case study: state of colorado takes the road to itsm maturity: playing the game and winning

Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning

William Chumley

IT Service Management

Governor’s Office of Colorado

Chief Customer Officer

D05X162S

@WilliamMChumley

#CAWorld

#ITSM

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Abstract

Why is increasing IT service management (ITSM) maturity

an objective of almost every IT organization? And why is

almost every ITSM organization stuck at a very low level

of ITSM maturity and unable to increase it despite

significant investments in technology, people and

process? Learn how the State of Colorado’s Chief

Customer Officer has leveraged end-to-end ITSM to

significantly elevate its ITSM maturity and increase

business value.

William Chumley

State of Colorado

Governor’s Office of Information Technology

Chief Customer Officer


Agenda

SETTING THE STAGE – CASE STUDY

WHERE TO BEGIN?

WHAT’S NEXT FOR US

TRANSFORMING THE ORGANIZATION

IT SERVICE MANAGEMENT ECOSYSTEM

WHAT RESULTS HAVE WE ACHIEVED?

1

2

3

4

5

6


About OIT

• Enterprise provider of IT services

• Serve ~26,000 state employees

and 17 state agencies

• Support ~30,000 end-user

computing devices and ~1,200 mission & business critical systems


Challenge – Onboarding

Integrating 17 processes and workflows:

• Unique customer accesses (14 forms)

• Varying equipment specifications

• No baseline

• Anecdotal stories

Defining:

• Processes

• True metrics

• Linking all processes and tickets to one flow


Where to Begin?

• Commit to the Transformation – buy in from the top

• Define Services

• Establish processes to support delivery of services

• Define, align, and assign service owners

• Transform financial reporting


Where to Begin?

• Commit to the Transformation – buy in from the top

• Define Services

• Establish processes to support delivery of services

• Define, align, and assign service owners

• Transform financial reporting

• Transform, inform, transform, inform

• Normalize and measure


Typical IT Operating Model


Challenging the IT Operating Model


Roadmap to End-to-End Services


OIT Transformation

Service Management

Incident, Change, Release Management

Process

Transformation


Statewide IT Governance

• Architecture Review Board

• IT Purchase Approval

• IT Project Governance

• IT Standards

• Data Governance

• Five Year Roadmaps for

Technology and Agency Initiatives


Defining Services

• End-to-End IT services (or Integrated Business Services [IBS])

package together resources (people, process, technology and

information) required to enable an outcome for a business

solution

• Service definition is defined by the business capabilities that

it supports

• Service delivery crosses both applications and infrastructure

but is driven by customer demand


• Integrated Business Services rely upon various IT

Enabling Services for success

• The IT Enabling Services are not necessarily aligned

with organizational or functional units – but they may

begin that way

• These services are best broken into three categories:

IT Enabling Services


• Technical Services - Software components that can be

invoked and whose interface descriptions can be

published and discovered, as described in a service-

oriented architecture framework

• Infrastructure Services - Hosting, storage, network, and

other technology-focused product bundles offered by

the infrastructure team

• IT Shared Services - Refers to an organizational form

that is commonly synonymous with centralized IT

organization

IT Enabling Services


● Integrated Business Services are described by the activities business

partners undertake or the business services they provide rather than the

technology or assets that enable them to do those things.

● Business capabilities are the building blocks of service definition

● Capabilities are are elevated above IT silos to ignore functional

distinctions (infrastructure/apps/etc)

● Unlike technologies, the capabilities remain primarily stable over time

Integrated Business Services

End-to-End Service

Business Capabilities


• Asset Management

• Audit/Compliance

• Benefits/Eligibility

• Case Management

• Claims Management

• Collaboration & Productivity

• ECM - Enterprise Content

Management

Integrated Business Service (IBS) Examples

• Emergency Management

• Enterprise Architecture &

Project Governance

• Financial Management

• Identity Management &

Single Sign On

• Licensing, Permitting,

Inspections, Regulatory &

Policy Enforcement


Core Capabilities• Procurement

• Payroll

• Accounts Payable/Receivable

• Cash Management

• Budgeting

• Contract Management

• Grants

IBS - Financial Management

Critical Features• Integration/API Architecture

• Data Transparency (TOPS, Open Records)

• IRS/FTI/Etc. Compliance

Disambiguation• Not HRIS

• Colorado Operations Resource Engine (CORE)

• Affiliated Services - Vendor Management


• Access Control

• Audio Conferencing

• Colorado State Network

• Data Center Housing

• Deskside Support

• Email Services

• Telecom Services

IT Enabling Service Examples


Core Capabilities

• Physical IT asset hosting, maintenance and monitoring

Critical Features

• Physical access control

• Equipment racking/housing

• Environmental controls

• Fire detection/suppression

• Power supply and conditioning

Disambiguation

• Physical/Tangible Assets

IT Enabling Service: Data Center Housing


Agreeing on Services

• Requires strong business architecture and executive support – takes a bit of time!

Speed Bumps




Process Improvements

• 50 percent of the work is process (perhaps more like 80 percent?)

Speed Bumps




Process Improvements

• 50 percent of the work is process (perhaps more like 80 percent?)

