controlling the chaos with itsm governance
DESCRIPTION
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.TRANSCRIPT
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”
Controlling the Chaos with ITSM Governance
Marie DiRuzzaAssociate Director, IT Service & Support
Worcester Polytechnic Institute
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
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
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
ITSM Project Roadmap
Phase I & II
EmpowerBroad-based
Action
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
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
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
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
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
Not Sure Go-Live will Go-Well?
Go-Something!
Add fun with custom t-shirts!
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!
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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