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• It is about delivering Services not Technology
• Adapt ITIL to Adopt ITSM
WHAT IS IT REALLY?
4
Customer/ Business Needs
Technology
Operational Support
Business/Funding Model
ITIL
WHO IS TNS?
5
• Telecommunications & Networking Services To be the most professional, expert organization in the application of
leading edge communication technologies within higher education.
Vice Provost/
CIO
Associate Vice
Provost
Administrative
Information
Services
Consulting and
Support
Services
Data Center
Digital Library
Technologies
Research
Computing
Security
Operations
and Services
Teaching and
Learning
Technologies
Telecommunications
& Networking
Services
www.tns.its.psu.edu
www.its.psu.edu
WHAT ARE WE ABOUT?
6
• TNS MISSION Understand and integrate the various unique needs of the
University community to create a cohesive, holistic institutional networking and communications service which meets the needs of our customers
Provide highly available, secure, resilient, standards-based, networking and communications infrastructure
Balance the goals of accessibility, reliability, security, and ease of use, against resources and policies, to provide the most cost-effective and efficient solutions
Ensure the overall interoperability of Penn State’s networking and communication systems
Establish and communicate best practices for the use of networking and communications infrastructures at Penn State
9
Recognize there might be a better way
• Identify Change Agents
• Invest in training
A common understanding/vocabulary
NEXT STEP: WHAT ARE YOUR SERVICES?
12
“Shift away from Incident-Problem-Change process to documenting what services are delivered today”(Anatomy of a Service – A Practical Guide to Defining IT Services,
Pink Elephant, September 2009)
“Build a service portfolio before taking any other steps in a service management journey” (ITSM
Fundamentals: How to Create an IT Service Portfolio, Gartner, March 22, 2011)
APPROACH TO DEFINING SERVICE • Service: A means of delivering value to
customers by facilitating outcomes the customers want without the ownership of specific costs or risks (ITIL v3)
• “A service is an action, not a thing” (Gartner - 2011)
• TNS Orderable/Deliverable Measureable (Performance, Relevance, Capacity,
Satisfaction Independent/Stand Alone Operational Life Cycle
13
TNS SERVICES
14
Service
Communications Cable &
Wiring
Consulting
Video Transmission Video Conferencing
CATV ACD
Telephony Auto-Attendant
Firewall Point-to-Point Circuits
Wired LAN Wireless LAN
UEN Connections SIP Trunking
LESSONS LEARNED: SERVICE
15
Need strong leadership to drive discussion
There will be different interpretations of a “Service”
Understand what it means to classify something as a Service
Documentation
o Service Catalog
o Service Design Package
o Service Level Agreement
Measurement/Reporting
STEP 2: ROLES AND RESPONSIBILITIES • RACI (ARCI) Model
Responsible/Accountable/Consulted/Informed
• Attributes when assessing ITSM roles: Awareness of the business priorities, objectives
and business drivers
Awareness of the role IT plays in enabling the
business
Customer service skills
Management/Business skills
Communication/Negotiation skills
16
SERVICE TEAM ROLES • Service Owner
Strategic Accountable
• Service Level Manager Tactical SLA/RFC
• Service Engineer Technical Service Design Packages
• Service Business Analysis Financial/Business
• Operations
17
Service Owner
Ser
vice
(Le
vel)
Man
ager
Ser
vice
Eng
inee
ring
Ser
vice
Bus
ines
s A
naly
sis
Ope
ratio
ns
BUILD THE SERVICE FOUNDATION • Service Design Package (SDP)
Requirements oBusiness Requirements
o Service Applicability
Service Design o Functional Requirements
oOperational Management Requirements
o Service Design and Topology
Service Life Cycle Plan
• Service Level Agreements (SLA)
• Metrics & Reporting
18
LESSONS LEARNED – ROLES
19
Assign staff based on competencies, not their place in the organization
Will impact other functional duties
Matrix/Cross Organization Responsibilities
Be prepared for resistance from “matrix” relationships and reporting
Has improved communications and organizational awareness across the horizontal
Establish clear performance expectations and accountability
ORGANIZATION ALIGNMENT
20
Service
Engineering
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment
PMO/
Service
Request
Operations
Service Owner
Functional E
xpertise
Business/
Financial
Functional E
xpertise
Functional E
xpertise
Functional E
xpertise
Service/Business Requirements
Service/Business Requirements
Service/Business Requirements
Service Owner
Service Owner
STEP 3: ASSESS PROCESSES
• ITIL presents 30+ Processes
• Identify those which maybe driving service inefficiencies
• Process Documentation Policy – Who/When
Process – What
Procedure – How
• Process Measurement
• Process Ownership
21
ASSESS PROCESSES
22
Level 1
Initial
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimized
• Recognized buy there is little or no process management
activity
• Ad hoc
• Little documentation related to expected inputs and outputs
• No formal training or communication
• High reliance on individual knowledge and skill level
• Standardized and documented level of process
• Communicated through training
• Process integration is effective and measured
• Processes are good practice and are measured
• Processes are monitored and improvement models in place
• Has been fully recognized and has strategic objectives and
goals aligned with the overall strategic business and IT goals
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment
IDENTIFY RIGHT LEVEL OF MATURITY
23
Level 1
Initial
Level 2
Repeatable
Level 3
Defined
Level 4
Managed
Level 5
Optimized
• Recognized buy there is little or no process management
activity
• Ad hoc
• Little documentation related to expected inputs and outputs
• No formal training or communication
• High reliance on individual knowledge and skill level
• Standardized and documented level of process
• Communicated through training
• Process integration is effective and measured
• Processes are good practice and are measured
• Processes are monitored and improvement models in place
• Has been fully recognized and has strategic objectives and
goals aligned with the overall strategic business and IT goals
Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment
LESSONS LEARNED TNS - Processes
Service Portfolio/Service Catalog
Request Fulfillment
Change Management
Incident Management
Implement process change is like overhauling a train engine while in motion – Difficult
There will be resistance to adopting change
24
CONSULTANTS?
• PRO’s
Objective
Expert ITIL knowledge
Exposure to multiple IT organizations
Analytical skills
Quick turn around
Minimal impact on operations
27
• CON’s
Cost
Risk of Acceptance
Limited knowledge of environment/culture
Lack of preparation affects effectiveness
Adapted from Pink Elephant, 2008 – How to Conduct an ITSM Process Assessment
KEYS FOR SUCCESS – LEADING CHANGE
28
• Leading Change (John Kotter, HBS Press)
Create a sense of urgency Form a guiding coalition Create a vision Communicate the vision Empower others to act on the vision Planning for and create quick wins Consolidating improvements and producing more
change Institutionalize the change
MANAGING CHANGE
29
Vision Skills Incentives Resources Action
Plan Change
Skills Incentives Resources Action
Plan Confusion
Vision Incentives Resources Action
Plan Anxiety
Vision Skills Resources Action
Plan
Gradual
Change
Vision Skills Incentives Action
Plan Frustration
Vision Skills Incentives Resources False
Starts
Knoster, T. (1991) presentation at TASH Conference, Washington DC
LEADERSHIP COMMITMENT
30
• Long hard journey
• Prepare of resistance and impact
Time
Pro
du
ctiv
ity/
Mo
rale
Disrupt Adoption/ Transition
Acceptance/ Performing
TAKE AWAY
31
• Know where you are before you decide where you want to go
• Develop a strategy/vision/road map
• Invest in training
• Adopt and follow a solid change and communications strategy
• Celebrate successes