Financial modeling and systems need to catch up

• True end-to-end – like your Amazon shopping cart –is difficult (even with great tools)

Speed Bumps


Total Pricing - Modeling


ITSM EcoSystem: Streamlining Processes


It Begins With a Vision

Interconnect various systems,

databases, and reporting

mechanisms to deliver business

solutions through workflow

automation and processes to

enable a consistent customer

experience


What It Will Do


Behind the Scenes

Integrating existing applications and building:• Workflows

• Automated notifications

• Ticket Management

Defining:• Processes

• Business Outcomes

• Configuration Linkages


Customer Service Portal

Accomplishments:• Creation of 15 streamlined service

offerings

• Automated backend workflows

created for offering to ensure

consistent and efficient processing

Users can now:• Track progress of submitted requests

• Post questions to community boards

to connect with other users

• Complete various other action-

specific requests


Current OIT Offerings

• Submit a Ticket

• Password Reset

• Service a Printer

• OIT Access Request

• OIT On-boarding

• OIT Off-boarding

• Replace Mobile Device

• Replace Desk Phone

• New Mobile Device

• New Desk Phone

• Laptop Procurement

• Desktop Procurement

• Peripherals and

Accessories

• Software Request

• Firewall Change


Change Management: Where Were We in 2014?

• Majority of OIT personnel claimed they

“didn’t know” there was a change policy

• No communication - no Change Advisory

Board (CAB) meeting, most approvals

rubber-stamped

• No single centralized CAB - different

departments with different processes –

limited enterprise visibility

• Limited acceptance of requirements, and no

leadership backing for enforcement

• Application cumbersome and inefficient -

limited accessibility

• 5 Government Departments routinely

submitting changes, 2-3 others with

occasional changes, 10 with zero changes

reported in more than 12 months

• Average of 90-110 changes submitted per

month

• Average of 16 failed changes per month

• Changes tracked in home-grown application

with limited reporting abilities and

available only on state network

• No dedicated Change Manager as primary

role

BY THE NUMBERS BY THE MOOD


What Could We Do?

No buy-in on current process from users

Improper understanding of Change Management

Inadequate tools

Limited and unhelpful reporting

No accountability

No enforcement

We needed a way to sell the value through proven, accessibility, and ease of transition. In government, introducing governance is a nearly impossible task.

We could not take a private sector approach of “Do this or else!!”

“Sit in the corner and think about what you did!”


How Can We Do This?

Process

Planning

Process

AcceptanceGet help from

the

professionals

Get input from

the players -

teams and

customers

Get strong

leadership

backing

Communicate

and train

Be accessible

and consistent

Learn

Collaborate

Empower

Educate

Support


Where Are We Now?

• 700 users trained in person, newcomers

informed of process - everyone knows!

• Communication based - weekly CAB

meeting, changes each have SPOC

• 1 CAB, also acting as ECAB. Discussion

takes place in the weekly meeting

• 99% compliance - cannot implement

changes without training. Violations

minimal but consequences severe

• Application easily accessible and familiar

for all users

• All state agencies are now recording

changes - 100% compliance.

• Average of 220-250 changes submitted

per month

• Average of <1 failed changes per month -

0 failures 5 months running

• Changes tracked in CA - working toward

single ITSM solution available via web

with custom reporting

• ITSM Team dedicated to processes

including Change Management full time

BY THE NUMBERS BY THE MOOD


Where Do We Want To Go?

ITSM

MANAGEMENT IN

SINGLE TOOL:

CA SERVICE

MANAGEMENT

The Big Ask for CA Technologies:

When will more of CA Service Desk Manager

be scalable for use on mobile devices?


Use Case – On-boarding

Integrating 17 processes and workflows:• Unique customer accesses (14 forms)

• Varying equipment specifications

• No baseline

• Anecdotal stories

Defining:• Processes

• True metrics

• Linking all processes and tickets to one flow


Use Case – Onboarding

Clear customer engagement through portal:• One form instead of 14

• “One Ticket - Three Steps”

• Easy tracking of request

• Eliminated anecdotal stories

Ultimate outcome:• Reduced onboarding time from

• 19 days to 3 days

• Ability to show metrics and results and to plan for

future needs


Where to Next?

• Continual Transformation

• Process Maturity

• Transform financial reporting – ability to buy

easily

• Expand Service Management and Governance

• Leverage Customer Service Portal

• Infrastructure as a Service


Q & A


Recommended Sessions

SESSION # TITLE DATE/TIME

DO5X163S Appriss Supercharges ITSM Efficiency with Process

Automation to Save Lives

11/18/2015 at 2:00 pm

Breakers L

DO5T19SOppenheimer Funds Brings IT to the People with ITSM

Self-Service and CA Service Catalog

11/18/2015 at 3:00 pm

Theater 5 (show room floor)

DO5T11SVision and Strategy: The Road to a New IT Service

Management Experience

11/18/2015 at 4:30 pm

Theater 5 (show room floor)


Must-See Demos

ITSM Designed for Humans

CA Service Management

Theater 5

Let Analysts Help People

CA Service Desk Manager

Theater 5

Make IT Simple with ITSM

CA Service Catalog & Unified Self-service

Theater 5

Dashboards for Better ITSM

Xtraction for CA Service Management

Theater 5


Follow Conversations At…

Smart Bar

CA Service Management

Theater 5

Tech Talks

Design Thinking for Next Generation ITSM

Theater 5


For More Information

To learn more, please visit:

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CA World ’15

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