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Taking the Mystery Out of IT Service Management, ITIL & ServiceNow

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Presentation on theme: "Taking the Mystery Out of IT Service Management, ITIL & ServiceNow"— Presentation transcript:

1 Taking the Mystery Out of IT Service Management, ITIL & ServiceNow
Monday August 5, 1:40-2:50pm

2 Your Distinguished Panel
Moderator: Brian Buckler, Director of Network, Desktop Support, and Infrastructure Services, Office of IT, UC Irvine Rebecca Nguyen, ITSM Program Manager for campus Information Technology Services and Medical Center IT, UC San Francisco Anita Nichols, Client Services Manager, Information & Educational Technology, UC Davis Marian Sherrin, Service Manager for UCSC IT Request Services (Service-now) and the IT Change Manager, Client Services and Security, UC Santa Cruz Nisi Vidato, Manager, IT Service Management,   IT Services, UCLA

3 Agenda Brief Overview of ITIL, ITSM, and ServiceNow
Campus Summaries of ITIL and ServiceNow Implementations Moderator Questions for the Panel Audience Questions for the Panel

4 What is ITIL? IT Infrastructure Library
Developed in the UK; used world-wide 5 core books + complimentary guidance A suggested framework of best practices for IT Service Management (ITSM) ITSM definition: organizational capabilities that deliver valuable services Non-prescriptive practical guidelines Focused on process and continuous improvement Customer service driven ITIL Core built on a service lifecycle with 5 stages ITIL is the IT Infrastructure Library It was developed in the UK and is used world-wide by public and private sector IT organizations The library contains 5 core books plus many complimentary publications and resources. The library can be generally described as a suggested framework of best practice guidelines for IT Service Management (ITSM). ITIL defines ITSM as a set of specialized capabilities, within a proven and effective framework, for providing value to customers in the form of IT services. ITIL provides non-prescriptive practical guidelines that can be adapted to individual organizations. ITIL is focused on processes and continuous improvement. ITIL is Customer service driven. The ITIL Core is built on the service lifecycle process with 5 service lifecycle stages.

5 ITIL Service Lifecycle Stages
Service Strategy Service Design Service Transition Service Operation Continuous Service Improvement (CSI) Service Strategy Involves planning, thinking and acting strategically to continually align services and resources to achieve maximum value for the customer and the service provider. Involves managing a portfolio of services for maximum return on investment of resources Decides which services are in the service portfolio, which includes all services being developed in the service pipeline plus all services being delivered in the service catalog. Develops policies and guidelines Service Design Designs services and everything else required to make the services valuable to the customer and aligned with the service strategy. Develops Service Design Packages Develops and negotiates Service Level Agreements Service Transition Transitions services safely from design and development to operational delivery of production services Manages changes Provides initial support to help operational support teams roll out and support new services or service changes Service Operation Delivers, manages and supports stable production services Responsive to customer issues with services Monitors service health and performance Measures performance to determine if SLAs are being met Continuous Service Improvement Continuously provides feedback to all other lifecycle stages to align and realign everything the service provider does to ensure the customer needs are being met. Continuously identifies opportunities for improvement and provides service improvement recommendations and plans to ensure maximum value to the customer and maximum return on investment of resources.

6 What are some of the potential benefits of ITIL-based ITSM?
Improve IT services and maximize value and ROI Improve customer satisfaction Set realistic customer expectations Measure performance Improve efficiency and productivity Improve communication Increase consistency and accountability Increase the value of IT Improve morale Reduce costs Improve IT services and strategically align them with customer needs to maximize value and ROI Improve customer satisfaction Set more realistic customer expectations that can be delivered Ability to measure and validate performance levels negotiated in SLAs Improve process efficiency and staff productivity to leverage limited resources Improve internal and external communication Increase consistency and accountability Increase the credibility and value of IT Improve staff morale Reduce costs

