1. Service Now and ITSM Implementation
Greg Brzeszkiewicz
Director Support Services

2. Agenda Introduction Previous Environment
Implementation Goals and Objectives
IT Service Management
Service Now
Benefits of Service Now
Lessons Learned
Sample Reports and Screens

3. My Background 27 years in IT University of Chicago 17 years telephony
10 years service management
Implemented 3 Service Management platforms
HP, CA and ServiceNow
University of Chicago
May 2011, brought in as a consultant to help develop the strategy to transform the Support Services area
Part of transformation was the implementation of Service Now Incident Management
August 2011, offered and accepted position of Director Support Services
Deliver the strategy developed

4. Previous Environment
Multiple Systems with multiple processes and customer interfaces
@10 systems or instances or web pages
Separate systems and processes for “change, incident and problem”
Many areas providing tier 1 support and interacting with the customers
ITS Help Desk (computing and network trouble support)
Client Services (telephony services and support)
Multiple, overlapped and disconnected processes
Information was not accessible across support areas
No holistic view of how ITS’ operations were performing
Multiple webpages for the customer to request service and support
Marty DB, Pinnacle, RT- multiple instances, Remedy, other home grown solutions, also multiple web pages
Silo mentality

5. Service Now and ITSM Goals and Objectives
Increase customer satisfaction
Eliminate issues before they occur
Reduce time to resolution
Transparency to University
Simplify interaction
Increase Staff Satisfaction
Standardize and unify processes
Reduce the number of tracking systems
Help prioritize work
Objectives
Standardize processes and definitions
Converge systems
Open communications
Customer focused metrics
IT Service Management
Information provided from Service Now statement of work

6. Standardize Processes and Definitions
IT Service Management
ITIL – IT Information Library
Main focus
Incident, Change, Request, Problem and Project Portfolio
Benefits in standardizing service management
Offer information to our community about the services we provide
Establish clear ways of ordering and obtaining service from IT Services
Reduce problems and downtime with our services
Handle incidents and problems in timely ways
Demonstrate the performance of our services
Info provided from SOW

7. Converge Systems Service Now Implementation Phase I – July, 2011
Change
Changes that require Change Advisory Board approval
Incident
Implemented for existing Service Desk and Voice issues
Problem
Implemented for Severity 1 problems
Project Portfolio
University driven projects
Majority of work completed by internal resources

8. Converge Systems Service Now Implementation Phase II – November, 2011
Change
Non-CAB changes, standard changes requiring management review
Incident
On-boarded additional services within Student Systems
Request
Voice services and technologies
PC requests
All work completed with internal resources

9. Converge Systems Service Now Implementation Phase III – March 2012
Incident
On-board the remainder of IT Services
Refine the incident process
Self-service to University
Request
Refine the voice and PC request processes
Develop Customer Focused Metrics
Future Phases
Implement and enhance other modules
Operational continuous improvements
Integrate with other areas of the University
Booth School of Business
UoC Police Department
Medical Center
Refine communication, escalation, categorization, prioritization, etc.

10. Integration of Service Now
Current
Single sign-on
Shibboleth
User and group management
Grouper
LDAP customer look up
Telecom Management
Pinnacle
Extensions, account numbers
Future
Expense management
Veramark
Monitoring
CA Spectrum and EHealth
CTI
Cisco CCX
Other financial management systems

11. Other Outcomes Reorganization of staff Consolidation of Help Desks
Combined main Help Desk with Telephone Help Desk
Staff reduction of 9 FTE’s
Work reorganized over multiple areas
Help Desk, Networking, VoIP
Teams working in collaboration to improve service to the customer
Foundation for centralized service and support
Consolidation of support telephone numbers
One 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

12. Benefits of Service Now
Quicker time to system availability for development
Service Now turning up environment vs internal procurement and installation processes
No capital expenditures
However requires ongoing operational budget
All fundamental ITIL modules included in per-seat licensing
Web based no client required
Including development
Development, test and production instances
Newer design and architecture
Built 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

13. Lessons Learned Know your processes Know the tool you are implementing
Or take time to know them
Have experience in ITIL available or
Hire ITIL experts if needed
Need to have a holistic view
Know the tool you are implementing
Remember operational support for after the project
Implement in Manageable Bites
Don’t wait to be perfect or complete
Accept manageable kinks
Plan for Continuous Improvements
Build time into the project and your operations
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.

14. Service Now Reports

15. Q3 Total Incident Tickets Closed = 6,810
42% of tickets handled within the Service Desk

16. Q4 Total Incident Tickets Closed = 8,777
42% of tickets handled at the Service Desk. Same % however more tickets, again with less overall people.

17. Q3 Total Incident Tickets Breached = 63
1% of overall total tickets

18. Q4 Total Incident Tickets Breached = 115
1.3% a lot due to using incident tickets to resolve problems

19. Q3 Total Change Requests Opened = 190

20. Q4 Total Change Requests Opened = 246

21. Q3 Total Problem Tickets Closed = 19

22. Q4 Total Problem Tickets Closed = 16

23. Q4 Request Tasks Closed =2,275
Over 725 Requests
one of the challenges is to account for all requests.

24. Service Now Screens

25. Incident Entry Form

26. Change Calendar

27. Change Status Report

28. Self-Service Page

29. Request Order with Workflow

30. Request Order Form

31. Questions? Greg Brzeszkiewicz gbrzeszkiewicz@uchicago.edu 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.