From Chaos to Service Excellence (214041439)

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



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



What has been done @ Yale



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



Important

Desirable Measurable

Value is

Therefore a service is

Determined by consumers



Transforming a task orientedteam to a service-oriented

team is harder.

Getting service right is

hard…



“A truly unobserved event is onewhich realises no effect…”

- George Berkeley

“There is nothing permanent

except change”

- Heraclitus



“If you can’t measure it, you can’t improve it.”

- Peter Drucker



You ask them

How do you ensure your

consumers are delighted?



Manage your servicesnot just yourprocesses.

Become a Service Centric Team



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



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



Determine Governance

Strategic Committees Advisory Groups Special Interest Groups Portfolio Committees

Operating Committees

Service Board Change Advisory Board Process owners




ITS Governance Operating Model End-to EndService Manager

http://its.yale.edu/about/collaboration-and-governance



Service Board

Reviews Service Portfolio Service Performance and Plans New Services Deprecated Services Sunset Services Cost of Service


http://its.yale.edu/about/collaboration-and-governance/committees/service-board



Develop your Service Portfolio

Document and Catalog Services Determine Service Managers Other Characteristics

•

Name• Description• Eligibility• Costs• Policies• State (Planned, Active, Deprecated, Inactive)




Service PortfolioEnd-to End

Service Manager

Create asystem

ofrecord

Services State Category Ownership

S i E ll Lif l





A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership




Service Portfolio

Publish &Market

http://its.yale.edu/services



Service Portfolio

Consumer Views

Publish &Market



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





A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership


S d V l d



Service and Value is measured

Service Desk

Measure &Baseline



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



Baseline Performance

Community satisfaction Total Cost of Ownership

Peer Performance Benchmarks

Measure &Baseline






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership




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






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership




Capability to deliver is the basisfor a published service level

- 3

S D

+ 3

S D

UCL

LCL

TimeBaseline Maturity

DetermineService Level

Capability






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership




Measure satisfaction SurveyCommunity

http://its.yale.edu/about/yale-technology-survey

2010 2012 2013

Workplace CommitmentCommunity Satisfaction

2011 2013

55%

68%73%

53%

77%



Our Consumers Needs

Foundational - Basic Services

Unexpressed

Spoken Needs

SurveyCommunity



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



What can we do to fulfillunexpressed wishes andcreate a positivememorable experience?

SurveyCommunity

Innovate! http://its.yale.edu/about/innovation-its/home






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop theStrategy




Controllership




Define the mission ,

vision and values Conduct strategic

analysis

Formulate strategy

Develop theStrategy





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






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership


T l t th



Define strategic objectivethemes

Develop roadmaps andportfolio plans

Select measures and targets

Select strategic initiatives


T l t th



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


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 the



Develop and publish yourstrategic plan!http://its.yale.edu/about/strategic-planning







A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership


C eate



Improve key processes

Plan resource capacity Prepare budgets

CreateOperating Plans

S i PlCreate



Service Plans

Developed by Service Managers in astandard format

Improve Service KPI’s Roadmap Core Technology

Sunset Deprecated Technology Process Improvement Plans

CreateOperating Plans






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership


E P



Manage your Processesand Services

Collect KPI’s Point of Delivery (POD) surveys Monitor financials Monitor portfolio performance

Execute Process& Initiatives






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership




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



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



Process Metrics Dashboards - Incident

Controllership

C t ll hi



Process Metrics – All Services

Controllership

C t ll hi



Process Metrics – Service Drill Down

Controllership

Service and Application PortfoliosControllership



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



Hold Strategic Reviews

Service maturity assessment

Identify service capability gaps Steer towards standards

Divest from underutilizedservices

Controllership

Controllership



Hold Operational Reviews

Incidents, Problems, Changes

Consumer satisfaction reports

Financial reports

Business Continuity Plans

Disaster Recovery Plans

Controllership






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership


Test & Adapt



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






A D K A R

Knowledge


Publish & Market

Measure &Baseline

Reduce Variation


SurveyCommunity

Develop the

Strategy




Controllership


Community



Rewards Recognize world

class service

Presented by theCIO “on thespot”

Formal award presentation toindividuals and teams




From Chaos to ServiceExcellenceManaging to delight your consumers

Len PetersYale University CIO and Associate Vice President

[email protected]@lenpeters

Documents

From Chaos to Service Excellence (214041439)