TECHNICAL SOLUTIONS MANAGEMENTAT UCSF

Erik WielandDirector of IT Services

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DEFINITIONS

Central IT service providero ITS, Medical Center IT

Commodity IT serviceo Service which can or should serve the enterpriseo Includes email, data storage, network, desktop

support, helpdesk, procurement Local IT service

o Service which will not be a commodity service; closely tied to mission of its unit, department, or school

Strategic IT serviceso Includes planning, budgeting, communications,

research and evaluation, prioritization, etc.

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SITUATION: OE IT TRANSITION

OE is centralizing commodity IT services, to be provided by ITS

Local IT provides non-commodity services, which will remain local

Local IT managers provide strategic services, which are not replicated by central IT

Local research, education, and patient care efforts drive innovation, and will continue to do so

Schools/departments are partners in OE’s success, but some will abandon OE if it can’t deliver results

Customers need help making IT decisions Central IT must engage customers when making

decisions

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TARGET: OE IT END STATE

Avoid IT service duplication without squashing innovation

Differentiate commodity and new/local/innovative services

Connect innovators with commodity service providers

Provide strategic planning and innovation to customer groups

Provide customer groups with budgeting and procurement support

Guide projects for customers

Ensure return on local and central IT investments

Promote overall IT efficiency

Monitor IT SLAs Ensure consistent

customer experience Prioritize customer

issues/projects Communicate across IT

service and customer groups

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WHO PROVIDES STRATEGIC IT SERVICES? Local and outsourced IT

leaders already provide strategic IT services

Some IT leaders will be affected by OE IT, others will not

As people are affected by OE IT, strategic IT service delivery needs to continue

Providers of strategic IT services should be coordinated during and after the transition to OE IT

Organization IT Representative(s)Campus Life Services Dan FreemanCTSI Mark Ayres, Eric MeeksCVRI Isaac Sato, Dennis McGovernEVC/FAS Kurt GlowienkeAnatomy Steve RothsteinAnesthesia Brad DispensaBiochemistry Michael KearnsCell. & Mol. Pharmacology Peter WerbaEpidemiology & Biostatistics

Alaric Battle

Family & Comm. Medicine Anastasio SomarribaLaboratory Medicine Enrique TerrazasMedicine Erik WielandMicrobiology & Immunology

Khang Nguyen

Neurological Surgery Ricardo MartinezObstetrics & Gynecology Brian AuerbachOphthalmology Mike DeinerOtolaryngology Matt ForbushPathology Ed ShimazuPediatrics David LawPhysiology Sean PattersonPsychiatry/LPPI Ben EstocapioRadiation Oncology Pam AkazawaRadiology Pranathi Sundaram, Mark Day, Todd

BazzillSurgery TBDUrology Jenny BroeringDev. & Alumni Relations Debbie AnglinDiabetes Center Eric LiuGraduate Division Jon JohnsonIHPS Vince MoultonITN Aaron GannonLibrary Rich TrottMemory & Aging Center Joe HesseSchool of Dentistry Tom FerrisSchool of Medicine Tim Greer, Chris Orsine, Chandler

MayfieldSchool of Nursing Rob SlaughterSchool of Pharmacy Michael Williams

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RISKS OF NOT ACTING

No local IT leadership in some groups leads to commodity IT service managers and customer leadership providing inconsistent or no strategic IT services, poor management of local IT staff

No consistency in strategic IT services leads to poor customer experience, less efficiency, inconsistent prioritization

No local IT leadership means commodity IT service providers self-monitor SLAs with no consistent oversight from customers

No coordination of local IT leaders leads to service duplication

Inconsistent budgeting and procurement support leads to waste and inefficiency, difficulty in coordinating strategic purchases

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PROPOSAL OPTIONS

Option Possible Negative Outcomes

Without local IT leadership role in OE IT end state

1. Do away with local IT leaders

ITS struggles to manage expectations and consult effectively with diverse customers

2. Local IT leaders not coordinated

Service duplication continues within departments. ITS lacks evangelists and ombudsmen as strategic partners.

