ACUTA Annual Conference

April 2013 1

PENN STATE

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• 1 University – 24 Locations

• $4.3B Total Operating Budget

• + 85,000 Students

ITIL 2011©

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• It is about delivering Services not Technology

• Adapt ITIL to Adopt ITSM

WHAT IS IT REALLY?

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Customer/ Business Needs

Technology

Operational Support

Business/Funding Model

ITIL

WHO IS TNS?

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• Telecommunications & Networking Services To be the most professional, expert organization in the application of

leading edge communication technologies within higher education.

Vice Provost/

CIO

Associate Vice

Provost

Administrative

Information

Services

Consulting and

Support

Services

Data Center

Digital Library

Technologies

Research

Computing

Security

Operations

and Services

Teaching and

Learning

Technologies

Telecommunications

& Networking

Services

www.tns.its.psu.edu

www.its.psu.edu

WHAT ARE WE ABOUT?

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• TNS MISSION Understand and integrate the various unique needs of the

University community to create a cohesive, holistic institutional networking and communications service which meets the needs of our customers

Provide highly available, secure, resilient, standards-based, networking and communications infrastructure

Balance the goals of accessibility, reliability, security, and ease of use, against resources and policies, to provide the most cost-effective and efficient solutions

Ensure the overall interoperability of Penn State’s networking and communication systems

Establish and communicate best practices for the use of networking and communications infrastructures at Penn State

SO WHAT’S THE PROBLEM?

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WHY ITSM AND ITIL?

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Quality Collaboration

Decision Framework

Process Efficiency

Service

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Recognize there might be a better way

• Identify Change Agents

• Invest in training

A common understanding/vocabulary

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ITSM ROAD MAP

“Connects Vision with Action”

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Services – What/Why?

Roles & Responsibilities – Who?

Processes – How?

NEXT STEP: WHAT ARE YOUR SERVICES?

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“Shift away from Incident-Problem-Change process to documenting what services are delivered today”(Anatomy of a Service – A Practical Guide to Defining IT Services,

Pink Elephant, September 2009)

“Build a service portfolio before taking any other steps in a service management journey” (ITSM

Fundamentals: How to Create an IT Service Portfolio, Gartner, March 22, 2011)

APPROACH TO DEFINING SERVICE • Service: A means of delivering value to

customers by facilitating outcomes the customers want without the ownership of specific costs or risks (ITIL v3)

• “A service is an action, not a thing” (Gartner - 2011)

• TNS Orderable/Deliverable Measureable (Performance, Relevance, Capacity,

Satisfaction Independent/Stand Alone Operational Life Cycle

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TNS SERVICES

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Service

Communications Cable &

Wiring

Consulting

Video Transmission Video Conferencing

CATV ACD

Telephony Auto-Attendant

Firewall Point-to-Point Circuits

Wired LAN Wireless LAN

UEN Connections SIP Trunking

LESSONS LEARNED: SERVICE

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Need strong leadership to drive discussion

There will be different interpretations of a “Service”

Understand what it means to classify something as a Service

Documentation

o Service Catalog

o Service Design Package

o Service Level Agreement

Measurement/Reporting

STEP 2: ROLES AND RESPONSIBILITIES • RACI (ARCI) Model

Responsible/Accountable/Consulted/Informed

• Attributes when assessing ITSM roles: Awareness of the business priorities, objectives

and business drivers

Awareness of the role IT plays in enabling the

business

Customer service skills

Management/Business skills

Communication/Negotiation skills

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SERVICE TEAM ROLES • Service Owner

Strategic Accountable

• Service Level Manager Tactical SLA/RFC

• Service Engineer Technical Service Design Packages

• Service Business Analysis Financial/Business

• Operations

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Service Owner

Ser

vice

(Le

vel)

Man

ager

Ser

vice

Eng

inee

ring

Ser

vice

Bus

ines

s A

naly

sis

Ope

ratio

ns

BUILD THE SERVICE FOUNDATION • Service Design Package (SDP)

Requirements oBusiness Requirements

o Service Applicability

Service Design o Functional Requirements

oOperational Management Requirements

o Service Design and Topology

Service Life Cycle Plan

• Service Level Agreements (SLA)

