understanding and applying itil in higher education bill cunningham associate director, process...
TRANSCRIPT
• Copyright Bill Cunningham, 2008 . This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
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Agenda
• ITIL Overview
• How Yale came to consider ITIL
• Yale’s ITIL Project Portfolio:
– Phase 1 – Learning about the Framework
– Phase 2 (present)- Incident, Problem and Change Mgt.
– Phase 3 (future)- Service Catalog, SLM, Configuration Mgt.
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ITIL Overview
• Who has heard of ITIL?
• Who is doing ITIL?
• Who is thinking about doing ITIL?
• Anybody ITIL Certified?
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What is ITIL?
• A best practices framework to enable IT Service Management
• Focused, to some extent, on processes
– Has roots in Business Process Management (BPM)
• Flexible
• Non- Prescriptive5
IT Service Management (ITSM)
• Systems Management
– Traditional IT management focus (well, not just IT)
– Leads to ‘silos’ as IT organizes around technical specialties
• Service Management
– Clients and Customers do not consume the ‘systems’ IT Manages
– They use IT Services6
IT Services – IT Processes
IT Services
End –Users Clients
IT Processes
Appl
icati
ons
Info
rmati
on
Infr
astr
uctu
re
Peop
le
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Process
• Process -
– “a complete end-to-end set of activities that together create value.”
– “a series of related activities aimed
at achieving a set of objectives in a
measurable, usually repeatable
manner.”
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Process
Process OwnerGoals – (Policies)Activities – (ProceduresWork Instructions)Key TermsKPIs – CSFs (Metrics)
Inputs Output
Roles & Resp. (ARCI)
Resources.
reports
Feedback
Generic (ITIL) Process Model
Dependencies
Maturity
ITIL Volumes
• V2:
– Service Support
– Service Delivery
• V3 (released May, 2007)
– Service Strategy
– Service Design
– Service Transition
– Service Operation
– Continual Service Improvement10
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ITIL V2 - Service Management Responsibility Pyramid
Service Level
Problem Change
Ser
vice
D
esk
Inci
dent
Rel
ease
Con
figur
atio
n
Ava
ilabi
lity
Cap
acity
Fin
anci
al
Ser
vice
C
ontin
uity
Service Delivery
Service Support
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Incident Management – Goal
Incident management seeks to restore client service as soon as possible while minimizing any negative effect on his/her work
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Incident Management – Activities
1. Incident Detection & Recording
2. Classification & Initial Support
3. Investigation and Diagnosis
4. Resolution and Recovery
5. Closure6. O
wne
rshi
p, M
onit
orin
g,
Tra
ckin
g &
Com
mun
icat
ions
Service Request?
Service Req. Procedure
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ITIL V2 - Service Management Responsibility Pyramid
Service Level
Problem Change
Ser
vice
D
esk
Inci
dent
Rel
ease
Con
figur
atio
n
Ava
ilabi
lity
Cap
acity
Fin
anci
al
Ser
vice
C
ontin
uity
Service Delivery
Service Support
ITSM, Frameworks and the Primary IT Value Chain
T
Plan Build Run
Demand/Relationship Mgt. Solutions Development Operations/Support
Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance
ITIL Service Strategy-Service Portfolio
ITIL Service Design-Service Catalog-- SLM--Avail & Capacity
PMBOKPrince2
Critical Chain
Theory of Conscious Alignment
SWEBOK
CMM
ISE
ITIL v2 Service SupportITIL Service Operation -- Incident -- Problem
ITIL Service Transtion-Transitions Planning/Suppt. --Change Management--- SACM (Configuration)-- Release and Deployment---- Svc. Testing and Validation
ITIL CSIBPM
Theory of Constraints
Why ITIL?
• Yale’s traditional Siloe’d IT organization
– The bar keeps getting raised, increasing demands
– Do more with less
– Technology more complex, interrelated
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Why ITIL?
