agile implementation through continual service · pdf file · 2014-11-10drafting a...
TRANSCRIPT
SESSION 402Tuesday, October 21, 10:00 AM ‐ 11:00 AM
Track: Continual Service Improvement
Agile Implementation Through Continual Service Improvement Jean‐Claude (JC) Beaudry ITSM Program Coordinator, Dalhousie University jean‐[email protected] Bruce Caddell Director, Client Services, Dalhousie University [email protected]
Session Description
In 2013, Dalhousie University, the largest university in Atlantic Canada, launched its IT transformation effort, drafting a three‐year ITIL implementation road map to help prioritize its most urgent technological, cultural, and organizational issues. Resources were scarce, but by taking an Agile approach, the CIO, ITSM program coordinator, and program sponsor designed a program that would be driven by process owners through the continual service improvement process. In this session, Jean‐Claude Beaudry and Bruce Caddell will present some of the program approaches, cornerstones, improvement targets, and early achievements.
Speaker Backgrounds Jean‐Claude (JC) Beaudry has more than twenty years of experience in IT, fifteen specializing in ITSM. JC has worked in multiple service management environments, directing and conducting various process reengineering, service offering definition, and ITSM tool implementation projects, as well as leading operational support teams. In 2005, he founded the Qualiti7 Company, one of the leading ITSM company's in Canada. He's currently the ITSM program coordinator for the Information Technology Services department at Dalhousie University. JC was one of the first to be certified as an ITIL v3 Expert, an ITSM consultant, a certified ITIL trainer, and a frequent speaker at itSMF conferences in Canada and Europe. Bruce Caddell is the director of client services for the Information Technology Services at Dalhousie University, which includes card services, desktop and lab support, hardware services, audio/visual services, and departmental SLAs. He's responsible for ensuring continuous development, executing technical strategies, providing customers with exceptional service, and maintaining ITS's position as a technically innovative and forward‐looking department.
An Agile Approach to ITIL
Implementation
Jean-Claude Beaudry
Bruce Caddell
Dalhousie University
Presentation agenda
Dalhousie University Context
Context of the ITSM Project/Program
Key element of the Agile implementation approach
A Glimpse at the ITSM Roadmap
Critical Success Factors
Some Results
Questions
Dalhousie University
Dalhousie University
Located with campuses in Halifax and Truro, NS and Saint John, NB
Founded in 1818
Covers over 1,121 acres
18,500 Students
4000+ Faculty and Staff
12 Faculties Under Grad
Graduate Programs (Medicine, Law, Oceanography, Architecture, Engineering, Agriculture and more..
50 Canadian Research Chairs
88 Rhodes Scholars
Over 155 Countries Represented on campus
5 Campus Locations
Dalhousie University (5 Campus)
Halifax Campuses
Truro Campus
New Brunswick Campus
Dalhousie University Service Management context
Central IT department serving administrative departments and highly autonomous Faculties
Central IT Department organized in technological silos with little transversal communication and collaboration,
Some Service Agreements (without service levels…)
Generally poor reputation of the IT department by the faculties and other administrative departments
Distributed entry points into ITS across all the department
Users call who they know and helped them last…
No formal Service or Process Governance
ITS - (Current Org Chart)
ITS
AVP / CIO
BPIO
PMO Ancillary Systems
Network and Systems
Networks
Systems
Telecom
Admin Computing
Prod Support
Web Devl
DBA
Devl
Academic Computing
Learning
Desktop Support
Lab Management
Procurement
SILO
~135 FTE
ITS – Support Model
Systems
ETS
Network
Data Research
Computing
Voice
Security
Desktop Support
Computer Labs
Card Services
Hardware Services
AV Services
O365
Service Desk
Resource Pools
Users
2011
Oct Dec
2012
Feb Apr Jun Aug Oct 2012
Developed Program Charter for ITSM
7/3/2012
Identified Service Catelogue As Primary Goal (Network and Systems Only)
4/1/2012 Journey Begins
10/1/2011
10/1/2012 - 10/5/2012
Trained our first 20 Staff in ITIL Foundation v3.0 2011
8/15/2012
Re engaged outside consult for a Phased Implementation Plan
7/9/2012
Initialted Program Charter to Implement ITIL across ITS
6/4/2012 Recieved Second Draft of Service Catalogue
5/15/2012 Received First Draft of Service Catalogue
3/18/2012 Engaged Outside Consult to Review ITIL
1/21/2012 Identified ITIL as framework to Investigate
10/10/2011
No ITSM Frame work Deployed within Organization
10/8/2011 Identified Top 14 Areas for Action
10/1/2011
Received Risk Analysis Report on Network Health (outside Consultatnt)
Timeline prior to the Revised ITIL Project Agile
approach
ITS needs to promote IT Service Quality and Accountability. It will need to take in an official IT Service Provider role for anything running on the IT Infrastructure.
