controlling the chaos with itsm governance

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Marie DiRuzza is the Associate Director of IT Service and Support at Worcester Polytechnic Institute (WPI), Co-chair of the WPI ITSM Committee, and project manager for the IT Service Management project. This multi-year project, now in year three, is charged with the implementation of Incident Management, Service Request fulfillment, Knowledge Management, Change Management, and Asset Management using Cherwell CSM. The president of the HDI New England Chapter and a SIGMaster and regular speaker at NERComp, Marie has been a leader in the IT support industry for over 10 years. She holds a BA degree in Mathematics as well as the following industry certifications: Project Management (WPI CPE), ITIL Foundations v3, HDI Help Desk Manager. “Controlling the Chaos with ITSM Governance”

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Control customization chaos and scope creep by setting up a clear governance structure around your IT service management initiatives, Cherwell Service Management (CSM) implementation, or Cherwell customization efforts. Learn how Worcester Polytechnic Institute (WPI) approached creating an IT service management governance structure to enable strategic decision-making and kept the WPI ITSM project and CSM implementation on track.

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Page 1: Controlling the Chaos with ITSM Governance

Marie DiRuzza is the Associate Director of IT Service and Support at Worcester Polytechnic Institute (WPI), Co-chair of the WPI ITSM Committee, and project manager for the IT Service Management project. This multi-year project, now in year three, is charged with the implementation of Incident Management, Service Request fulfillment, Knowledge Management, Change Management, and Asset Management using Cherwell CSM. The president of the HDI New England Chapter and a SIGMaster and regular speaker at NERComp, Marie has been a leader in the IT support industry for over 10 years. She holds a BA degree in Mathematics as well as the following industry certifications: Project Management (WPI CPE), ITIL Foundations v3, HDI Help Desk Manager.

“Controlling the Chaos with ITSM Governance”

Page 2: Controlling the Chaos with ITSM Governance

Controlling the Chaos with ITSM Governance

Marie DiRuzzaAssociate Director, IT Service & Support

Worcester Polytechnic Institute

Page 3: Controlling the Chaos with ITSM Governance

WPI Rankings…

Top 25% national research universities

Among the nation’s “Best Undergraduate

Engineering Programs”

# 1 MBA Program in the Northeast since 2007

#2 for Most Popular Study Abroad Program

Undergraduates

4,012 Students

Avg. GPA: 3.85

Avg. class rank: top 10%

Graduates

1,916 full/part-time

Faculty/Staff: ~825

IT Staff: 63

Page 4: Controlling the Chaos with ITSM Governance

WPI: from research to innovation to impact

Class of 1881

Class of 1908

Class of 1945 Class of 1973 Class of 1985 Class of 1994

Class of 1970 Class of 1975 Class of 1986

Elwood Haynes, Innovator

Stainless steel

Carl Clark, InnovatorAuto airbag system

Dean Kamen, InnovatorSegway

Edward Cheung, Innovator

Hubble Space Telescope

Karen Tegan Padir, LeaderSun Microsystems

Robert Goddard, InnovatorFirst liquid-fueled rocket

Robert Harvey, InnovatorEarly artificial heart

Michael Dolan, LeaderExxonMobil Chemical

Kathy Loftus, LeaderWhole Foods Market

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Agenda

• ITSM & Organizational Change • WPI ITSM Project History• The Need for Governance• Governance • Structure• Challenges & Successes

• Outcomes• Go-Something• Cherwell-A-Palooza• Continuous improvement efforts

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Adopting ITSM isOrganizational Change

ITSM was likely to change:

• The way we worked

• The way we thought about our work

• Our processes for managing work

• Roles & ResponsibilitiesITSM would change our organization so applying

organizational change methodologies made sense

Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. (wikipedia, Kotter)

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Kotter’s 8-step planhttp://www.kotterinternational.com/our-principles/changesteps

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ITSM Project Goal

To modernize WPI IT Service Management, enabling IT to work more efficiently by implementing an integrated system which reduces the need for many disparate systems, integrates support tools, and allows for fluid and efficient processing of requests across the WPI IT organization and by adopting IT Service Management (ITSM) best practices that meet the changing needs of the organization.

ITSM: Running the Business of IT

Change Vision

Communicate for buy-in

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Worcester Polytechnic Institute9

The ITSM Committee . . . Create a Guiding Coalition

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Kotter’s 8-step planhttp://www.kotterinternational.com/our-principles/changesteps

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ITSM Project Roadmap

Phase I & II

EmpowerBroad-based

Action

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ITSM Project Timeline: Phase I & II

Fall 2011

Project Plan and Roadmap definedJan/Feb 2012

Obtain Executive buy-in

Summer 2011

ITSM Committee formedOrganizational Assessment begins

Summer 2012

Develop RFPProcess Mapping TrainingTool Selection process begins (96/6)

December 2012

Tool Selection: Cherwell CSM

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Worcester Polytechnic Institute

WPI ITSM Project: Phase II

Deployment Governance included:─ cross-functional process-based teams:

Incident and Service Request Fulfillment Change Management Knowledge Management Asset Management

─ ITSM Steering Committee Role is to govern the process-based teams

─ Cherwell Admin Team Team of tool administrators; implementers

o Systems Administrator skilled in Application Integrationo Help Desk Team Leado IT Content, Communications & Training Coordinatoro Project Leaders (PM & Hosting Supervisor)

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Need for Governance

With multiple process-based teams, and 22-26 individuals, we needed:• A unified direction

• A way to ensure that one team didn’t do something that would negatively impact another teams’ progress.

