Service Management is becoming increasingly pervasive as a key ingredient in the fabric of the business and IT. Explore how Service Management must integrate with all aspects of the IT environment, including project and infrastructure management, and take a close look at a real-life example at a major healthcare organization. To learn more about Service Management solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz

1. Integrated IT Service Management: From
Strategy to Implementing to User Adoption
Michael Christiansen
ICT15S #CAWorld
Intermountain Healthcare
Sr. Application Systems Technical Analyst
ca Intellicenter

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Abstract
Service Management is becoming increasingly pervasive as a key ingredient in the fabric of the business and IT. This session explores how Service Management must integrate with all aspects of the IT environment, including project and infrastructure management, and takes a close look at a real life example at a major healthcare organization.
Michael Christiansen
Intermountain Healthcare

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Agenda
INTRO TO INTERMOUNTAIN HEALTHCARE
STATE OF THE UNION PRE-IMPLEMENTATION
SUMMARY
REQUIRED CHANGES
SERVICE MANAGEMENT TEAM
INTEGRATION WITH PMO AND INFRASTRUCTURE
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State of the Union
Pre-Implementation
Executive Support
Executive support for the outlined process areas was spotty at best.
Continuity
Some support teams fully participated in their own brand of what they thought was best for each of the process areas where most support groups simply didn’t participate.
Documentation
There existed no formal process documentation for any of the identified areas except for those processes written by individual support teams for their team members.

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Why Change?

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Strategy
ITIL is a registered trademark of AXELOS Limited.
Require all employees to become ITIL™ foundation certified
Instill a corporate culture with a deep focus on IT-as-a-Service
Establish a full time Service Management organization
Create a Change Advisory Board

7. Intermountain Healthcare
Fortunately, our AVP of Information Systems Operations understood the need to have a consolidated, integrated set of ITIL oriented Service Management tools, including
an Enterprise Monitoring Solution.

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ITIL Education
Unanimous executive decision to implement ITIL framework
Certify 1,200 people
Certify 2 trainers in house
This allowed the combination of the training and vision
In May, 2014 we had our 100th Foundation Class
We have trained 90% of our staff - approximately 1200 people
In Oct, 2013 we expanded the training to include Intermediate classes

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Requirements for Success
New Service Management Org
Managed coordination
Standardize/Simplify products/services delivered
Improved financial transparency
Direct association of costs to consumption
Increased IT operational efficiency resulting from comparing price of internally products external
Change Advisory Board
Procedure-driven supply chain
Made of leaders from 5-6 different organizations to coordinate change
Led by change manager
Coordinate all change
Forum for feedback
Heavily uses workflow
Detailed email for quick decisions
New Culture
Deep focus on IT as a Service (ITAAS)
Standardize/Simplify products/services delivered
Improved financial transparency
Direct association of costs to consumption
Increased IT operational efficiency resulting from comparing price of internally products external
Common Nomenclature
ITIL adoption
Unanimous executive decision to train all IS employees at ITIL foundation level
Brought training in house
May 2014 100th course
Trained 90% of staff
 Expanded training
Combined training with vision

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Consolidate and Integrate Intermountain’s set of ITIL Oriented Service Management Tools
 Service Desk
 Change and Problem Management
 Asset Management
 Configuration Management Database
 Enterprise Monitoring Solution
Service Management Tools

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What Factors Made Change Possible?
New AVP of Information Systems Operations
Economy – requiring more efficiency
Large projects (Cerner) requiring more of our resources - thus requiring more efficiency with resources we had left after Cerner project assignments
Confluence of Events

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Knowledge Management
Initial assessment of the state of knowledge found that there was not a standardized or effective method to record, manage, transfer and share the knowledge.
Efforts to remedy leveraged ITIL and Knowledge Centered Support (KCSSM) from the Consortium for Service Innovation™

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Knowledge Management
Established a Knowledge Management Review Board
Knowledge Management roles developed
IS Knowledge Manager
Support Group Knowledge Manager
Service Desk Knowledge Manager
Knowledge Publisher
Support Group Knowledge Analyst

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Problem Management
Maturing from a distributed Service Desk model, the Service Desk now process more than 24,000 calls and 5,000 email requests monthly

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Problem Management
Employees’ increased engagement with ITSM promoted a culture of buy- in rather than conscription
After ITIL, implementation process steps were formalized
Goal: Eliminate recurring incidents and minimize effect
Root Cause Analysis template
Diagrammed work flow

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Monitoring

18. Baselines & Trends
CA Performance Management provides real-time and historical data. It is an intelligent visualization tool that trends the data and provides event flags notating when they occur.

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Monitoring

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Monitoring

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Request Management
15-month process to implementation and publication
New use case evaluations decreased from 3 weeks to 1 week
Phone requests decreased from 3 weeks to 3-day average
Service Catalog

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PMO Integration
Service Catalog – create projects
Central location
Templates
Required fields
Service Catalog

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Reporting
Processes were developed to move data to the data warehouse and three primary reporting tools have been adopted, enabling the fulfillment of the requirements. One tool enables parameterized reports, both scheduled and on-demand. Another provides BI/analytics capability (slice, dice, drill-in, drill-out), data mining, and discovery. The third tool provides dashboard/scorecard functionality as well as quick custom reporting.
The data warehouse is updated daily and is the primary reporting source for non-real time reporting. The service management tool’s production database is source for real-time reporting.
The benefits realized include the following:
Significantly reduced the number of one-off reporting requests
Improved visibility into processes
Ability to pinpoint and address process issues and drive results
Service improvements based on actual results

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Summary
There have been many positive effects as a result of the organizational shift towards following these established processes. Some of the benefits experienced are:
Changes are now more thoroughly communicated and more effectively executed
Change collisions are now identified and avoided
Status of requests can be tracked from initial request to closure resulting in fewer items falling between the cracks
Problem review meetings are held where root cause analysis is performed resulting in fewer repeat Incidents for the same root cause
Known errors are identified and workarounds documented for quicker resolution of Incidents
Knowledge has been centralized allowing the support desk to improve first call resolution
Incidents and changes have CIs attached to help in identifying trends and improving communication for scheduled changes

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For More Information
To learn more about Management Cloud, please visit: http://bit.ly/1wEnPhz
Insert appropriate screenshot and text overlay from following “More Info Graphics” slide here; ensure it links to correct page
Management Cloud

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