• Metrics & Reporting

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LESSONS LEARNED – ROLES

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Assign staff based on competencies, not their place in the organization

Will impact other functional duties

Matrix/Cross Organization Responsibilities

Be prepared for resistance from “matrix” relationships and reporting

Has improved communications and organizational awareness across the horizontal

Establish clear performance expectations and accountability

ORGANIZATION ALIGNMENT

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Service

Engineering

Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

PMO/

Service

Request

Operations

Service Owner

Functional E

xpertise

Business/

Financial

Functional E

xpertise

Functional E

xpertise

Functional E

xpertise

Service/Business Requirements

Service/Business Requirements

Service/Business Requirements

Service Owner

Service Owner

STEP 3: ASSESS PROCESSES

• ITIL presents 30+ Processes

• Identify those which maybe driving service inefficiencies

• Process Documentation Policy – Who/When

Process – What

Procedure – How

• Process Measurement

• Process Ownership

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ASSESS PROCESSES

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Level 1

Initial

Level 2

Repeatable

Level 3

Defined

Level 4

Managed

Level 5

Optimized

• Recognized buy there is little or no process management

activity

• Ad hoc

• Little documentation related to expected inputs and outputs

• No formal training or communication

• High reliance on individual knowledge and skill level

• Standardized and documented level of process

• Communicated through training

• Process integration is effective and measured

• Processes are good practice and are measured

• Processes are monitored and improvement models in place

• Has been fully recognized and has strategic objectives and

goals aligned with the overall strategic business and IT goals

Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

IDENTIFY RIGHT LEVEL OF MATURITY

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Level 1

Initial

Level 2

Repeatable

Level 3

Defined

Level 4

Managed

Level 5

Optimized

• Recognized buy there is little or no process management

activity

• Ad hoc

• Little documentation related to expected inputs and outputs

• No formal training or communication

• High reliance on individual knowledge and skill level

• Standardized and documented level of process

• Communicated through training

• Process integration is effective and measured

• Processes are good practice and are measured

• Processes are monitored and improvement models in place

• Has been fully recognized and has strategic objectives and

goals aligned with the overall strategic business and IT goals

Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

LESSONS LEARNED TNS - Processes

Service Portfolio/Service Catalog

Request Fulfillment

Change Management

Incident Management

Implement process change is like overhauling a train engine while in motion – Difficult

There will be resistance to adopting change

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LESSONS LEARNED

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CONSULTANTS?

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CONSULTANTS?

• PRO’s

Objective

Expert ITIL knowledge

Exposure to multiple IT organizations

Analytical skills

Quick turn around

Minimal impact on operations

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• CON’s

Cost

Risk of Acceptance

Limited knowledge of environment/culture

Lack of preparation affects effectiveness

Adapted from Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment

KEYS FOR SUCCESS – LEADING CHANGE

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• Leading Change (John Kotter, HBS Press)

Create a sense of urgency Form a guiding coalition Create a vision Communicate the vision Empower others to act on the vision Planning for and create quick wins Consolidating improvements and producing more

change Institutionalize the change

MANAGING CHANGE

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Vision Skills Incentives Resources Action

Plan Change

Skills Incentives Resources Action

Plan Confusion

Vision Incentives Resources Action

Plan Anxiety

Vision Skills Resources Action

Plan

Gradual

Change

Vision Skills Incentives Action

Plan Frustration

Vision Skills Incentives Resources False

Starts

Knoster, T. (1991) presentation at TASH Conference, Washington DC

LEADERSHIP COMMITMENT

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• Long hard journey

• Prepare of resistance and impact

Time

Pro

du

ctiv

ity/

Mo

rale

Disrupt Adoption/ Transition

Acceptance/ Performing

TAKE AWAY

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• Know where you are before you decide where you want to go

• Develop a strategy/vision/road map

• Invest in training

• Adopt and follow a solid change and communications strategy

• Celebrate successes

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WHAT DO YOU WANT TO BE?

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• A TECHNOLOGY organization delivering services

• A SERVICE organization delivering technology