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Craig Johnson - Transforming service management into multi-modal and DevOps.
The document outlines NHS Digital's transition from ITIL to Agile service management in the public sector, aiming to revolutionize healthcare technology by 2020 while ensuring data safety and improving the efficiency of healthcare services. It details the implementation of various digital services, the challenges faced in managing cultural divergence and stakeholder resistance, and highlights the successes achieved in service management reforms, including enhanced service availability and reduced incident resolution times. The document emphasizes the importance of communication, staff support, and continuous improvement in the transition process.
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Craig Johnson - Transforming service management into multi-modal and DevOps.
- 1. From ITIL toAgile SM in the Public Sector
- 2. About NHS Digital •We are the national information and technology partner for the health and care system. • Our team of information analysis, technology and project management experts create, deliver and manage the essential technology infrastructure, digital systems, services, products and standards upon which health and care professionals depend.
- 3. Ensure that every citizen’s datais protected Information and technology for better care Vision Statement By 2020, we will have revolutionised the way technology, data and information are used to transform the delivery of England’s health and social care services. Our priorities Assure the quality, safety and security of data and information flows across health and social care. Citizens will share their data with confidence knowing that it will be kept confidential and shared only when appropriate and for their benefit. Support the organisations to get the best from technology, data and information Make better use of health and care information Establish shared architecture and standards for the benefit of everyone Implement services to meet national and local needs
- 4. Our Services e-Referral Service Approx. 10million unique bookings in 2016 NHSmail Over 1 million secure mailboxes. 11 million emails a day Summary Care Record 98% of GP practices now contributing Care Identity Service 410,000 unique logons/day. 30,000 new cards issued every month Electronic Prescription Service 99.4% Pharmacies 1 billion items dispensed and claimed Secondary Uses Service Holds 10 billion pseudonymised records HSCN 40,000 connections supporting 1.3 million NHS end users NHS Choices Health information to 11,000,000 visitors per week Spine Average of 745M messages per month. Peak of 46M in one day
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- 6. Building an integrated,paper-free health and care system 10 domains with 33 programmes
- 7. SOAP How NHS DigitalService Management are gearing up for Paperless 2020
- 8. NHS Digital ServiceManagement • Created in 2003 as service integrator for NHS national services • Manage and protect live service for 70+ national and high availability IT services • 150 staff in 6 locations • ITIL aligned
- 9. NHS Digital ServiceManagement • Before 2014 — All service providers were external — Contracted managed services — Focus on Governance / Integration / SLA achievement • From August 2014 — Strategic decision to insource critical national services (Spine, CIS, SUS etc) — Strategic decision to use existing Service Management Department responsibility for internal service management — Addition of Operational responsibilities
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- 11. Our Challenges andIssues • Cultural divergence between Development Teams and Service Management • Struggling to support pace of change • Process circumvention • Growing perception of the wider organisation was that Service Management was a hindrance and not adding value • Staff development, progression, & retention • Concerned at our ability to cope with the additional workload of Paperless 2020
- 12. Time for Change •Investigated what industry was currently doing to address the emergence of DevOps and how it aligned to ITIL • We needed a model that: • Supports governance and operational services • Provides flexibility of resource • Provides autonomy and accountability in the right places • Project initiated to transform Service Management
- 13. Project Objectives –Service Management 2020 • Change the culture – Bring SM into the 21st Century • Separate Governance and Operational approach • Reduce the number of contact points for internal and external stakeholders • Change the growing perception of the wider organisation that Service Management was a hindrance and not adding value • Create service aligned cells that are multi-skilled, autonomous and empowered • Aligning processes with other NHS Digital departments
- 14. Challenges – Service Management2020 • The need to retrain staff • Limited guidance existed on aligning ITIL and Agile • Complex stakeholders, some of whom were extremely sceptical or resistant to change • Maintaining support of live services. A good analogy would be ‘changing the engine of a car whilst it is moving’ • Meeting individual and department needs in association with resourcing • Expressions of interest for new roles vs Operational needs
- 15. Approach – ServiceManagement 2020 • Use own people • Project implemented using Agile approaches/tool/techniques • Involve stakeholders/customers throughout • Give the department a voice • Move at pace
- 16. Service Management 2020 Structure ServiceManagement (SM) Structure • Central SM • Pipeline • CSI • Cherwell • ITSCM BCM SMO DIR Service Bridge Change Management Incident Management Problem Management Release Management Capacity Management Availability Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Incident Management Problem Management Release Management Capacity Management Availability Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Key Horizontal Cell 1 CIS & CORE Cell 2 e-RS, SUS+ & DLP Incident Management Problem Management Release Management Capacity Management Availability Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 3 I&A Incident Management Problem Management Release & Deployment Capacity Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 5 GPES/ CQRS & GP Payments Incident Management Problem Management Release & Deployment Capacity Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 6 Lorenzo, NHSmail2 Incident Management Problem Management Release Management Capacity Management Availability Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 4 ICT Operational Cell Governance Cell Incident Management Problem Management Capacity and Demand Management Service Level Management Change co-ordination Continual Service Improvement Cell 7 TN & HSCN Incident Management Problem Management Release & Deployment Capacity Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 9 GPSOC (inc. HJIS) Incident Management Problem Management Release & Deployment Capacity Management Service Level Management Supplier Management Stakeholder Management Continual Service Improvement Cell 10 LCPs, Pharmacy & Interoperability
- 17. Service Management 2020Landscape
- 18. Old Process Teamsvs New Service Teams
- 19. Successes – Service Management2020 • Increased availability of key services • Removed communications barrier between SM and the Dev teams creating a positive and effective relationship • Halving Mean Time To Resolution (MTTR) • Reduction in open incident volumes (in some cases by 50%) • Reduced incident logging time for clinical staff by over 50% • Through proper problem management, reduction in incidents into the service desk (in some cases by 90%)
- 20. Successes – Service Management2020 • Cost savings • Same number of staff managing more services • Improved staff morale & retention • Improved ability to scale and introduce new services
- 21. Lessons Learned • Creatingslack in the system to enable smoother staff movement • Preparing people for the transformation • There cannot be enough communication • The support of staff after project closure to ensure ways of working have been adopted and offering support where needed • Importance of a consistent message being disseminated from senior management • Upfront strategies in place to cope with resistance to change
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