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8/12/2019 From Chaos to Service Excellence (214041439)
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From Chaos to Service Excellence
A Roadmap For Transformational Change
@LenPetersYale University CIO and Associate Vice President
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Explain a holistic approach to improving overallsatisfaction
Describe a life cycle approach to Service Management
Defining your service characteristics
Differentiating processes from services
Discuss the integration & overlap of processes andservices
How to drive strategy through Service Management
Drive “value added” services and overall benefits
Presentation Objectives
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What has been done @ Yale
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A means of deliveringvalue to the consumer byfacilitating outcomesconsumers want to
achieve without theownership of the specificcosts and risks.
What is a Service ?
Not a set of logicallyrelated tasksperformed to
achieve a defined
business outcome
It’s about the consumer
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Important
Desirable Measurable
Value is
Therefore a service is
Determined by consumers
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Transforming a task orientedteam to a service-oriented
team is harder.
Getting service right is
hard…
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“A truly unobserved event is onewhich realises no effect…”
- George Berkeley
“There is nothing permanent
except change”
- Heraclitus
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“If you can’t measure it, you can’t improve it.”
- Peter Drucker
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You ask them
How do you ensure your
consumers are delighted?
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Manage your servicesnot just yourprocesses.
Become a Service Centric Team
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IT has a Cadence
Portfolio Recommendation
Staff
Strategy &
Long-range plan
FY1 FY2 FY3
JunSep Dec Mar Jun Sep Dec Mar Jun Sep Dec Mar
Controllership
Survey
Session
1
2
3
4
5
Quarterly
Annually
Session conclusion dates
FY…
Sep
S i E ll Lif l
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Determine Governance
Strategic Committees Advisory Groups Special Interest Groups Portfolio Committees
Operating Committees
Service Board Change Advisory Board Process owners
End-to EndService Manager
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ITS Governance Operating Model End-to EndService Manager
http://its.yale.edu/about/collaboration-and-governance
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Service Board
Reviews Service Portfolio Service Performance and Plans New Services Deprecated Services Sunset Services Cost of Service
End-to EndService Manager
http://its.yale.edu/about/collaboration-and-governance/committees/service-board
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Develop your Service Portfolio
Document and Catalog Services Determine Service Managers Other Characteristics
•
Name• Description• Eligibility• Costs• Policies• State (Planned, Active, Deprecated, Inactive)
End-to EndService Manager
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Service PortfolioEnd-to End
Service Manager
Create asystem
ofrecord
Services State Category Ownership
S i E ll Lif l
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Service Portfolio
Publish &Market
http://its.yale.edu/services
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Service Portfolio
Consumer Views
Publish &Market
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What to Publish
Eligibility information Tutorials
How-To
Rich Media
Where to get help
Costs
Publish &Market
Se i e E elle e Life y le
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
S d V l d
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Service and Value is measured
Service Desk
Measure &Baseline
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Service Readiness Checklist
Service
Name
Bedework Event Calendar
Question Response Selection
1 Is this service clearly identified and appropriately named? yes
2 Do you have a service owner? yes
3 This service listed in Service-Now? yes
4 Do you hace a web site for your service describing it? yes
5 Do you have at least one knowledge article in Service-Now describing your service? yes
6 Does the help desk answer questions or support your service? yes
7 Does your service have a clear escalation path defined? yes
8 Do you have identified service requests related to this service? yes
9 Do you log incidents, problems and changes for this service? yes
10 Do you log incidents, problems and changes for your service in Service-Now? yes
11 Do you have key performance indicators identified for your service needs improvement
12 Do you run reports in Service-Now to monitor your service key performance indicators needs improvement
13 Do you have all the related service components and applications identified in the CMDB? yes
14 Do you have a Service Improvement plan on file? no
15 Do you have a technology roadmap for the applications related to the service? needs improvement
16 Have you identified you service capability to deliver? needs improvement
17 Do you measure customer satisfaction via the annual survey yes
18 Do you measure customer satisfaction via a point of delivery survey yes19 Do you measure customer satisfaction via focus groups yes
20 Do you have a regular communication plan for this service (yearly cadence) needs improvement
21 Do you have a marketing plan for this service? no
22 Do you have the financial components of this service mapped in IT Financial Management no
23 Do you have documented Business Continuity Plans with clients for extended outages no
24 Do you have disaster recovery plans and procedures should a critical failure require it needs improvement
Measure &Baseline
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Baseline Performance
Community satisfaction Total Cost of Ownership
Peer Performance Benchmarks
Measure &Baseline
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Consumer satisfaction increases when
underlying process variation decreases
Unstable
Process
Stable &Predictable
Predictable &Improved
- 3 S D
+ 3
S D
UCL
LCL
TimeBaseline Maturity
ReduceVariation
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Capability to deliver is the basisfor a published service level
- 3
S D
+ 3
S D
UCL
LCL
TimeBaseline Maturity
DetermineService Level
Capability
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Measure satisfaction SurveyCommunity
http://its.yale.edu/about/yale-technology-survey
2010 2012 2013
Workplace CommitmentCommunity Satisfaction
2011 2013
55%
68%73%
53%
77%
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Our Consumers Needs
Foundational - Basic Services
Unexpressed
Spoken Needs
SurveyCommunity
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Memory Scale
Basic NeedsWell Done
Spoken NeedsWell Done
UnexpressedNeeds NotWell Done
UnexpressedNeeds Done
Well
Spoken NeedsNot Done
Well
Basic NeedsNot Well
Done
R – E = CESweet Spot
Memorable Experience
SurveyCommunity
90 - 100 = -10
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What can we do to fulfillunexpressed wishes andcreate a positivememorable experience?
