knowledge12 yale service management rapid maturity yale format

Rapid Maturity and Continual Service Improvement

Adriene Radcliffe

Director, Service Management

Yale University

Gerry Geddes

Executive Consultant

Fruition Partners

Rapid Maturity with Service NowRapid Maturity with Service NowThe Transformation of Yale University . . .

ITSM Process Owners

Process Managers Governance

ServiceNow Quarterly Business Review CSI

Yale TimelineYale Timeline

Vision ToolProcessPlan Govern

“To be 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

May 2011

From Good to Great – by Jim CollinsFrom Good to Great – by Jim Collins

Start with the right peopleSuperb leadershipConfront brutal facts

Culture of disciplineTechnology as an accelerator• http://jimmyzimmerman.com/blog/wp-content/uploads/

flywheel.swf

http://jimmyzimmerman.com/blog/wp-content/uploads/flywheel.swf

http://jimmyzimmerman.com/blog/wp-content/uploads/flywheel.swf

Our fly wheel was 300 years oldOur fly wheel was 300 years old

And covered in Ivy…

We had typical challengesWe had typical challenges

• 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


Sponsor

Process Owners Partner


July 2011 Sept 2011

Key Points in the Yale PlanKey Points in the Yale Plan

• Educate ourselves with ITIL Foundations and begin to use the language 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 and use key metrics to guide us where to improve

• Leverage a partner to guide us on this journey


• Fruition Partner• Workshops• Roadmap• Pockets of Excellence• Process Improvement


Sept 2011 Dec 2011

Pockets of ExcellencePockets of Excellence

• Change Advisory Board (CAB)• Consolidated Help Desk• Standard Operating Procedures• Monitoring and Event

Management

Areas we focused our effortsAreas we focused our efforts

• Service Operations Center• Creating a Problem Process• Standardizing a Request

Framework• Process Metrics and KPI’s• Service Metrics with Quarterly

Business Review


Our fly wheel begins to spin!


April 2012Jan 2011

-3 S

D+

3 S

D

Unstable ProcessRelease 1

Stable & Predictable

Release 2

Predictable & Capability

UCL

LCL

TimeBaseline Maturity

Objectives: Baseline – Stabilize - Improve

• Baseline process variation

• Stabilize processes

• Stabilize measures

• Stabilize reporting

• Continuous Process Improvement

If your service performance is between

UCL – Upper Control Limit

LCL – Lower Control Limit

Your process is

stable, predictable and capable



• Service Management Organization • CSI as a Service • Process Owners/Managers & Practitioners • Service Owners & Quarterly Business Review


April 2012

Key Service Measurement ObjectivesKey Service Measurement Objectives

Precise

Accurate

Stable

• Reporting

• Analysis

• Action

• Continuous Improvement


To Reach CSI’s Target State it Needs…To Reach CSI’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


Best Practice Accelerator (BPA) InstanceBest Practice Accelerator (BPA) InstanceProcess-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 (tailor-

able) 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


CMDB RoadmapCMDB Roadmap

ITAM – Platforms/Devices• Component-centric physical view of

ITS assets

• Discovered assets and configurations

• Allows for ad hoc analysis of assets

• Limited focus on asset change

control (auto-discovered updates)

• Excellent tool for system operators

and support staff

SACM – Solutions/Systems• 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

customer-facing changes

SACM –

Services View• Logical, integrated view of services

• Exposes hidden or complex service

inter-dependencies

• Enhance organization’s ability to

describe changes to change impacts

in terms of business impacts

• Allows for business-centric view of IT

operations, and the relationship to

services delivered by the business


What is CSIaaS?What is CSIaaS?

Subscription-Based Service

• 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

CSI CoachCSI Coach

Access to 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


Pre-Built Operational Reports & Views

OLAP, multi-dimensional analysis capabilities = fast

report rendering for complex queries and reports

Reports & Dashboards Enabled by Best Practice Accelerator (BPA) Data Model

Reports & Dashboards Enabled by Best Practice Accelerator (BPA) Data Model

Enhanced Dashboards, Value Scorecard &

Analytics

OLTP analysis capabilities = fast reporting of

transactional data, optimal for short time-window (e.g.

last 2 weeks) views

• BPA provides real-time pre-built views

and reports accessed through your

ServiceNow Activation

• BPA enables enhanced dashboards,

improvement report cards and and multi-

dimensional analysis available with a CSI

Coaching Subscription

BPA installs the Proprietary Data Model that Underpins Reporting & Analytics

1 2


CSIaaS Toolkit Scope – Integrated Within ServiceNow PortalCSIaaS Toolkit Scope – Integrated Within ServiceNow PortalSurveying 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


Maturity Self-Assessments tool to

Internally monitor improvements

Yale Timeline

Structured Survey Measurement Tool by dimension

(allows for insightful aggregation of questions/responses

Yale Timeline

KPI-Based Dashboards pinpointing changes in performance “critical few out of the important many”


Annotated KPIs to tell a story about what

is really happening behind the measures –

Not Just What but Why!