A Service Provider needs to be concerned about the end-to-end, stability, reliability, security and support of the IT Services it provides to its Clients. They are accountable for the services towards the clients.
Becoming a Service Provider requires implementing series of agreements with Clients (SLA) and with internal or external providers of components in the delivery and support chain (Contracts or OLA).
Being a Service Provider requires to have mechanisms in place to measure end-to-end IT Services and be accountable for the end-to-end chain of services
Being a Service Provider means to make the Customer Experience more enjoyable for our Clients and Users. WE are their providers and will ensure that the Service meets their expectations.
It means working closely with local groups that rely on the technology to ensure proper usability and integration with the business centric activities and Technology.
VISION: Being (becoming) a Service Provider…
Building a relationship with our Clients, as a true end-to-end Service
Provider means that they can rely on ITS to;
Understand their needs and priorities
Organize IT resources to meet clients and Organization’s expectations and
priorities
Optimize the use of IT resources to meet the clients and Organization’s
expectations and priorities
It means for the clients that they will rely on ITS to ensure that IT Services
meet their needs, knowing that ITS will quickly react when IT Services do
not meet the agreed levels of services
It also means that ITS will build with its clients a regular process of Service
Review Meetings where Service Issues will be raised and action plans on
how they will get resolved by both ITS and the Clients.
VISION: New Relationship with the clients
Vision of ITS…
from the IT Staff point of view
Vision of ITS…
from the IT Management point of view
Context of ITSM Project/Program
Limited exposure to ITIL concepts
A couple of stakeholders believed ITIL could help improving the IT organization
An ITSM based tool… but more than 16 independent/not integrated instances
Recently formed Project Management group
No formal Service Desk,
Highly distributed, informal points of contact with user community
A couple of helpdesks, reporting to the Library department (not IT), serving students for their IT needs … and also walk-in staffs…
Limited financial resources for ITIL Process implementation
An ITSM Expert was brought in for a period of 1-2 years to help implement Dalhousie’s ITSM Framework.
The approach needed to…
allow for a smooth, progressive transformation of ITS operational and
governance framework
allow for a smooth and progressive transformation of the relationship to the
Departments and Faculties
allow for the processes and services to keep improving beyond the duration
of the initial project
fit in the financial constraints of the University and the IT Department
The following Key Roles were crucial
Process Owners : for ITS to start working as an end- to-end integrated unit
Service Owners: on which to build a service accountability structure
CSI Manager: to implement and maintain the service and process
accountability mechanisms
Project Sponsor: to provide the ITIL Key concepts and roles the highest
visibility possible within ITS and with its clients
Person accountable for ensuring that the process:
Is fit for purpose;
Is performed according to the agreed and documented standard and;
Meets the aims of the process definition.
Other accountabilities include:
Sponsoring, designing and change managing the process and its
metrics;
Defining the process strategy;
Periodically auditing the process to ensure compliance;
Making sure that people have the required knowledge;
Addressing issues with the running of the process;
Identifying and prioritizing improvement opportunities.
