Focus on Strategic Projects - Keep your experts focused on innovative, strategic projects and control operational expenses by automating routine, mundane IT tasks. Instead of spending time perform day to day task such as password reset, AD user creation / modifications, manual daily IT task, IT personnel are freed to focus on more important and high-value work

Knowledge Management - Automating processes and procedures forces the organization to document valuable knowledge that usually resides only in peoples heads

Training - The average time for training a person is about 3 months before he/she can become productive. Automation and knowledge management reduce this dramatically.

Human Error - Automated processes reduce manual work, so that errors, particularly in long, multi-step procedures are eliminated.

Auditability - For auditing purposes, every automated action taken is recorded and documented.

Compliance and regulation - Automating helps you comply with governance. It also accelerates the implementation of best practice frameworks like ITIL and ITSM

Common Repetitive Task

When selecting processes to automate, typically the time-consuming and repetitive manual process are what we are looking for. Consider manual processes that are error prone will also provide a large ROI. Additionally you want to look for bottlenecks in these repetitive tasks and reduce or eliminate those as well.

The goal here is to streamline operational processes, reduce the burden on resources, and improve their ability to focus on more strategic projects.

Calculating Task

The basic formula will let you assign a monetary value to the freed-up time of IT personnel. The formula should be applied to each task you plan to automate so that you can add up the annual savings per task.

Assuming you spend 4.5 weekly hours on a server maintenance. This is 18 monthly hours at an average cost of &75 per hour, for a total of 1350 per month on a yearly basis this amounts to 16,200

Note - Even after a task is automated, it may require some human attention in the form of confirmation and at time intervention for more critical cases. You should reduce 10% of the savings to if you want to be accurate.

Assume 15 minutes, 3 times daily or 60 time per month assuming 5 day work week. $48 per hour assuming the staff is Mid Level staff.

As we know development cost varies for each automation routine. The cost may be Development Cost varies for each Automation Routine depending upon how complicated therefore automation cost may exceed annual manual task cost. Higher or lower than our manually process cost per year. Once determined then the Service Catalog Development process can begin.

So today most firms IT departments are targeting the low lying fruit or common automation task such as inc, App, Com, Network & Virtual Machine

Department Intakes – What today firms are dibbling in today and that for the most part consist of HR/Facilities. But what about other departments, you don’t see many request offering out side of HR or Facilities. For some reason it seems to be a struggle, not certain why with the SCSM automation/workflows just don’t see the benefit. Really see this as multi tiered

Legal – Attorney acquires a new client – Creates Self Service request for new client, - enters into CRM, Accounting system, conflicts check begins, Conflicts completed, If Conflicts Successful move on, if a conflict- setup ethical walls in ECM/Acct/Records for conflicting attorneys, changes client status in Accounting system as cleared, begins the process of creating client in ECM, Records System & Cost Recovery System.

Assume multiple departmental activities combined work effort is 45 minutes, 5 times a day or 100 time per month which equals 48 hours per month with combined rate of $48.

The attorneys now losses 10 minutes (.17) of productivity, 5 times a day or 100 time per month which equals 75 hours per month. If automating the entire process equates to $61k in additional revenue or if only able to automate 50% the additional revenue is 30K. This calculation is based on each staff department member completing the task when manually assigned but most of the time they have other task and they prioritize so this process could take days which result in high Annual cost when considering loss of productivity for the billable professional. In which case most billable professionals will circumvents the process. When that occurs now firms risk being out of Governance/Compliance as it relates destruction of records/disclosure laws.

Thank You Michael –

This is a good transition point to take what Mike explained in theory and show you how we now implement
Shared service delivery processes with ITSM concepts and technology.

Work Items:
We must have a good understanding of service manager (Also ITIL / MOF) work items. We will have a little contest with this in a moment.
Work Items and different types of work items are what enables us to set up these workflow process across the business.

Technologies:
Important to understand how we leverage system center components and Cireson to make this work.

Bridging:
Using ITIL/MOF concepts to bring them together – where do we start and where do we end up?
How do we ensure consistency around “getting it right” without disrupting the business.

Shared Use Cases:
We will explore how we can leverage work teams across the business and use automation where applicable.

Demo:
We will show some live use cases in action to bring all the concepts into reality.

Activities Contest:
Who is using SCSM?
Who is using SR Module?
Who is using RA?
Who is using MA?
Who is using RB?
WHO IS USING PA? Winner! If tied then….
WHO IS USING SA? – Winner! If tied then….
WHO IS USING DA? (Tie Breaker!) – If none then – Who can explain what a DA is? – if cant then tie 

We have 2 static Activities that are actionable:

Review Activity (Approve)
Manual Activity

1 That is linked to MA from other work item
Dependent

1 for automation
RBA

2 Container Activities: Sequential and Parallel

Note that SA can contain a PA and PA can contain an SA
This is used in very advanced / shared workflow cases like Employee Onboarding

With Activity concepts in mind, then we have the “Parent” work item that may contain a process activity or relate
To other work items.