Drilldowns to carefully

selected measures that

expose why a KPI has

changed

Yale Timeline

Detailed

Analysis by

agent and time of

day

Structured Guidance to

help you ask the right

questions based on your

data

Goal Setting & Tracking

• Set performance targets

• Track successes

• Annotate a story to show what worked

Yale Timeline

Simple, focused way to

monitor “How Are We

Doing?”

CSI Scorecard - a single

“VALUE score” that can be

used to trend improvements

that matter to the business

Yale Timeline

32

CSI– Service Desk & Incident Managementsample TACTICAL PLAN

CSI– Service Desk & Incident Managementsample TACTICAL PLAN

Tactics

Establish an executive view

of service desk performance

that drives service

improvements & promotes a

culture of continuous service

improvement (CSI)

3.0

Execute Improvements & Corrective Actions

To champion improvements & achieve

targeted outcomes

3.0

Execute Improvements & Corrective Actions

To champion improvements & achieve

targeted outcomes

2.1

Review Performance & Flag Improvements

2.1

Review Performance & Flag Improvements

Deliverables

3.1

Kick-off the SIP

3.1

Kick-off the SIP

3.2

Review Monthly Performance Reports

3.2

Review Monthly Performance Reports

3.3

Monitor SIP progress & initiate course corrections

3.3

Monitor SIP progress & initiate course corrections

3.4

Formally Close out SIP

3.4

Formally Close out SIP

1.0

Establish SDIM Value Score Card

To ensure actionable, VALUE performance

information is available for SD & IM

continuous improvement

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

• Draft CSI Process Model (Roles)

1.4

• Populated, Annotated SDIM Value Trend Score sheet

1.5

• Performance Review - Terms of Reference

• Inaugural performance review meeting

1.1

• Value Score Sheet KPIs & Champions

1.2

• KPI Master Measurement Dictionary

• Baseline Score Sheet & Importance Weighting

1.3

• Draft CSI Process Model (Roles)

1.4

• Populated, Annotated SDIM Value Trend Score sheet

1.5

• Performance Review - Terms of Reference

• Inaugural performance review meeting

1.1

Define Value Score Indicators (KPIs)

1.1

Define Value Score Indicators (KPIs)

1.2

Establish Measurement Dictionary & Baseline

1.2

Establish Measurement Dictionary & Baseline

1.3

Define data gathering & analysis roles

1.3

Define data gathering & analysis roles

1.4

Enable data collection, analysis & annotation

1.4

Enable data collection, analysis & annotation

1.5

Coordinate Review of Initial Performance

1.5

Coordinate Review of Initial Performance

3.1

• Inaugural “Managing the Plan” mtg & collaterals

3.2

• Routine Value Trend updates to monitor achievement of targeted improvements

3.3

• Regular updates to Action Plans

• Corrective Actions Log

3.4

• Lessons learned

• Formal SIP Close Out

3.1

• Inaugural “Managing the Plan” mtg & collaterals

3.2

• Routine Value Trend updates to monitor achievement of targeted improvements

3.3

• Regular updates to Action Plans

• Corrective Actions Log

3.4

• Lessons learned

• Formal SIP Close Out

2.0

Review Performance & Prioritize

Improvements

To ensure performance shortfalls are

diagnosed, prioritized & scheduled for

improvement

2.0

Review Performance & Prioritize

Improvements

To ensure performance shortfalls are

diagnosed, prioritized & scheduled for

improvement

2.2

Prioritize Improvements & Scope CSI

2.2

Prioritize Improvements & Scope CSI

2.5

Communicate the CSI & SIP

2.5

Communicate the CSI & SIP

2.1

• Performance Analysis & Annotation

• KPI targets mapped to tactical improvements

2.2

• Prioritized Improvement Inventory

• CSI Scope & SIP Tactical Tree

2.3

• SIP Action Plans with resource/due dates

2.4

• SIP Management & Monitoring Plan

2.5

• Stakeholder Communication Plan & Material

2.1

• Performance Analysis & Annotation

• KPI targets mapped to tactical improvements

2.2

• Prioritized Improvement Inventory

• CSI Scope & SIP Tactical Tree

2.3

• SIP Action Plans with resource/due dates

2.4

• SIP Management & Monitoring Plan

2.5

• Stakeholder Communication Plan & Material

2.3

Develop Service Improvement Plan (SIP)

2.3

Develop Service Improvement Plan (SIP)

2.4

Establish “Manage the Plan”

2.4

Establish “Manage the Plan”

Yale University Now…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

Thank YouThank You

Director, Service Management

Adriene Radcliffe

Yale [email protected]

Twitter: @a_radcliffe

Blog: news.its.yale.edu/itsm

Executive Consultant

Gerry Geddes

Fruition [email protected]

mailto:[email protected]




knowledge12 yale service management rapid maturity yale format

Education

problem process

process lifecycle

service performance

end business service

best practice process

service requests

yale timelinevisionplansept

yale plan