Transformation Transparency and Accountability - A case study on changing the way we deliver IT services
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When an organization with over 14,000 employees change their service management tool, little do they realize a transformation is about to take place and the way of delivering customer service is about to change. The implementation of the tool uncovered opportunities for process improvement and changes to service delivery all adding value to the business. Our journey challenged us to become better by holding ourselves accountable with actionable data, collaborating more with internal teams and our customer base. Benefits and changes realized and shared during our presentation will include: - Organizational changes and impact to culture - Service Level Management - Actionable reports and dashboards - Employee Self- Service Portal and shift left philosophy - Communication Plan and Engagement
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Transformation Transparency and Accountability - A case study on changing the way we deliver IT services
- 1. Transformation, Transparency, and Accountability: A Case Study on Changing the Way We Deliver IT Services Ana Agostini & Eddie Vidal Session 305 April 11, 2018
- 2. Agenda 2 Improvements & Changes Accountability Training Communication plan Lessons Learned Who is Memorial? Value of ITSM tool to MHS Scope Transformation Transparency & Reporting
- 3. About Memorial • Most Wired for 10 years • Most Wired Advanced 2017 • Modern Healthcare Magazine – Best Places to Work in Healthcare 8 out of the last 9 years Since March 2017 Go Live • 160K + Incidents (18K + Self Service) • 172K + Phone Calls • 67K + Requests 3 1926 Licensed Beds 13,800 Employees 210 Clinics $2B (FY18) Total Revenue 6 Hospitals 3,000 Non- employees ~305 Employed Physicians 1700 Affiliated Physicians
- 4. Challenges Prior to Implementation •All incidents are coming through our Service Desk? •We are able to measure success? •There are predefined service levels? •All teams use ITSM tool to manage incidents? •We are able to scale inside and out of MHS? •Perceived delays with Service Desk? •Lack of visibility/status for Incidents and Requests? 4
- 5. Goals for ITSM Tool Project • Adopt an ITIL best practice approach across all of IT • Establish a common and efficient approach to deliver stable and reliable IT Services to the business customer • Replace our current system with an integrated solution that will help us better manage our processes and service our customers • Have all IT teams use ITSM tool to track ALL incidents and requests 5
- 6. Value • How did we sell the value to our end users and IT support teams? • Visiting end users and participated in their team meetings • What’s in it for me? (WIIFM) 6
- 7. Value 7 Incident Recording and Categorization Resolution & Closure Knowledge Articles • Knowledge Articles • What is this? • It’s in the way, can we move it down to the bottom of the form? • Can we remove it?
- 8. Seeking Leadership Support PRIORITY 1 2 3 4 Max Time to Respond 30 minutes 30 minutes 4 hours * 24 hours * Max Time to Resolve 4 hours 1 day 3 days * 5 days * Description Critical High Medium Low 1 2 3 30 minutes 30 minutes 4 hours 1 dayHigh 4 hours * 24 hours * 3 days * 5 days * Critical Medium Low 30 minutes 30 minutes 4 hours 1 dayHigh * Business Hours – Week days (7 am to 5 pm) 8
- 9. Emergency Severity Index (ESI) 1. Patient requires immediate life-saving intervention 2. Patient is in a high risk situation, is disoriented, in severe pain, or vitals are in danger zone 3. If multiple resources are required to stabilize the patient, but vital signs are not in the danger zone 4. If one resource is required to stabilize the patient 5. If patient does not require any resources to be stabilized 9
- 10. Seeking Leadership Support PRIORITY 1 2 3 4 Max Time to Respond 30 minutes 30 minutes 4 hours * 24 hours * Max Time to Resolve 4 hours 1 day 3 days * 5 days * Description Critical High Medium Low 1 2 3 30 minutes 30 minutes 4 hours 1 dayHigh 4 hours * 24 hours * 3 days * 5 days * Critical Medium Low 30 minutes 30 minutes 4 hours 1 dayHigh * Business Hours – Week days (7 am to 5 pm) 10
- 11. Scope Scope – Phase 1 • Replace ITSM tool • Splitting Incidents and Request • Replace Knowledge Base • Service Catalog • New Service Portal • Reporting and Dashboards • Service Levels • Change Management • CMDB • Asset Management • Problem Management (IRC/RCA) 11
- 12. Scope – did we bite off more than we can chew? Scope – Phase 1 • Replace ITSM tool • Splitting Incidents and Request • Replace Knowledgebase • Service Catalog • New Service Portal • Reporting and Dashboards • Service Levels • Change Management • CMDB • Asset Management • Problem Management (IRC/RCA) 12
