firefighting and heroics to process and planning: starting up an itil induced organization beth...
TRANSCRIPT
FIREFIGHTING AND HEROICS TO PROCESS AND PLANNING: STARTING UP AN ITIL INDUCED
ORGANIZATIONBeth Schaefer and Mark Rank | March 16, 2010
UW-MILWAUKEE
Enrollment 30,455
Undergraduate 25,239
Masters & Doctoral 5,216
Faculty & Staff 3,756
Central IT staff 125
IT student staff 175
Schools & Colleges 12
Programs:
Undergraduate 84
Masters 48
Doctoral 24
TODAY WE WILL BE COVERING
Our motivations
What are we doing now
Where we are going
The challenges we’ve faced
MOTIVATION
We had fires burning… Off hours emergencies Unstable infrastructure New initiatives appearing out of no where
We threw up our hands and said “What are we going to do to fix it”
DISRUPTIVE OPPORTUNITY
At the architecture level we were trying to understand our current state, but we were struggling with a framework
And then some staff went to an ITIL presentation by George Spalding
A division wide Operations Team was being formed
DISRUPTIVE OPPORTUNITY
Budgets were getting tight
Expected to "Do Less with Less" but to do things with higher quality and effectiveness
Needed a framework to link requirements engineering, project mgmt and strategic communication efforts
WE HAD PARTS OF THE PICTURE
Architecture frameworks Project management best practices Requirements engineering
Operational aspects weren’t covered Needed a framework to tie things together
THE KICKOFF
A proposal was drafted in Feburary 2009 to implement the ITSM/ITIL best practices framework
Proposal was circulated among the CIO Leadership Team, Architecture Team and newly created Operational Team
WHY ITIL?
There was not a systematic choice to use ITIL Local Peers started to implement ITIL ITIL V3 was a “Hot Topic" at the time "As good as anything to start with" “Drank the Kool-Aid”
HOW WE ORGANIZED THE EFFORT
Played the ITIL "Hot Potato" game with Leadership teams
Ended up forming coordination team composed of a few members from the leadership teams
Decision to have a “managed organic” process
WHERE WE STARTED
Identified three items that we were already doing that were ITIL'ish to start the conversation
Introduction of the topic at all staff meetings
Waves of ITIL online orientation Feedback sessions after the orientation Got the manuals so people could start reading
WHAT ARE WE DOING NOW
Service Catalog/Service Portfolio
First steps at basic portfolio management
First steps at service design
First steps at change management (Change Advisory Documents)
WHERE ARE WE GOING
Better basis for gathering metrics
Process for new services and retirement of old
Gaining better communication within the campus community about our services
Framework with project management, requirements gathering and ITIL
WHAT HAVE BEEN THE CHALLENGES
Managing the amount of change Keeping it in the bounds of what can be accepted Iterating processes without frustrating staff Getting enough people oriented to the terminology,
concepts and definitions Giving already overcommitted staff time to follow through
on new initiatives
WHAT HAVE BEEN THE CHALLENGES
Changing the culture "Rewarding fire fighting" to "Rewarding successful
service management”
Chicken and egg problem of service catalog and portfolio Deciding what should initially be defined Defining service owners
LESSONS LEARNED SO FAR
Figure out who will coordinate early Introduce the concepts and listen for feedback,
especially from any training or orientation Start to use the terminology as soon as possible Have a basic portfolio management process from
the start, even if you don’t have a portfolio
QUESTIONS TO ASK
Why do you want to implement ITIL?
What are the goals you are trying to accomplish?
Where can you can a quick win for your organization?
What are the processes you have already for a base to start with?
THANK YOU