• Integration – Yale’s Unique Challenge
– Merged Med and Central IT Organizations (Nov. 2005)
– Suddenly, a much larger organization
– Suddenly, two different cultures forced to cooperate
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Phase 1 – Acquiring ITIL Knowledge
• Organizational Change Management
– Any BPM redesign project is fundamentally about organizational change management
– Kotter’s 8 Steps
– ADKAR (Prosci)
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Phase 1 – Acquiring ITIL Knowledge
• Kotter’s 8 Steps (John Kotter, Leading Change)
– Create a Sense of Urgency
– Form a Guiding Coalition
– Create a Vision for the Change
– Communicate the Vision
– Remove Obstacles
– Create Short Term Wins
– Build on the Change
– Anchor the Changes in the Corp Culture
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Phase 1 – Form Guiding Coalition
• Executive Sponsorship
• Change Agents in organization
• Training (Summer, Fall 2006)
– ITIL Foundations
– ITIL Practitioner
– BPM Concepts
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Phase 1 – Form Process Project Plans
• Process Projects – Generic Deliverables– Documented and formalized process and
procedures
– Documented and formalized process policies
– Automation requirements defined and customized within technology availability and constraints
– Documented and defined awareness campaign and training activities for process implementation.
– Documented and formalized management reports and key performance indicators
– Documented and formalized ongoing roles and responsibilities for the management and continued ownership and improvement of the process
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Phase 2 – Incident, Problem, Change Mgt.
• Redesign of Incident and Problem processes in Client Support (begun Oct. 2006)
– No new tool– processes first
– Approx 80 people, 1 of 4 Departments
• Reworked Existing Ticketing System to enable Problem Management
• Experimented with naming Process Managers
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Phase 2 – Creation of Service Desk
• Combine 2 units into one Service Desk Unit (begun Winter, 2007)
– Client Accounts and Access
– Help Desk
– Still would not be Single Point of Contact
• This remains an incomplete transition
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Phase 2 – SOP Definition
• Purchased BPM modeling software
• Trained Business and Process Analysts
– Began with 3 part-time
– Later promote a HD staffer to permanent position
• Formed committees to define SOPs, Standardize Supporting Processes
– E.g. – Moves, compromised machines, account setups
– Feedback loop 26
Phase 2 – Expand Scope and Engage Enabling Technology
• Expand to Include Change Management (begun, Summer 2007)
– Managed Workstation (dependency)
• Expand Scope to Include Infrastructure Group
– Approx. doubles organizational scope, 2 of 4 Deps.
• Increased Risk
– Expands complexity
– Cultural issues magnify hurdle of Org. Change Mgt.
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Phase 2 – Enabling Technology
• Increased Scope- heightens need for unifying tool
– Vendors have hit the ITIL compliant space
– Speak to Gartner
• Further increases complexity
– Time to evaluate software
– Time to negotiate contract
– Time to negotiate SOW (January 2008)
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Phase 2 – Enabling Technology
• Training
– Need to train in house people to assist in process accommodation to technology
– Take over software maintenance and enhancements
• Consultants
– Work on joint project to deliver configured software
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Phase 2 – Enabling Technology
• Originally slated to go live with enabling technology in April, 2008
• Delays due to contract negotiation, consultant availability
• Currently training staff in use of the tool for Incident and Change Management
• System in production June 2
• June 30 official tool of record
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Phase 3 – Already Begun
Service Level
Problem Change
Ser
vice
D
esk
Inci
dent
Rel
ease
Con
figur
atio
n
Ava
ilabi
lity
Cap
acity
Fin
anci
al
Ser
vice
C
ontin
uity
Service Delivery
Service Support
Phase 3 – Planned July 2008, June 2009
• Incident, Problem, Change
– Implement CSI
– Increase Organizational Scope
• Knowledge Management
– Integrated with Incident and Problem Management
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Phase 3 – Planned July 2008, June 2009
• Service Level Management
– Already begun
– OLA, SLA definition
• Service Catalog 1 – Service Definition
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Phase 3 – Planned July 2008, June 2009
• Configuration Management
– CMDB Definition
• Change Management matured to include Release
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Is ITIL for you?
• ITIL specifies the “what” not the “how”
– Ideal for higher ed, for which commercial models often don’t fit
• Gartner findings
– Most organizations implement ITIL to improve quality, not reduce cost
– The biggest challenge to ITIL implementations is the culture change
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First Steps: Acquire Knowledge & Training
• High level sponsor
• Introductory workshop
• Appoint an ITIL project manager
– ITIL expertise
– Process mapping and redesign expertise
• Train a subgroup
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First Steps: Implementation
• Start with Service Desk and Incident Management OR Change Management
• Put process before tools
• Review current implementations, including processes and tools (Remedy, RT, Pinnacle) and target improvements
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Parting words
• ITIL is about change
• Serious change takes 3-5 years
• You can adapt ITIL to your organization as much as you adapt your organization to ITIL