With local IT leadership role in OE IT end state

3. Funded by/reporting to customer

Customers opt out of having strategic IT services, or ITS funds them. Local IT leaders have no stake in ITS’ success.

4. Funded by/reporting to ITS

Customers have no stake in ITS’ success, see strategic IT service providers as ITS consultants instead of partners.

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RECOMMENDED ACTIONS

Goal Action

Continue strategic services provided by local IT leaders

1. Create the Technical Solutions Manager (TSM) role.

Coordinate TSMs; Involve TSMs in ITS operations, strategy

2. Organize TSMs into Customer Relationship Management (CRM) group. CRM group reports to CIO; authority equal to other ITS groups.

Maintain local accountability and reporting, funding

3. TSMs continue to report into customer groups, add dotted line to ITS. At least 51% of each TSM funded by customer.

Provide governance and oversight

4. TSMs, local IT service providers, and customers form IT governance committee.

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ATTRIBUTES OF A SUCCESSFUL TSM

Trusted Innovative Authority Partner Advocate Evangelist Accountable

Nimble Effective Responsive Technical Communicator Subject matter

expert

The buck stops here!

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TSM RELATIONSHIPS

Customer leadership and key stakeholders IT leadership

o Product and project managerso IT service line management

Local IT specialists Other TSMs

o Customer Relationship Management group

o IT governance committee Other IT governance committees and OE

groups

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TSM GROUPINGS BY MISSION

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TSM RESPONSIBILITIES OVER TIME

Catalog local IT services Manage transitions to

central services Coordinate local IT

services Evangelize central

services

Enterprise IT portfolio review

Evaluate and monitor existing services

New service development PI onboarding

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CURRENT TSM REPORTING

Local IT leaders perform functions which will remain in customer groups

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YALE IT REPORTING

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PROPOSED ITS REPORTING

Create structure, reporting model, job descriptions, deliverables

Focus customer needs, feedback

Work with service providers, product managers to ensure success

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CRM GROUP ORGANIZATION

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SAMPLE RELATIONSHIPS: SF VAMC

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PROPOSED SOLUTION PROCESS

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PROPOSED IT GOVERNANCE COMMITTEE Replace SOM TMAC with

customer-focused advisory groupo Local IT leaderso Local business leaderso TSMs

Provide forum for service providers and product managers to solve problems with customers

Provide a voice for local IT staff in IT governance

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HOW MANY TSMS DO WE NEED?

Group FTE Perm?

Space?

Graduate Division 0.5-1.0

Y Y

School of Dentistry

School of Nursing 0.5-1.0

Y Y

School of Pharmacy 1.0 Y Y

SOM – SFGH 1.0 Y Y

SOM – Medicine 1.0 Y Y

SOM – Pediatrics

SOM – Anesthesia

SOM – Radiology 0.5-1.0

Y Y

SOM – Surgery

SOM – Neurology

SOM – Psychiatry

SOM – Ob/Gyn

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NEXT STEPS

Present to additional audienceso Depts. of Anesthesia, Anatomyo SOM Managers, Chairso Academic Senate

Formalize TSM job duties Charge and convene the Strategic Technology Advisory

Committee Answer remaining questions

o Decide how many TSMs, short and long term. Based on customer population, geography,

mission? Can customers opt out? Do their SLAs change if

they do?o Do local IT staff report to TSMs?

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WHO HAS VETTED THIS IDEA?

Committeeso SOM Technology Management & Advisory Committeeo Committee on Technology & Architecture

School and Department Managerso Cathy Garzio, Radiologyo Maye Chrisman and Michael Chen, Medicineo Mounira Kenaani, Diabetes Center and Dermatologyo Cathryn Thurow, SOM SFGH Associate Dean’s Officeo Mike Hindery, SOM Dean’s Office

DISCUSSION