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Knowledge12 yale service management rapid maturity yale format
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Knowledge12 yale service management rapid maturity yale format
- 1. Rapid Maturity andContinual Service Improvement Adriene Radcliffe Director, Service Management Yale University Gerry Geddes Executive Consultant Fruition Partners
- 2. Rapid Maturity withService Now The Transformation of Yale University . . . ITSM Process Owners Process Managers Governance ServiceNow Quarterly Business Review CSI
- 3. Yale Timeline Vision Plan Process Tool Govern May 2011 “Tobe recognized globally as the leading technology organization across universities, through rock-solid services, innovation, technology leadership and community satisfaction“ Len Peters, Associate Vice President and CIO
- 4. From Good toGreat – by Jim Collins people Superb leadership Confront brutal facts Start with the right discipline Technology as an accelerator Culture of • http://jimmyzimmerman.com/blog/wpcontent/uploads/flywheel.swf
- 5. Our fly wheelwas 300 years old And covered in Ivy…
- 6. We had typicalchallenges • IT Groups Worked In Silos • Divergent terminology, processes and practices • We had few SLA’s • Measuring and reporting were inconsistent • ITIL and ITSM were just four letter words
- 7. Yale Timeline Vision July 2011 Plan Process Tool Govern Sept2011 Sponsor Process Owners Partner
- 8. Key Points inthe Yale Plan • Educate ourselves with ITIL Foundations and begin to the language use across the organization • Name process owners who work across the organization and harmonize processes such as Incident, Problem, Change, Request, Knowledge Management • Recognize that we have to stabilize our environment, create a system of measurement key metrics to guide us where to improve • Leverage a partner to guide us on this journey and use
- 9. Yale Timeline Vision Plan Sept 2011 • • • • • Process Dec2011 Fruition Partner Workshops Roadmap Pockets of Excellence Process Improvement Tool Govern
- 10. Pockets of Excellence •Change Advisory Board (CAB) • Consolidated Help Desk • Standard Operating Procedures • Monitoring and Event Management
- 11. Areas we focusedour efforts • Service Operations Center • Creating a Problem Process • Standardizing a Request Framework • Process Metrics and KPI’s • Service Metrics with Quarterly Business Review
- 12. Yale Timeline Vision Plan Process Jan 2011 Tool Govern April2012 Our fly wheel begins to spin!
- 13. Yale Timeline Unstable Process Release1 Release 2 Stable & Predictable Predictable & Capability -3 SD UCL LCL +3 SD Baseline Maturity Time Objectives: Baseline – Stabilize - Improve • Baseline process variation • Stabilize processes If your service performance is between • Stabilize measures UCL – Upper Control Limit • Stabilize reporting LCL – Lower Control Limit Your process is • Continuous Process Improvement stable, predictable and capable
- 14. Yale Timeline Vision • • • • Plan Process Tool Govern Service ManagementOrganization April 2012 CSI as a Service Process Owners/Managers & Practitioners Service Owners & Quarterly Business Review
- 15. Yale Timeline Key ServiceMeasurement Objectives Stable • Reporting • Analysis • Action • Continuous Improvement Accurate Precise
- 16. Yale Timeline To ReachCSI’s Target State it Needs… To Reach CSI’s Target State it Needs… • To Be Established As a Repeatable Cycle • Achievable Improvements That Make a Difference • End to End Business Service Focused • A Data Model to Underpin Decision Support Dashboards • World Class Process
- 17. Yale Timeline est PracticeAccelerator (BPA) Instance Process-Centric •Process and procedures were defined first, ensuring that the instance enables the process vs. the process conforming to the technology Pre-configured •Instances are configured to enable the best practice process, both operationally and in support of key performance information capture Reporting-ready •Key information elements are captured throughout the process lifecycle, in an automated fashion to underpin enhanced operational reporting •CSI reporting greatly simplified and enabled by the BPA instance Pre-defined BEST PRACTICE capabilities and documented (tailorable) requirements Include: ITIL Terminology for labels / states State Transition Models Notification Templates and Triggers Inbound Email Processing Rules ITIL roles / permissions configuration Common Service/Component Categorization / CMDB-Ready Operational Reporting Business Rules