Process Owner role
Focusing aroun some key aspects… Process Control
Triggers
Process
Process Inputs
Process Owner
Process Documentation
Process Policy Process
Objectives
Process Feedback
Process Activities Process Metric
Process Procedures
Process Work Instructions
Process Enablers
Process Outputs
Including process reports and reviews
Process Roles
Process Improvements
Process Resources Process Capabilities
Copyright © AXELOS Limited 2011 Reproduit sous licence d’AXELOS
Main Fous of the Process Owner
Person accountable for the delivery of a specific service.
is accountable to the:
Customers for the initiation, transition and ongoing maintenance and
support of the service;
IT Senior Management for the delivery of the service.
is responsible for the continual improvements and the changes to the
service under its care.
is the prime stakeholder for anything concerning the service under his
care in all of the IT processes involved in the service delivery.
Service Owner role
IT Governance through Process Owners and
Service Owners
LAN
DC
Service E-mail
Server
Exchange
Application Database Etc. LAN
Loc WAN
LAN
DC
Intranet
Access
Service
Server
intranet
Intranet
Application Etc. LAN
Loc WAN
LAN
DC
H-R
Mgt
Service
Server
SAP
SAP-RH
Application Database
Etc. LAN
Loc WAN
PC Out-
look Service(s)
Owner
Service(s)
Owner
Service(s)
Owner
Process Owner
INCIDENT
MANAGEMENT
Process Owner
CHANGE
MANAGEMENT
Process Owner
RELEASE AND
DEPLOYMENT
MANAGEMENT
Process Owner
PROBLEM
MANAGEMENT Etc …
CIO and
Board of
directors
Training
material
Process
Owner
Project
Management
Key elements of the ITSM Program
• ITIL® awareness to all within ITS to help support the transformation – Everyone took the ITIL Foundation level and key people took ITIL Intermediate
level
• Centralization of tickets (requests) into a single instance of the ITSM tool to get a full picture of the Services and Support delivered,
• Starting to gather ongoing information about user Satisfaction,
• Naming the process owners and empowering them to implement and manage end-to-end processes across the IT department,
• Developing the Service Catalogue (and eventually naming service owners),
• Formalizing role of Service Owners,
• Implementing the CSI framework.
Agile Implementation Approach
Monthly CSI &
Governance review
Define Process/Service
Objective
Define Process/Service
KPI
Define Improvement
Initiative
Implement Initiative
Review Initiative
outcome
Weekly Process Mgmt
meeting
Define Process
Characteristic
Implement Characteristic
Review Success
Improve Weekly Process Owners meeting
Process Integration
Resource Issues
Organizational Change Mgmt
Monthly CSI and Governance Review
(Chaired by by CSI Manager)
Provide visibility for Process and Services Owner’s successes and issues,
Allow Board of Directors to support Owners,
Engage in a continual improvement with quality/effectiveness in mind.
Ensures Prioritization of Resources in ITSM Roadmap
Weekly Process Mgmt meetings
(Chaired by the process owner)
Representation of each IT Sections (process managers),
Ensure Process alignment with existing R&R,
Helps deploy process across all sections as defined in by the
‘process team’.
Weekly Process Owners meetings
(Chaired by the CSI Manager)
Ensures Inter-Process Integration,
Ensures integration with ITSM Tool,
Helps supporting tactical integration of operational resources.
Objectives of each committee/cycle
Identifying and announcing process owners and accountabilities
Setting Process Improvement and governance monthly meetings (1- within process, 2- between processes – i.e. ITS Steering group)
Strong and visible support from ITS CIO and directors
Culture of Service and Customer focus, down to the technician/analyst level (i.e. every change must be assessed with the clients and users in mind)
Prepare and Be Ready before deploying and affecting business
Common processes and tools within ITS to improve communication and management
Strong ‘organizational change management’ and communication throughout the transformation.
Acquiring/hiring/relocate required resource (HR/Technology) to ensure value of processes/functions are delivered.
Measure yourself, Learn and Act…
Dedicated ITSM tool admin for all official Service Management modules.