- 13. Scope detour • Instead of moving forward with future phases we focused on the following: • Received user feedback • Focused on User Experience • Adapted and made changes to meet the needs of our customers 13
- 15. Get Access Benefits/ changes: • Easier for the user to find the Access related catalog items that were under the “Service Catalog”. • The 6 most requested items display on the top of the screen. These were selected based on reports ran in ServiceNow. • ALL other Access related items display below in alphabetical order. • The user can use the Quick Link side menu to see the layout for Business, Clinical or General Systems access. • The Service Catalog will contain Hardware, Software and Services. 15
- 16. New Service Portal Benefits/Changes: • Easy to navigate and find stuff • More real estate for communication, marketing and education widgets • Better keyword search functionality • Knowledge widget to encourage users to read articles • More user related links in the header • Request, RITM & TASK now in a single view • Comments entered in the portal are pushed to the Requests and Incidents encouraging more self service and less phone calls. 16
- 17. Transformation – what did we try to solve? • Did we set expectations too high? • What has changed? • What hasn’t changed? • What do we expect to change in the future and how easy/difficult will it be? 17
- 18. Transparency •Hospital dashboards for VP and Senior Management •Go live dashboard •Sharing Incident and Request metrics weekly 18
- 19. Transparency •What we did •What happened •How we adapted •What we are doing now 19
- 20. Transparency & Reporting • Received over 1000, why? + calls due to what? • Was there an email or IRC to communicate issues? 20 Average number of calls per day 597
- 22. Building Accountability - Incident vs Request Why do you open an Incident? A. It’s easier than opening a request B. To bypass the approval process C. Don’t know the difference between Incident and Request D. Something is broken E. Other 22
- 23. Process Improvements • Auto assignment of incidents and requests • Secondary and additional approvals for requests • Reporting 23 • Release Management • Test Management • Computer Telephony Integration with ITSM tool for Service Desk
- 24. Process Improvements • Integration between ITSM tool and our Provisioning system Requests are created automatically when: • A new employee is onboarded, transferred or terminated • User contacts in ITSM tool also created /updated • Additional accounts need to be created 24
- 26. Training • Videos • WebEx • E-Learning • Flyers • Reference Guides • ITIL Fulfiller classes • Lunch & Learn for ITIL Fulfillers • Q & A Sessions 26
- 27. Communication plan 1. Flyers 2. Email 3. Cookies and Learn 4. Intranet 5. Team meetings 6. Tip Sheets 7. FAQ’s 8. Countdown Clock 9. Focus Groups 27
- 28. How can you help? • Support the ServiceNow transformation • Communicate to your team • Collaboration among IT Teams • Create expectations to better manage your team • Recognize great performance • Better manage the customer experience 28
- 29. Lessons Learned • Obtain the right people in advance – Focus Groups • Include more decision makers and users of your product • Network with your peers in your industry to hear their success and lessons learned. Do your research • Gather and document requirements and stay as much as possible with Out of the Box workflows • Out of the Box solutions may not always work for your organization • Find the correct balance between your current process and how the tool works 29
- 31. Ana Agostini Eddie Vidal • 25 years experience in Healthcare, Hospitality, Travel and Higher Education • International Keynote Speaker • HDI Hall of Fame – Inaugural Class of 2016 • 2014 itSMF President’s Award • 13 Time HDI & Fusion Track Chair & Speaker • HDI Strategic Advisory Board Member • Founder and President Emeritus of South Florida HDI Local Chapter • ITIL V3 Foundations, OSA and HDI Support Center Manager Certified • itSMF Monthly Podcast Producer and Host • Podcast co-host for www.theauthenticast.com • Email: eddie_vidal@yahoo.com • Over 16 years experience in Healthcare • Administrative Director – IT PMO, Service Desk, Identity and Access Management • Former Consultant at Accenture • Implementation of Electronic Medical Records (EMR), Identity Access & Service Management systems • PMP, Epic & ITIL v3 certified • Masters – Industrial Engineering, Minor in Project Management • Email: aagostini@mhs.net 31