- 18. Yale Timeline Roadmap ITAM – Platforms/Devices •Component-centric physicalview of ITS assets •Discovered assets and configurations •Allows for ad hoc analysis of assets •Limited focus on asset change control (autodiscovered updates) •Excellent tool for system operators and support staff SACM – Solutions/System s •Logical view of asset collections •Introduces ownership and auditing to ensure systems/solutions are accurate and properly controlled •Changes tracked and tied to service requests or, more often, changes •Ability to asset changes to solutions that depend on one or more systems = enhanced impact/risk analysis for customerfacing changes SACM – Services View •Logical, integrated view of services •Exposes hidden or complex service interdependencies •Enhance organization’s ability to describe changes to change impacts in terms of business impacts •Allows for businesscentric view of IT operations, and the relationship to services delivered by the business
- 19. What is CSIaaS? Subscription-BasedService • Dedicated ITSM expert coach, knowledgeable with your ITSM Roadmap • Integrated portal (SaaS model) for CSI dashboarding, trending and goal setting Immediate Value Proposition • Assists in the stabilization of new / enhanced process implementations • Accelerates the adoption of process, organization changes Ongoing Value-Add • Identifies opportunities for improvements to ITSM processes and, ultimately, services delivered to the business • Enables a repeatable CSI cycle, and foster an environment of continuous improvement
- 20. Yale Timeline CSI Coach Accessto a dedicated CSI Coach •Provides CSI thought leadership, assisting process owners, process managers and practitioners with improvement opportunities •Can provide varying levels of remote support, from strategic guidance (8 hours / month) to tactical & operational coaching ( 20 hours – 40 hours / month) Coaching Scope •Assisting with refinements to strategic ITSM Roadmap and initiative prioritization •Aiding in establishing performance baselines, including surveying and maturity assessments •Identifying CSI opportunities •E.g. improve customer satisfaction by increasing FPOC resolution •Recommending KPIs that demonstrate improvements are providing value •Establishing a “value-driven” scorecard •Recommending correction actions and roadmap adjustments where appropriate
- 21. Yale Timeline Reports &Dashboards Enabled by Best Practice Accelerator (BPA) Pre-Built Operational Reports & Views Data Model OLTP analysis capabilities = fast reporting of transactional data, optimal for short time-window (e.g. last 2 weeks) views 1 • BPA provides real-time pre-built views and reports accessed through your ServiceNow Activation Enhanced Dashboards, Value Scorecard & Analytics OLAP, multi-dimensional analysis capabilities = fast report rendering for complex queries and reports • 2 improvement report cards and BPA enables enhanced dashboards, and multidimensional analysis available with a CSI Coaching Subscription BPA installs the Proprietary Data Model that Underpins Reporting & Analytics
- 22. Yale Timeline CSIaaS ToolkitScope – Integrated Within ServiceNow Surveying Portal capabilities (customer, practitioner, executive – baselining) Process maturity assessment capabilities Targeted process dashboards and drilldown reporting Target/Goal Setting and Monitoring Value Trending & Improvement Report Carding
- 23. Yale Timeline Maturity Self-Assessmentstool to Internally monitor improvements
- 24. Yale Timeline Structured SurveyMeasurement Tool by dimension (allows for insightful aggregation of questions/responses
- 25. Yale Timeline KPI-Based Dashboardspinpointing changes in performance “critical few out of the important many”
- 26. Yale Timeline Annotated KPIsto tell a story about what is really happening behind the measures – Not Just What but Why!
- 27. Yale Timeline Drilldowns tocarefully selected measures that expose why a KPI has changed
- 28. Detailed Analysis by agent andtime of day
- 29. Structured Guidance to helpyou ask the right questions based on your data
- 30. Yale Timeline Goal Setting& Tracking • Set performance targets • Track successes • Annotate a story to show what worked
- 31. Yale Timeline CSI Scorecard- a single “VALUE score” that can be used to trend improvements that matter to the business
- 32. CSI– Service Desk & Incident Management sample TACTICAL PLAN Tactics Deliverables 1.1 DefineValue Score Indicators (KPIs) 1.2 Establish Measurement Dictionary & Baseline 1.0 Establish SDIM Value Score Card To ensure actionable, VALUE performance information is available for SD & IM continuous improvement 1.1 • Value Score Sheet KPIs & Champions 1.2 • KPI Master Measurement Dictionary • Baseline Score Sheet & Importance Weighting 1.3 Define data gathering & analysis roles • Draft CSI Process Model (Roles) 1.3 1.4 • Populated, Annotated SDIM Value Trend Score sheet 1.4 Enable data collection, analysis & annotation 1.5 • Performance Review - Terms of Reference • Inaugural performance review meeting 1.5 Coordinate Review of Initial Performance 2.1 Review Performance & Flag Improvements Establish an executive view of service desk performance that drives service improvements & promotes a culture of continuous service improvement (CSI) 2.2 Prioritize Improvements & Scope CSI 2.0 Review Performance & Prioritize Improvements To ensure performance shortfalls are diagnosed, prioritized & scheduled for improvement 2.3 Develop Service Improvement Plan (SIP) 2.4 Establish “Manage the Plan” 2.1 • Performance Analysis & Annotation • KPI targets mapped to tactical improvements • Prioritized Improvement Inventory • CSI Scope & SIP Tactical Tree 2.2 2.3 • SIP Action Plans with resource/due dates 2.4 & Monitoring Plan 2.5 Stakeholder Communication Plan & Material • SIP Management • 2.5 Communicate the CSI & SIP 3.1 Kick-off the SIP 3.1 • Inaugural “Managing the Plan” mtg & collaterals 3.0 Execute Improvements & Corrective Actions To champion improvements & achieve targeted outcomes 3.2 Review Monthly Performance Reports • Routine Value Trend updates 3.2 to monitor achievement of targeted improvements • Regular updates to Action Plans • Corrective Actions Log 3.3 Monitor SIP progress & initiate course corrections 3.4 Formally Close out SIP 3.3 • Lessons learned • Formal SIP Close Out 3.4 32
- 33. Yale University Now… •Over 300 of 425 IT staff have ITIL Foundations Certification • ITS Service Management - process governance and advocacy • ServiceNow Incident, Request, Problem, Change, Knowledge • Multi-function Service Operations Center - provides increased capability to handle Major Incidents, Events and Problems • Stabilized our processes and services • Several CSI projects are underway
- 34. Thank You Director, ServiceManagement Executive Consultant Adriene Radcliffe Yale University Gerry Geddes Fruition Partner adriene.radcliffe@yale.edu gerry.geddes@fruitionpartners.com Twitter: @a_radcliffe Blog: news.its.yale.edu/itsm
Editor's Notes
- #3 We established ITIL and ITSM as discipline. Process Owners and Process Managers harmonized disparate processes and participate in formal ITSM governance. Service Now has been established as our ITSM platform. A quarterly business review system of dashboards and service measurement allows us to report to the University Officers. We practice and subscribe to CSI… And we’re only one year into our plan!
- #4 In the Spring of 2011, Yale welcomed a new CIO, Len Peters. His vision for Information Technology Services was clear. He had implemented ITSM as a discipline in his prior organizations and the results were always happy customers.
- #5 The key concept is to have the right people on board, have great leadership, have a vision and work with a sense of single purpose. When everyone works towards the same vision or purpose, and you will begin to “move the fly wheel”
- #6 And it was covered in IVY… 300 years worth of it. Client satisfaction was declining, our environment was increasing in complexity, we needed a change in our Service Management philosophy and practice and FAST
- #7 Raise your hand if any of these sound familiar
- #8 We selected a sponsor and leaders throughout the organization to begin a planning process. We created a set of recommendations for Yale which included the selection of a partner who would help us navigate the journey
- #9 Speak the same language – harmonize processes in workshops – know what you are measuring – partner as a compass
- #10 A series of workshops with Fruition produced a Process Maturity Roadmap. We focused on our pockets of excellence and began process improvement efforts outside of the tool configuration
- #13 Our fly wheel begins to spin! We configured an MVP release (Minimum Valuable Product) and began change sets to rapidly release updates and functionality.
- #14 Consistent metric design and governanceConsistent data collection, monitoring and analysis of critical service and process metricsIdentification of essential operational metrics, KPI’s and tolerance levels for Phase I processes and servicesAutomated report generation and electronic alert for critical metrics exceeding tolerances for Phase I processes and services
- #15 We have momentum. Yale went live with Service-Now on April 25, 2012 using the accelerator instance and CSI as a Service (CSIaaS) with Fruition Partners.
- #16 Baseline performance and variationConsistent metric design and governanceConsistent data collection, monitoring and analysis of critical service and process metricsIdentification of essential operational metrics, KPI’s and tolerance levels for Phase I processes and servicesAutomated report generation and electronic alert for critical metrics exceeding tolerances for Phase I processes and services
- #17 Fruition is a cloud solution provider that offers technology-enabled professional services supported by a team of 100 cloud experts. Since the company was founded in 2003, Fruition has helped more than 150 enterprises implement, build and manage mission critical cloud solutions using ServiceNow.
- #34 Multi-function Service Operations Center - Data Center Operation, Help Desk, Network Operations, and Information Security provides increased capability to handle Major Incidents, Events and Problems