1. ACUTA Annual Conference
April 2013 1

2. PENN STATE
2
• 1 University – 24 Locations
• $4.3B Total Operating Budget
• + 85,000 Students

3. ITIL 2011©
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4. • It is about delivering Services not Technology
• Adapt ITIL to Adopt ITSM
WHAT IS IT REALLY?
4
Customer/
Business Needs
Technology
Operational Support
Business/Funding Model
ITIL

5. WHO IS TNS?
5
• Telecommunications & Networking Services
 To be the most professional, expert organization in the application of
leading edge communication technologies within higher education.
Vice Provost/
CIO
Associate Vice
Provost
Administrative
Information
Services
Consulting and
Support
Services
Data Center
Digital Library
Technologies
Research
Computing
Security
Operations
and Services
Teaching and
Learning
Technologies
Telecommunications
& Networking
Services
www.tns.its.psu.edu
www.its.psu.edu

6. WHAT ARE WE ABOUT?
6
• TNS MISSION
 Understand and integrate the various unique needs of the
University community to create a cohesive, holistic
institutional networking and communications service which
meets the needs of our customers
 Provide highly available, secure, resilient, standards-based,
networking and communications infrastructure
 Balance the goals of accessibility, reliability, security, and
ease of use, against resources and policies, to provide the
most cost-effective and efficient solutions
 Ensure the overall interoperability of Penn State’s networking
and communication systems
 Establish and communicate best practices for the use of
networking and communications infrastructures at Penn
State

7. SO WHAT’S THE PROBLEM?
7

8. WHY ITSM AND ITIL?
8
Quality Collaboration
Decision
Framework
Process
Efficiency
Service

9. 9
Recognize there might be a
better way
• Identify Change Agents
• Invest in training
 A common
understanding/vocabulary

10. 10
ITSM ROAD MAP
“Connects Vision with Action”

11. 11
Services – What/Why?
Roles & Responsibilities
– Who?
Processes – How?

12. NEXT STEP: WHAT ARE YOUR SERVICES?
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“Shift away from Incident-Problem-Change
process to documenting what services are
delivered today”(Anatomy of a Service – A Practical Guide to Defining IT Services,
Pink Elephant, September 2009)
“Build a service portfolio before taking any other
steps in a service management journey” (ITSM
Fundamentals: How to Create an IT Service Portfolio, Gartner, March 22, 2011)

13. APPROACH TO DEFINING SERVICE
• Service: A means of delivering value to
customers by facilitating outcomes the
customers want without the ownership of
specific costs or risks (ITIL v3)
• “A service is an action, not a thing” (Gartner - 2011)
• TNS
 Orderable/Deliverable
 Measureable (Performance, Relevance, Capacity,
Satisfaction
 Independent/Stand Alone
 Operational Life Cycle
13

14. TNS SERVICES
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Service
Communications Cable &
Wiring
Consulting
Video Transmission Video Conferencing
CATV ACD
Telephony Auto-Attendant
Firewall Point-to-Point Circuits
Wired LAN Wireless LAN
UEN Connections SIP Trunking

15. LESSONS LEARNED: SERVICE
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Need strong leadership to drive discussion
There will be different interpretations of a
“Service”
Understand what it means to classify
something as a Service
Documentation
oService Catalog
oService Design Package
oService Level Agreement
Measurement/Reporting

16. STEP 2: ROLES AND RESPONSIBILITIES
• RACI (ARCI) Model
 Responsible/Accountable/Consulted/Informed
• Attributes when assessing ITSM roles:
 Awareness of the business priorities, objectives
and business drivers
 Awareness of the role IT plays in enabling the
business
 Customer service skills
 Management/Business skills
 Communication/Negotiation skills
16

17. SERVICE TEAM ROLES
• Service Owner
 Strategic
 Accountable
• Service Level Manager
 Tactical
 SLA/RFC
• Service Engineer
 Technical
 Service Design Packages
• Service Business Analysis
 Financial/Business
• Operations
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Service Owner
Service(Level)Manager
ServiceEngineering
ServiceBusinessAnalysis
Operations

