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Agenda
• How Yale came to consider ITIL
• Yale’s ITIL Project Portfolio:
– Phase 1 – Learning about the Framework
– Phase 2 (present)- Incident, Problem and Change Mgt.
– Phase 3 (future)- Service Catalog, SLM, Configuration Mgt.
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Why ITIL?
• Yale’s traditional Siloe’d IT organization
– The bar keeps getting raised, increasing demands
– Do more with less
– Technology more complex, interrelated
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Why ITIL?
• Integration – Yale’s Unique Challenge
– Merged Med and Central IT Organizations (Nov. 2005)
– Suddenly, a much larger organization
– Suddenly, two different cultures forced to cooperate
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Phase 1 – Acquiring ITIL Knowledge
• Organizational Change Management
– Any BPM redesign project is fundamentally about organizational change management
– Kotter’s 8 Steps
– ADKAR (Prosci)
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Phase 1 – Acquiring ITIL Knowledge
• Kotter’s 8 Steps (John Kotter, Leading Change)
– Create a Sense of Urgency
– Form a Guiding Coalition
– Create a Vision for the Change
– Communicate the Vision
– Remove Obstacles
– Create Short Term Wins
– Build on the Change
– Anchor the Changes in the Corp Culture
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Phase 1 – Form Guiding Coalition
• Executive Sponsorship
• Change Agents in organization
• Training (Summer, Fall 2006)
– ITIL Foundations
– ITIL Practitioner
– BPM Concepts
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Phase 1 – Form Process Project Plans
• Process Projects – Generic Deliverables– Documented and formalized process and
procedures
– Documented and formalized process policies
– Automation requirements defined and customized within technology availability and constraints
– Documented and defined awareness campaign and training activities for process implementation.
– Documented and formalized management reports and key performance indicators
– Documented and formalized ongoing roles and responsibilities for the management and continued ownership and improvement of the process
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Phase 2 – Incident, Problem, Change Mgt.
• Redesign of Incident and Problem processes in Client Support (begun Oct. 2006)
– No new tool– processes first
– Approx 80 people, 1 of 4 Departments
• Reworked Existing Ticketing System to enable Problem Management
• Experimented with naming Process Managers
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Phase 2 – Creation of Service Desk
• Combine 2 units into one Service Desk Unit (begun Winter, 2007)
– Client Accounts and Access
– Help Desk
– Still would not be Single Point of Contact
• This remains an incomplete transition
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Phase 2 – SOP Definition
• Purchased BPM modeling software
• Trained Business and Process Analysts
– Began with 3 part-time
– Later promote a HD staffer to permanent position
• Formed committees to define SOPs, Standardize Supporting Processes
– E.g. – Moves, compromised machines, account setups
– Feedback loop 12
Phase 2 – Expand Scope and Engage Enabling Technology
• Expand to Include Change Management (begun, Summer 2007)
– Managed Workstation (dependency)
• Expand Scope to Include Infrastructure Group
– Approx. doubles organizational scope, 2 of 4 Deps.
• Increased Risk
– Expands complexity
– Cultural issues magnify hurdle of Org. Change Mgt.
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Phase 2 – Enabling Technology
• Increased Scope- heightens need for unifying tool
– Vendors have hit the ITIL compliant space
– Speak to Gartner
• Further increases complexity
– Time to evaluate software
– Time to negotiate contract
– Time to negotiate SOW (January 2008)
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Phase 2 – Enabling Technology
• Training
– Need to train in house people to assist in process accommodation to technology
– Take over software maintenance and enhancements
• Consultants
– Work on joint project to deliver configured software
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Phase 2 – Enabling Technology
• Originally slated to go live with enabling technology in April, 2008
• Delays due to contract negotiation, consultant availability
• Currently training staff in use of the tool for Incident and Change Management
• System in production June 2
• June 30 official tool of record
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Phase 3 – Already Begun
Service Level
Problem Change
Ser
vice
D
esk
Inci
dent
Rel
ease
Con
figur
atio
n
Ava
ilabi
lity
Cap
acity
Fin
anci
al
Ser
vice
C
ontin
uity
Service Delivery
Service Support
Phase 3 – Planned July 2008, June 2009
• Incident, Problem, Change
– Implement CSI
– Increase Organizational Scope
• Knowledge Management
– Integrated with Incident and Problem Management
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Phase 3 – Planned July 2008, June 2009
• Service Level Management
– Already begun
– OLA, SLA definition
• Service Catalog 1 – Service Definition
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Phase 3 – Planned July 2008, June 2009
• Configuration Management
– CMDB Definition
• Change Management matured to include Release
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Is ITIL for you?
• ITIL specifies the “what” not the “how”
– Ideal for higher ed, for which commercial models often don’t fit
• Gartner findings
– Most organizations implement ITIL to improve quality, not reduce cost
– The biggest challenge to ITIL implementations is the culture change
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First Steps: Acquire Knowledge & Training
• High level sponsor
• Introductory workshop
• Appoint an ITIL project manager
– ITIL expertise
– Process mapping and redesign expertise
• Train a subgroup
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First Steps: Implementation
• Start with Service Desk and Incident Management OR Change Management
• Put process before tools
• Review current implementations, including processes and tools (Remedy, RT, Pinnacle) and target improvements
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Parting words
• ITIL is about change
• Serious change takes 3-5 years
• You can adapt ITIL to your organization as much as you adapt your organization to ITIL
JConclusion
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JInitial level of happiness and productivity.
Trough of despair
Conclusion
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