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
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
Yale TimelineYale Timeline
Sponsor
Process Owners Partner
Vision ToolProcessPlan Govern
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
Yale TimelineYale Timeline
• Fruition Partner• Workshops• Roadmap• Pockets of Excellence• Process Improvement
Vision ToolProcessPlan Govern
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
Yale TimelineYale Timeline
Our fly wheel begins to spin!
Vision ToolProcessPlan Govern
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
Yale TimelineYale Timeline
Yale TimelineYale Timeline
• Service Management Organization • CSI as a Service • Process Owners/Managers & Practitioners • Service Owners & Quarterly Business Review
Vision ToolProcessPlan Govern
April 2012
Key Service Measurement ObjectivesKey Service Measurement Objectives
Precise
Accurate
Stable
• Reporting
• Analysis
• Action
• Continuous Improvement
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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
Yale TimelineYale Timeline
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”
Yale TimelineYale Timeline
Annotated KPIs to tell a story about what
is really happening behind the measures –
Not Just What but Why!
Yale TimelineYale Timeline
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]