7 Who/What is ServiceNow?
Provider of cloud-based software that automates ITSM based on ITIL principles Rated 2012 Best Overall Offering by EMA Nation-wide public and private sector customer base SaaS business model with web interface Who and what is Service Now? Based in San Diego, they are a leading provider of cloud-based services that automate enterprise IT operations and ITSM based on ITIL principles. In 2012, Service Now was recognized as the "Best Overall Offering" in the Enterprise Management Associates (EMA) Next Generation IT Management (NGITM) solutions Radar report.  Their platform is used nationwide by Fortune 100 and 500 companies and leading universities, including many in the UC system. Service Now is offered under a Software-as-a-Service (SaaS) business model and is accessed through a web-based interface

8 Campus Summaries of ITIL and ServiceNow Implementations

9 UCSC Overview IT Request Users vs. Campus Population
5,000/19,000 Students (15K undergrad, 1.5K Grad) – 30% 1,000/1,517 Faculty 2,400/4,300 Staff 7,000/40,000 Applicants 400/8594 Guests (others were spam or auto created) Other Tools Used? Incident transitioned from Web Help Desk Change Management transitioned from Jira Library & SOE Staff (non ITS) use Request Tracker (RT) PBSci IT still uses Cerberus (but is transitioning to SNC) Transition from outdated tools (some vendor end of life) – Expectation Met Performance Improvement – Expectation Met Integration of silo’d tools, Expansion opportunities, BC/DR Included – Expectation met and in continues in progress Reduce skill specialization required across limited staff – Consolidation of skillset into SNC Reduced need for technical development staff – More developer skills necessary than expected, but can develop SNC skills across org Reduced operational maintenance – Expectation Met - No SysAdmin required; Still need to manage SNC Upgrades (ie Berlin to Calgary) UCSF, UCLA, and LBL had adopted already – Expectation Met – UC Wide Adoption continues 2012/13 Students 5000/19,000 Staff /4300 Faculty 1000/1517 Applicants 7000/40000 Guests 4500 UC Santa Cruz 2013

10 UC Santa Cruz Date SNC Application Developers Service Managers
Tickets Current Users Assignment Groups 2011: January Contract Start Date 2011: June Incident Change Knowledge Base 1 43,971 516 1,315 27,111 87 92 113 49 NA 2012: December Service Catalog (RITM) 1.4 491 340 8 2013: Summer Pinnacle Integration Portfolio & Project Management 1.5 1.2 Future 2013: Fall Release Management 1.3 2014: Winter CMDB 1315 Published out of 1857 total June 2012-June 2013 Incidents 43, 971 Changes 516 Active KB – 1,315 UC Santa Cruz 2013

11 Why Service Now? Transition from outdated tools (some vendor end of life) Performance Improvement Integration of silo’d tools, expansion opportunities, BC/DR Integration of ITIL processes continues Reduce skill specialization required across limited staff Consolidation of skillset into Service-now.com Reduced need for technical development staff More developer skills necessary than expected, develop SNC skills across org Reduced operational maintenance Expectation Met - No SysAdmin required; Still need to manage SNC Upgrades UCSF, UCLA, and LBL had adopted already Expectation Met – UC Wide Adoption continues Why Service-now? Inefficiencies & Obsolescence Transition from outdated tools (some vendor end of life), Performance Improvement Integration of silo’d tools, Expansion opportunities, BC/DR Included Reduce skill specialization required across limited staff Reduced need for technical development staff Reduced operational maintenance UCSF, UCLA, and LBL had adopted already UC Santa Cruz 2013

12 UCSF Overview Campus Overview 3000 Students 30,000+ Faculity/Staff
Other Tools Used? Remedy used by HR Why Service-now Frustration with Remedy Upgrade SOM and Medical Center IT moved to ServiceNow Operational Excellence – IT Consolidation

13 UCSF Item Date SNC Application Developers Service Mgrs Current Users
Assignment Groups Contract Start Date 2010: October 2011: January SOM Enterprise 1 Initial Production Deployment 2010: April Asset Mgmt – Computers (SOM only) Other Production Releases 2011: November 2012: February 2012: May 2013: March 2013: May 2013: July Incident Management for Med Ctr IT Enterprise Incident Management Enterprise Change Management ESS, Knowledge (internal) Asset Mgmt (computers – desktop support) SDLC Asset Mgmt (printers – desktop support) 2 750 IT Users 60 non-IT Users 251 Planned Releases 2013: September October November 2014 CMDB – Network CMDB – Server CMDB – Application Discovery 1.5 Future Plans Problem Management

