Presentation on theme: "Service Now and ITSM Implementation"— Presentation transcript:
1Service Now and ITSM Implementation Greg BrzeszkiewiczDirector Support Services
2Agenda Introduction Previous Environment Implementation Goals and ObjectivesIT Service ManagementService NowBenefits of Service NowLessons LearnedSample Reports and Screens
3My Background 27 years in IT University of Chicago 17 years telephony 10 years service managementImplemented 3 Service Management platformsHP, CA and ServiceNowUniversity of ChicagoMay 2011, brought in as a consultant to help develop the strategy to transform the Support Services areaPart of transformation was the implementation of Service Now Incident ManagementAugust 2011, offered and accepted position of Director Support ServicesDeliver the strategy developed
4Previous EnvironmentMultiple Systems with multiple processes and customer interfaces@10 systems or instances or web pagesSeparate systems and processes for “change, incident and problem”Many areas providing tier 1 support and interacting with the customersITS Help Desk (computing and network trouble support)Client Services (telephony services and support)Multiple, overlapped and disconnected processesInformation was not accessible across support areasNo holistic view of how ITS’ operations were performingMultiple webpages for the customer to request service and supportMarty DB, Pinnacle, RT- multiple instances, Remedy, other home grown solutions, also multiple web pagesSilo mentality
5Service Now and ITSM Goals and Objectives Increase customer satisfactionEliminate issues before they occurReduce time to resolutionTransparency to UniversitySimplify interactionIncrease Staff SatisfactionStandardize and unify processesReduce the number of tracking systemsHelp prioritize workObjectivesStandardize processes and definitionsConverge systemsOpen communicationsCustomer focused metricsIT Service ManagementInformation provided from Service Now statement of work
6Standardize Processes and Definitions IT Service ManagementITIL – IT Information LibraryMain focusIncident, Change, Request, Problem and Project PortfolioBenefits in standardizing service managementOffer information to our community about the services we provideEstablish clear ways of ordering and obtaining service from IT ServicesReduce problems and downtime with our servicesHandle incidents and problems in timely waysDemonstrate the performance of our servicesInfo provided from SOW
7Converge Systems Service Now Implementation Phase I – July, 2011 ChangeChanges that require Change Advisory Board approvalIncidentImplemented for existing Service Desk and Voice issuesProblemImplemented for Severity 1 problemsProject PortfolioUniversity driven projectsMajority of work completed by internal resources
8Converge Systems Service Now Implementation Phase II – November, 2011 ChangeNon-CAB changes, standard changes requiring management reviewIncidentOn-boarded additional services within Student SystemsRequestVoice services and technologiesPC requestsAll work completed with internal resources
9Converge Systems Service Now Implementation Phase III – March 2012 IncidentOn-board the remainder of IT ServicesRefine the incident processSelf-service to UniversityRequestRefine the voice and PC request processesDevelop Customer Focused MetricsFuture PhasesImplement and enhance other modulesOperational continuous improvementsIntegrate with other areas of the UniversityBooth School of BusinessUoC Police DepartmentMedical CenterRefine communication, escalation, categorization, prioritization, etc.
10Integration of Service Now CurrentSingle sign-onShibbolethUser and group managementGrouperLDAP customer look upTelecom ManagementPinnacleExtensions, account numbersFutureExpense managementVeramarkMonitoringCA Spectrum and EHealthCTICisco CCXOther financial management systems
11Other Outcomes Reorganization of staff Consolidation of Help Desks Combined main Help Desk with Telephone Help DeskStaff reduction of 9 FTE’sWork reorganized over multiple areasHelp Desk, Networking, VoIPTeams working in collaboration to improve service to the customerFoundation for centralized service and supportConsolidation of support telephone numbersOne of the next steps is to look at integration of desktop, virtual and mobility support services@47% reduction, Cost savings of reduction $450k to $500k, 9 x $55k
12Benefits of Service Now Quicker time to system availability for developmentService Now turning up environment vs internal procurement and installation processesNo capital expendituresHowever requires ongoing operational budgetAll fundamental ITIL modules included in per-seat licensingWeb based no client requiredIncluding developmentDevelopment, test and production instancesNewer design and architectureBuilt around ITIL version 3@$150-$200k per yr ,Turn up, development and first phase implementation in 6 months.Additional cost for Discovery tool and Runbook Automation which are each size-based pricing.Instances negotiated with price, we are looking for a “sandbox” instance as well
13Lessons Learned Know your processes Know the tool you are implementing Or take time to know themHave experience in ITIL available orHire ITIL experts if neededNeed to have a holistic viewKnow the tool you are implementingRemember operational support for after the projectImplement in Manageable BitesDon’t wait to be perfect or completeAccept manageable kinksPlan for Continuous ImprovementsBuild time into the project and your operationsAt times a process can be worked on independently but the larger view always has to be considered. How does incidents transition to problems and how do problems cause change?This is an IT initiative effort require a strong team and leadership commitment.
31Questions? Greg Brzeszkiewicz email@example.com 773-834-3300 At times a process can be worked on independently but the larger view always has to be considered. How does incidents transition to problems and how do problems cause change?This is an IT initiative effort require a strong team and leadership commitment.