SurveyCommunity
Innovate! http://its.yale.edu/about/innovation-its/home
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop theStrategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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Define the mission ,
vision and values Conduct strategic
analysis
Formulate strategy
Develop theStrategy
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Quality vs. ExpectationAnalyze process and service quality tothe consumer’s experience
-If a consumer regularly experiences 3 day delivery(setup my new web server) with an appropriate levelof quality (100% defect free) and is satisfied 95% ofthe time, this may be sufficient
It may not be cost effective or necessary to achievethis in a 2 day delivery period if the quality willdiminish, which is a leading indicator of satisfaction
Develop theStrategy
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
T l t th
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Define strategic objectivethemes
Develop roadmaps andportfolio plans
Select measures and targets
Select strategic initiatives
Translate theStrategy
T l t th
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Critical Goals
90% CommunitySatisfaction by 2015
Cultural changethrough 100%
adoption of ITIL & theService Framework
by 2015
All core technologieshave a clear roadmap
by FY15
Overall RTS capacityneeds are reduced to
80% by FY16
Contribute 5%productivity to ITS
and Yale every year.
Increase IT workplacecommitment scores to
over 75%
Deliver 100% of theapproved portfolio
annually
Strategic Building BlocksVision
To be recognized as the leading technology organizationacross universities, through rock-solid services, innovation,
technology leadership and community satisfaction.
Guiding Principles and Strategies
Rock SolidServices
CommunitySatisfaction
StaffDevelopment
TechnologyLeadership
FiscalManagement
GlobalRecognition
Mission
is to deliver: The highest level of technology service possible to faculty, staff and students. With technology
leadership that impacts the University’s mission.
Translate theStrategy
Translate the
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Develop and publish yourstrategic plan!http://its.yale.edu/about/strategic-planning
Translate theStrategy
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
C eate
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Improve key processes
Plan resource capacity Prepare budgets
CreateOperating Plans
S i PlCreate
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Service Plans
Developed by Service Managers in astandard format
Improve Service KPI’s Roadmap Core Technology
Sunset Deprecated Technology Process Improvement Plans
CreateOperating Plans
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
E P
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Manage your Processesand Services
Collect KPI’s Point of Delivery (POD) surveys Monitor financials Monitor portfolio performance
Execute Process& Initiatives
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
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P R
O C E S S E S
Incident
Problem
Change
Requests
Other
Process and Service Metric Integration Model
D a s h b o a
r d
NetworkeMail
SERVICES
Back-up
Controllership
Service Scorecards to assess maturity
C ll h
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0 5 10 15 20 25 30 35 40 45
OCIO SERVICE STABILITY GOAL
IT Budgets and Finance
IT Staff Development
ITS Website and Communications
Metrics ande Quality Assurance
Organizational Change Management
Project Management Office Services
Strategic Communications
Strategic Portfolio Management
Vendor Management
IT Service Management
OCIO SERVICE
STABILITY
GOAL
IT Budgets and
Finance
IT Staff
Development
ITS Website and
Communication
s
Metrics ande
Quality
Assurance
Organizational
Change
Management
Project
Management
Office Services
Strategic
Communication
s
Strategic
Portfolio
Management
Vendor
Management
IT Service
Management
2013 Dec 21 23 23 22 23 7 18 22 40 20 28
Based on Service Stability Checklistresults
Score
Range Estimated Maturity Level
00 - 20 Service Not Well Established - Needs Significant Improvement
21 - 30 Service Established but needs improvement
31 - 37 Service Established and continues to mature
38 + Service Mature
Established Maturing Mature
Service Scorecards to assess maturity Controllership
C ll hi
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Process Metrics Dashboards - Incident
Controllership
C t ll hi
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Process Metrics – All Services
Controllership
C t ll hi
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Process Metrics – Service Drill Down
Controllership
Service and Application PortfoliosControllership
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Se i e a App i a io o o iosControllership
Portfolio Category FY14 Q1 FY14 Q2 FY14 Q3 FY14 Q4
(S)ustain 385
(I)nvest 145
(M)igrate 171
(E)liminate 92
Total 793
Comments
• Portfolio includes applications inCMDB identified as “Active” or“Scheduled forDecommissioning”
• Target: To reduce applicationportfolio overall
•
Target: To increase applicationsin the Invest category
• Gartner: Sustain is usually thelargest category in mostinventories
48%
18%
22%
12%
Current
60%
10%
20%
10%
Gartner
Sustain
Invest
Migrate
Eliminate
Gartner (2010) estimated initialapplication portfolio proportions
Controllership
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Hold Strategic Reviews
Service maturity assessment
Identify service capability gaps Steer towards standards
Divest from underutilizedservices
Controllership
Controllership
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Hold Operational Reviews
Incidents, Problems, Changes
Consumer satisfaction reports
Financial reports
Business Continuity Plans
Disaster Recovery Plans
Controllership
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
Test & Adapt
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Conduct strategy correlation
analysis Respond to consumer satisfaction
surveys
Map cost of ownershipproportionally to consumers served
Examine emerging strategies and
technology trends Update service improvement plans
and roadmaps
pthe Strategy
Service Excellence Lifecycle
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CommunitySatisfaction
Service Excellence Lifecycle
A D K A R
Knowledge
End-to EndService Manager
Publish & Market
Measure &Baseline
Reduce Variation
Determine ServiceLevel Capability
SurveyCommunity
Develop the
Strategy
Translate theStrategy
Create OperatingPlans
Execute Process &Initiatives
Controllership
Test & Adapt theStrategy
Community
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Rewards Recognize world
class service
Presented by theCIO “on thespot”
Formal award presentation toindividuals and teams
CommunitySatisfaction
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From Chaos to ServiceExcellenceManaging to delight your consumers
Len PetersYale University CIO and Associate Vice President
leonard.peters@yale.edu@lenpeters
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