The document discusses the fundamentals and importance of IT Service Management (ITSM) in higher education, emphasizing that it is not just a tool or department but a comprehensive approach necessary for effective service delivery and improved business outcomes. It highlights the historical context of ITSM, suggesting that successful implementation requires stakeholder engagement, careful planning, and ongoing education and training. Additionally, it outlines the governance structure necessary for ITSM success and offers resources for further assistance.

1. Applying ITSM
to Higher Education
Ge#ng
Started
with
ITSM
August
22,
2013

2. Laying the groundwork for ITSM
success
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Visit
SlideShare.com,
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for
GoNavvia
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3. Today’s
Hosts
David
Mainville,
Co-­‐founder
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Cecile
Hurley,
Customer
Success
Manager

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Housekeeping
Q A&
Type
Your
QuesCons
Here

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100% ITSM focused - Over 14 years of ITSM success!
Software & Services for your ITSM program

7. 7Copyright
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“IT
Service
Management
is
a
journey…”

8. So
Why
IT
Service
Management?
2013-­‐08-­‐22
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“born
out
of
necessity,
ITSM
brings
order
to
chaos
and
results
in
superior
service
&
improved
business
outcomes”

9. IT
Service
Management
is
not…
• Service
Management
is
not
a
”tool”
• Service
Management
isn’t
a
“process”
• Service
Management
isn’t
a
“department”
• Service
Management
is
not
the
help
desk,
systems
administrators,
or
an
army
of
technicians
• Service
Management
is
not
a
“nice
to
have”
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The
purpose
of
Service
Management
is
make
sure
IT
is
run
correctly
and
serves
the
business

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11. Service
Management
Isn’t
New!
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12. Roots
go
back
to
the
70’s
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1970’s
IBM’s
Integrated
Systems
Management
Architecture
1980’s
IT
Infrastructure
Library
(ITIL),
Enterprise
Systems
Management
(ESM)
1990’s
IBM’s
IT
Process
Model
(ITPM),
Microsob's
MOF,
ISACA’s
COBIT,
eTOM
2000’s
ISO20000,
COBIT
5,
AXELOS
(Capita
/
ITIL
JV)

13. Service
Management
is
Timeless…
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…and
Technology
Independent

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15. Engage
Your
Stakeholders!
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Develop
a
Plan!
Current
State
Future
State
Quick
Wins
Process
Enhancement
Technology
Deployment
OrganizaConal
Change

17. Design
to
Improve!
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18. Find
the
Balance!
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VS.

19. Remember
to…
• Engage
ALL
your
stakeholders
• Keep
the
process
simple,
concise
and
clear
• Don’t
start
from
scratch
• Capture
automaCon
requirements
• Validate
frequently
• Avoid
scope
creep
• Educate
and
communicate
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2013
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21. Achieving
ITSM
Governance
• Define
your
processes
• IdenCfy
the
Control
ObjecCves
• Assign
Accountability
• Require
evidence
• Measure
and
report
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2013
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22. Remember
to
Educate
• Training
fosters
adopCon
• Build
an
educaCon
plan
that
addresses
all
your
stakeholders
• Consider
various
training
formats
• Consider
using
your
“go
to”
people
to
do
the
training
May
2013
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24. The
ITSM
Program
Office
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25. Who’s
Involved?
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Process
Owners
ITSM
SME
ESM
Tools
Architecture
OperaCons
&
Infrastructure
ApplicaCon
Development
Business
Liaisons
ExecuCve
Steering
SMO

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Four simple things to do!

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Coming Soon

29. • If you need help we are here!
o ITSM Professional Services
o ITSM Education
o The Navvia Process Management tool
Check us out: https://www.navvia.com/test-drive
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30. Thank You!!
David
Mainville
dmainville@navvia.com
Twirer:
@mainville
navvia.com/library
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