Key success factors
IT Service Management program
(Initial discussions about ITSM 2-3 year plan)
Process/phase 2014 2015 2016
User/Customer Satisfaction Survey
Service Desk consolidation
Incident Mgt
Serv. Req. Fulfillment
Access Mgt
Problem Mgt
Service Catalogue Mgt
Service Level Mgt
Business Relationship Mgt
Change Mgt
Release Mgt
Service Knowledge Mgt
Asset and Config. Mgt
Contin. Serv. Improv.
75%
10%
75%
75%
90%
80%
As we transition
Where we were
Where we are (almost)
ITS - (Current Org Chart)
ITS
AVP / CIO
BPIO
PMO Ancillary Systems
Network and Systems
Networks
Systems
Telecom
Admin Computing
Prod Support
Web Devl
DBA
Devl
Academic Computing
Learning
Desktop Support
Lab Management
Procurement
SILO
~135 FTE
ITS - (Planned Org Chart)
ITS
AVP / CIO
Deputy CIO
Client Services
Service Desk
On-site Support
Client Application Supoprt
End User Device Aquistion
Network and Systems
Networks
Systems
Architects
IAM / Info Sec
Finance and Admin Enterprise Appl
Support
Prod Support
Web Devel
EAS Develop
DBA
PMO
~135 FTE
Team
Previous request management
Systems
ETS
Network
Data Research
Computing
Voice
Security
Desktop Support
Computer Labs
Card Services
Hardware Services
AV Services
O365
Service Desk
Resource Pools
Users
New request management context
Resource Pool Management
Work Management
Users
Triage
PMO/EAS
Projects
Service Requests/ Incidents
Systems
ETS
Network
Data Research
Computing
Voice
Security
Desktop Support Computer
Labs
Card Services
Hardware Services
AV Services
O365
Service Desk
Resource Pools
Service Desk
ITS – Transitional Time Line 2014
The story continues…
Since Oct 2012
5 Process in motion
IM, RF, CM, SCM, CSI
120+ Trained in Foundation
8 Trained in Advanced Levels
2 Full years with ITIL Expert engaged
Soft-launch Service Desk
Process Owners named and Process tables in place (with Process Managers)
CSI register and CSI framework in place
Change Advisory Board (not jus CAB as some people might not know the acronym)
A first version of the IT Service Catalogue (not yet published)
Objectives and Results … so far
… (to be filled in later) … 2-3 pages max
Some of the Challenges and Lessons learned
Challenges:
Hiring/Reallocating Resources to the Service Desk Function
ITIL Initiative not managed as a Project (no Project Manager and no Project
Status report)
Numerous Schedule Challenges between Key Resources ongoing
responsibilities and vacations
Some Key Resources involved on too many processes
Bottleneck around our ITSM Tool Admin.
Lessons Learned:
Involving Key people early in the Design of the ITSM Roadmap, make them
accountable for their success and support them,
Having an external perspective (consultant) helps rethink the way we should
be working,
Years 4-5 would possibly include;
Financial Management for IT Services
Service Portfolio Management (linked to Project Portfolio)
Availability Management
Capacity Management
Security Management
Continuity Management
Suppliers Management
Test and Validation
Event Management (monitoring and tracking)
Possibly inserting Service Design Coordination Process in Year 2
to help integrate with our Project Management framework.
IT Service Management program…beyond year 3…
ITSM discussions with other Higher Education
organizations… join us tomorrow
ITSM Information sharing session with other Higher Education
Organizations
Which Processes are part of your ITSM Roadmap?
What does your Service Catalogue looks like?
How did you build the relationship with your clients?
What are your most complex IT Service Management Challenge
Meet us for Breakfast at from 7:30 am to 9:00 am.
Thank you!
Bruce Caddell
Dalhousie University – Director ITS Client Services
ITSM Project Sponsor
Jean-Claude Beaudry
Dalhousie University – CSI Manager
Thank you for attending this session.
Don’t forget to complete an evaluation form!