18. BUILD THE SERVICE FOUNDATION
• Service Design Package (SDP)
 Requirements
oBusiness Requirements
oService Applicability
 Service Design
oFunctional Requirements
oOperational Management Requirements
oService Design and Topology
 Service Life Cycle Plan
• Service Level Agreements (SLA)
• Metrics & Reporting
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19. LESSONS LEARNED – ROLES
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Assign staff based on competencies, not their
place in the organization
Will impact other functional duties
Matrix/Cross Organization Responsibilities
 Be prepared for resistance from “matrix”
relationships and reporting
 Has improved communications and
organizational awareness across the horizontal
Establish clear performance expectations and
accountability

20. ORGANIZATION ALIGNMENT
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Service
Engineering
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment
PMO/
Service
Request
Operations
Service Owner
FunctionalExpertise
Business/
Financial
FunctionalExpertise
FunctionalExpertise
FunctionalExpertiseService/Business Requirements
Service/Business Requirements
Service/Business Requirements
Service Owner
Service Owner

21. STEP 3: ASSESS PROCESSES
• ITIL presents 30+ Processes
• Identify those which maybe driving service
inefficiencies
• Process Documentation
 Policy – Who/When
 Process – What
 Procedure – How
• Process Measurement
• Process Ownership
21

22. ASSESS PROCESSES
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Level 1
Initial
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimized
• Recognized buy there is little or no process management
activity
• Ad hoc
• Little documentation related to expected inputs and outputs
• No formal training or communication
• High reliance on individual knowledge and skill level
• Standardized and documented level of process
• Communicated through training
• Process integration is effective and measured
• Processes are good practice and are measured
• Processes are monitored and improvement models in place
• Has been fully recognized and has strategic objectives and
goals aligned with the overall strategic business and IT goals
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

23. IDENTIFY RIGHT LEVEL OF MATURITY
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Level 1
Initial
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimized
• Recognized buy there is little or no process management
activity
• Ad hoc
• Little documentation related to expected inputs and outputs
• No formal training or communication
• High reliance on individual knowledge and skill level
• Standardized and documented level of process
• Communicated through training
• Process integration is effective and measured
• Processes are good practice and are measured
• Processes are monitored and improvement models in place
• Has been fully recognized and has strategic objectives and
goals aligned with the overall strategic business and IT goals
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

24. LESSONS LEARNED
TNS - Processes
Service Portfolio/Service Catalog
Request Fulfillment
Change Management
Incident Management
Implement process change is like overhauling
a train engine while in motion – Difficult
There will be resistance to adopting change
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25. LESSONS LEARNED
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26. CONSULTANTS?
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27. CONSULTANTS?
• PRO’s
 Objective
 Expert ITIL knowledge
 Exposure to multiple
IT organizations
 Analytical skills
 Quick turn around
 Minimal impact on
operations
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• CON’s
 Cost
 Risk of Acceptance
 Limited knowledge of
environment/culture
 Lack of preparation
affects effectiveness
Adapted from Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

28. KEYS FOR SUCCESS – LEADING CHANGE
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• Leading Change (John Kotter, HBS Press)
 Create a sense of urgency
 Form a guiding coalition
 Create a vision
 Communicate the vision
 Empower others to act on the vision
 Planning for and create quick wins
 Consolidating improvements and producing more
change
 Institutionalize the change

29. MANAGING CHANGE
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Vision Skills Incentives Resources
Action
Plan Change
Skills Incentives Resources
Action
Plan Confusion
Vision Incentives Resources
Action
Plan Anxiety
Vision Skills Resources
Action
Plan
Gradual
Change
Vision Skills Incentives
Action
Plan Frustration
Vision Skills Incentives Resources
False
Starts
Knoster, T. (1991) presentation at TASH Conference, Washington DC

30. LEADERSHIP COMMITMENT
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• Long hard journey
• Prepare of resistance and impact
Time
Productivity/Morale
Disrupt Adoption/
Transition
Acceptance/
Performing

31. TAKE AWAY
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• Know where you are before you decide where
you want to go
• Develop a strategy/vision/road map
• Invest in training
• Adopt and follow a solid change and
communications strategy
• Celebrate successes

32. 32

33. WHAT DO YOU WANT TO BE?
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• A TECHNOLOGY organization delivering
services
• A SERVICE organization delivering technology