14 UC Davis Overview Campus Overview 33,300 Students 8,352 Faculty
20,410 Staff

15 UC Davis Item Date Service Now Application Developers Community Admins
Product Owner (Agile) Contract Start Date 2012: Dec Initial Deployment 2013: Feb Incident 1 Planned Releases 2013: July “Beta:” Portfolio & Project Change Mgmt Contract Mgmt 2013: Aug Knowledge Mgmt 2-3

16 UCLA Manager, IT Service Management
Nisi Vidato UCLA Manager, IT Service Management

17 Background In 2007 UCLA underwent a Pink Elephant Process Assessment
Findings were that we were very immature in our processes The processes were not documented and communicated to a large degree The recommendation was to implement ITIL Processes In 2010 UCLA hired me as the ITIL Expert Conduct a gap analysis Operationalize the ITIL framework Implement ServiceNow

18 Service Management Awareness Campaign Core project team Design Team
Foundations Training Lunch and Learns Newsletters Core project team Governance Design Team Process development Requirements gathering

19 Why ServiceNow? IT Service Management Framework
Able to extend the platform to create custom applications Able to utilize workflow to develop end to end service provisioning Self-service Saas Upgrades are compatible with customized applications

20 UCLA Date SNC Application 2010: January 1/1 2010: March
Service Managers/ System Administrators 2010: January 1/1 2010: March Incident, Knowledge, CMBD Lite 1/2 2010: July Service Catalog, ESS, Mobile 2011: January Change Management, SR 2012: March Problem Management, SR 2/2 2012: August Custom Applications: Contact Info App, Calendar Management 3/2 2012: November SR (over 168), Contracts, CMDB Project 2013: January-April Merger 250 individuals, Custom Application: Service Request 5/3 2013: July Custom Applications: Bruin On Line , SAR Multi-Tenancy (6 Tenants) 2013: August CMS

21 Moderator Questions for Panel

22 Audience Q&A

23 Optional Slides

24 What are the potential benefits of ServiceNow?
Hosted in the cloud Based on ITIL Customizable Automated upgrades Improved operational tracking Tool/Application/Data consolidation Enterprise-wide tool Customer self service Powerful reporting What are the potential benefits of ServiceNow? Completely hosted in the cloud with a web browser interface No need to maintain commodity servers and applications Based on ITIL principles Customizable to adapt to unique organizational processes Automatic upgrades occur three times a year and are designed to be compatible with customizations Improved IT incident tracking, IT problem management and service request resolution Ability to consolidate many tools, applications and sources of data into one enterprise system Ability to extend the tools to other IT units on campus Ability to implement customer self service Flexible and powerful reporting including reporting capability for existing and new metrics

25 UC Santa Cruz Screen Shots
2013 UC Santa Cruz "IT Request"

26 UC Santa Cruz "IT Request"
ITS Home Page

27 UC Santa Cruz "IT Request"
Service-now ESS Page UC Santa Cruz "IT Request" Service-now.com ESS Page

28 UC Santa Cruz "IT Request"
Client/User Homepage Client Name UC Santa Cruz "IT Request"

29 UC Santa Cruz "IT Request"
Client/User Homepage UC Santa Cruz "IT Request"

30 UC Santa Cruz "IT Request"
Service Catalog We included the “Get Help” link to create an Incident ticket here. This allows users to start at the service catalog and if they don’t see what they want specifically, they can just “Open a Ticket”. Helps users as we add service request items to the service catalog. We did not take a big bang approach to our SNC catalog. UC Santa Cruz "IT Request"

31 UC Santa Cruz "IT Request"
Client Incident View UC Santa Cruz "IT Request"

32 UC Santa Cruz "IT Request"
ESS Page UC Santa Cruz "IT Request" Service-now.com ESS Page

33 UC Santa Cruz "IT Request"
Service Catalog UC Santa Cruz "IT Request"

34 UC Santa Cruz "IT Request"
Change Request UC Santa Cruz "IT Request"

35 UC Santa Cruz "IT Request"
Knowledge Base/FAQ (partial) UC Santa Cruz "IT Request"


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