Incidents:
Used in break/fix scenarios
1 Affected user assigned to 1 team/user to try and resolve
ITIL Definition: service is degraded or unresponsive
Many incidents related to similar symptoms across the company then…

Problems!

Change Requests
Changes to applications/Systems
Many changes at once then roll into a…

Release: Multiple Changes

SR Delivery Process are where the Majority of Shared Delivery Scenarios are used
Why? Because complex process almost never involve one team/person to “do it all”.
Leverage Activity Work Items!

Service Requests:
Majority of Shared use cases leverage the Service Request work item.
Build activities in template then use logic in SR forms + Orchestrator to create our workflow

How do we make it all work?

It doesn’t just appear out of no where… we need some basic framework concepts and disciples:
ITIL CSI: We must have a goal/strategy around the service/workflow we are delivering
We must carefully design and architect our workflow/process: Inputs, Outputs, Automation RIO, Compliace, Can we scale this and make it agile?
We have to build it – put it through the ringer, heavily test, train and prepare it for operation
Then we must be able to support it in operation – Using Technology and ownership
Then Continually Improve it
Underlying Technologies
SCSM: Back end operations: Extensible workflow and CMDB framework, Reporting Warehouse, etc
SCO: Hook into other apps/SC components and internal logical workflows that SCSM does not provide out of box
Cireson: Smart, Easy, Reliable Delivery System to make it EASY for end users and analysts to use the platform

Service Catalog Form & Orchestrator workflow to determine Workflow build for particular request.
Example:

Procurement
Laptop? Monitor? Stand Up Desk? – Not always the same person / team
Accounting involvement – PO, Invoicing, etc?
Only create workflow tasks if they are involved – We use Orchestrator to determine this logic!

Onboarding – Same concept
Contractor? FTE? Intern?
Legal, HR, Compliance, etc

Multiple teams involved to deliver the service. Include them ONLY IF conditions call for it in the particular request

Non IT Process – Client Attorney intake process
Example here to optimize and automate as much of the process as possible

After we design and build our process, we start with a work item template.

Before the form is filled out and “created” the underlying template looks like this –

RBA to determine logic
Approval
Then containers for variable steps

After form filled out and logic computers, orchestrator places actionable (and automated) activities into the proper container.

We want to leverage the workflow engine of SCSM/SCO to facilitate the process. Don’t rely on manual passing of tickets! = TIME = $$$$

Same concept here as Procurement

Template starts with Blank/Empty Parallel Containers
Form filled out – logic reviews entries
This example obviously has a Procurement selection in the form and some access needed to Applications, SSRS, etc.
Creates activities based on logic
Workflow kicks off for execution / delivery
Tweak/Optimize over time 
Notice use of Sequential Activities in this example

Non IT Workflow

Case Matter template has no activities in Containers – Waiting for request input
Account / Case Matter entered – Can Select Existing Case or create a new case
Approval of Case matter
Automation to Set up new case in System
SA – Manual Review of the conflict entry (could be an RA as well)
RB to review the decision entry
Bottom PA – Creates tasks/automations based on answer provided in MA4755 – Smart Logic in the middle of the workflow!

Note in this case the optimization of RunBooks! This is a more mature process – Examples we see
Here are clients have MA and then optimize over time by replacing with RBs

Ok SO we’ve showed the technologies and concepts of building a “Smart” workflow. Now how do we make it EASY for end users?

The Cireson Portal!

The hard work we did on the back end will NOT MATTER if we cant provide a seemless, integreated, and EAST delivery front end for both end users and analysts.

make the front end SIMPLE and EASY for end users.

Service Catalog allows one stop shop for end users to submit requests for services – doesn’t need to be IT services! Cant be any workflow or process. We separate who are analysts and who are end users via security roles

End users see only Catalog, KB, and “My Work” and “My Requests”
Analysts see ALl work items, etc

- Workload Management using Activities
My Activce Work Items – Appear once they are “In Progress” (or up to bat as I like to say)
Teams can see all requests made by users on their work team (using A/D security)
Using security roles, as Michael highlighted, we can restrict access to any queue of work items.

Use Casino Example – Surveillance team did not want anyone else to see or touch their tickets.

Drill into granual levels of the request
Mark Activties as complete
Workflows advances to next steps