• A mechanism for setting priorities• Strategic decision-making• Resource allocation & planning• Ability to respond to a changing

environment, as well as changing institutional priorities

• Ability to plan for the future

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Incident Management

Associate Director, IT Service & Support

InformationSecurity Officer

Helpdesk

Network Operations

Marketing/Web

Enterprise Solutions

Desktop Support

AV Services

Service Request Fullfillment

Director, Academic Technology

Center

Helpdesk

Desktop Services

Network Operations

Telecom

Enterprise Solutions

Marketing Web

Asset Management

Desktop Support Supervisor

Desktop Support

Helpdesk

Information Security

Network Operations

Academic & Research

Computing

Change Management

Manager, Hosting Services

Manager, Network Operations

Information Security

Hosting Services

Network Operations

Academic & Research

Computing

Knowledge Management

IT Content, Comm. & Training

Coordinator

IT Comm.

Helpdesk

Technology for Teaching & Learning

Enterprise Solutions

Process-based Teams

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Something was missing . . . .

AuthorityInfluence

Power

ITSM Steering Committee

Associate Director, IT Service & Support

InformationSecurity Officer

Director, Academic Technology

Center

Desktop Support Supervisor

Manager, Hosting Services

Manager, Network Operations

IT Content, Comm. & Training

Coordinator

Associate Chief Information Officer

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Kotter’s 8-step planhttp://www.kotterinternational.com/our-principles/changesteps

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Worcester Polytechnic Institute18

Challenges & Successes

Challenges:

• Time-consuming─ Committing the time in a smaller IT shop is tough,

especially if you wear multiple hats

• Competing Priorities─ Prioritize quick-wins/low hanging fruit when you can─ But don’t forget about the bullfrogs (Tracy, Eat that Frog!)

• Leadership─ Change is hard. People need to be led through change.

• Communication─ Cannot over-communicate. Do not underestimate this.─ Communicate, Communicate and Communicate some more

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Worcester Polytechnic Institute19

Challenges & Successes

What Worked:

• Process First─ Process Mapping Focus─ “Can’t Automate what you haven’t Defined”─ Document, Document!

• Reinforcement & Encouragement─ Old habits die hard. Reiterate the vision/goal.─ “Today is better than yesterday, tomorrow will be better than

today!”

• Leadership─ Change is hard. People need to be led through change.

• Communication─ Cannot over-communicate. Do not underestimate this.─ Communicate, Communicate and Communicate some more

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Worcester Polytechnic Institute20

Challenges & Successes

What Did NOT Work:

• Not all Decisions can be made by Committee─ Don’t waste time discussing in committee what can be

decided by an individual with the right authority

• Trying to do too much at once─ Prioritize and focus on a few key items at a time

• Failure to address resource issues─ Adding additional hats is not the same as allocating

resources

• Not communicating progress

• Neglecting the resilience factor─ This is a marathon, not a sprint. People will get tired.

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Outcomes

Process Mapping Training

22 participants

Go-Something Soft launch

ITIL V.3 Training 20 participants

Cherwell-A-Palooza Training & CelebrationEvent

Strategy for Professional Services

Use of blend of consultant resources. Trainers, ITIL, Process & Tool-based

Deployment Progress

Incident, Service Request, Knowledge

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Not Sure Go-Live will Go-Well?

Go-Something!

Add fun with custom t-shirts!

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Cherwell-A-PaloozaTraining Event & Celebration

If you feed them, they will come!

- Great way to communicate Changes- Cool name makes it more appealing- Use Surveys to inform the agenda

- Don’t be afraid to ask the tough questions!- The enemy you know . . .

- Advertise & Post Agenda- Record for playback

Cherwell-A-Palooza

Don’t forget to Celebrate Successes!

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ITSM Project Timeline

Fall 2011

Assessment Data compiled

Jan/Feb 2012

Obtain Executive buy-in

Spring 2014

Knowledge ManagementOne-steps

Dashboards

Summer 2011

ITSM Committee formedOrganizational Assessment begins

Summer 2012

Process Mapping Tool Selection process begins (96/6)

December 2012

Tool Selection: Cherwell CSMSummer 2013

Go-Something

Spring 2013

ITSM Steering Committee Begins

Fall 2013

Incident ManagementService Request FulfillmentHDI CSI IntegrationWinter 2014

Specifics Forms/GuidesSimplified portal (slow launch) Plans for 2015

• Service Owner Program• Asset Management• Change Management• Major Incident Handling• Service Catalog

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Bibliography• (Wikipedia) Kotter, J. (July 12, 2011).

"Change Management vs. Change Leadership -- What's the Difference?". Forbes online. Retrieved 12/21/11

• Kotter International website, http://www.kotterinternational.com/our-principles/changesteps

• Tracey, Brian, Eat That Frog!

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Recommended ReadingOur Iceberg is Melting by John Kotter

Architecture and Patterns for IT by Charles BetzService Management, Resource Planning and Governance. Making shoes for the Cobblers Children

The Phoenix Project:by Gene Kim, Kevin Behr and George SpaffordA Novel about IT, DevOps, and Helping your Business Win

Eat That Frog! By Brian Tracy

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Questions?

Marie [email protected]

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Thank you for attending this

session.

Please fill out an evaluation form.

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