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Understanding and Applying ITIL in Higher Education Bill Cunningham Associate Director, Process Operations Yale University.

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Presentation on theme: "Understanding and Applying ITIL in Higher Education Bill Cunningham Associate Director, Process Operations Yale University."— Presentation transcript:

1 Understanding and Applying ITIL in Higher Education Bill Cunningham Associate Director, Process Operations Yale University

2 Copyright Bill Cunningham, This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author. 2

3 Agenda ITIL Overview How Yale came to consider ITIL Yales 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. 3

4 ITIL Overview Who has heard of ITIL? Who is doing ITIL? Who is thinking about doing ITIL? Anybody ITIL Certified? 4

5 What is ITIL? A best practices framework to enable IT Service Management Focused, to some extent, on processes –Has roots in Business Process Management (BPM) Flexible Non- Prescriptive 5

6 IT Service Management (ITSM) Systems Management –Traditional IT management focus (well, not just IT) –Leads to silos as IT organizes around technical specialties Service Management –Clients and Customers do not consume the systems IT Manages –They use IT Services 6

7 IT Services – IT Processes IT Services End –Users Clients IT Processes Applications Information Infrastructure People 7

8 Process Process - –a complete end-to-end set of activities that together create value. –a series of related activities aimed at achieving a set of objectives in a measurable, usually repeatable manner. 8

9 9 Process Process Owner Goals – (Policies) Activities – (Procedures Work Instructions) Key Terms KPIs – CSFs (Metrics) Inputs Output Roles & Resp. (ARCI) Resources. reports Feedback Generic (ITIL) Process Model Dependencies Maturity

10 ITIL Volumes V2: –Service Support –Service Delivery V3 (released May, 2007) –Service Strategy –Service Design –Service Transition –Service Operation –Continual Service Improvement 10

11 11 ITIL V2 - Service Management Responsibility Pyramid Service Level Problem Change Service Desk Incident Release Configuration Availability Capacity Financial Service Continuity Service Delivery Service Support

12 12 Incident Management – Goal Incident management seeks to restore client service as soon as possible while minimizing any negative effect on his/her work

13 13 Incident Management – Activities 1. Incident Detection & Recording 2. Classification & Initial Support 3. Investigation and Diagnosis 4. Resolution and Recovery 5. Closure 6. Ownership, Monitoring, Tracking & Communications Service Request? Service Req. Procedure

14 14 ITIL V2 - Service Management Responsibility Pyramid Service Level Problem Change Service Desk Incident Release Configuration Availability Capacity Financial Service Continuity Service Delivery Service Support

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16 ITSM, Frameworks and the Primary IT Value Chain T Plan Build Run Demand/Relationship Mgt. Solutions Development Operations/Support Derived from Charles T. Betz, Architecture and Patterns for IT Service Management, Resource Planning and Governance ITIL Service Strategy - Service Portfolio ITIL Service Design -Service Catalog -- SLM -- Avail & Capacity PMBOK Prince2 Critical Chain Theory of Conscious Alignment SWEBOK CMM ISE ITIL v2 Service Support ITIL Service Operation -- Incident -- Problem ITIL Service Transtion -Transitions Planning/Suppt. -- Change Management --- SACM (Configuration) -- Release and Deployment ---- Svc. Testing and Validation ITIL CSI BPM Theory of Constraints

17 Why ITIL? Yales traditional Siloed IT organization –The bar keeps getting raised, increasing demands –Do more with less –Technology more complex, interrelated 17

18 Why ITIL? Integration – Yales Unique Challenge –Merged Med and Central IT Organizations (Nov. 2005) –Suddenly, a much larger organization –Suddenly, two different cultures forced to cooperate 18

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20 Phase 1 – Acquiring ITIL Knowledge Organizational Change Management –Any BPM redesign project is fundamentally about organizational change management –Kotters 8 Steps –ADKAR (Prosci) 20

21 Phase 1 – Acquiring ITIL Knowledge Kotters 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 21

22 Phase 1 – Form Guiding Coalition Executive Sponsorship Change Agents in organization Training(Summer, Fall 2006) –ITIL Foundations –ITIL Practitioner –BPM Concepts 22

23 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 23

24 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 24

25 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 25

26 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 26

27 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. 27

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29 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) 29

30 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 30

31 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 31

32 32 Phase 3 – Already Begun Service Level Problem Change Service Desk Incident Release Configuration Availability Capacity Financial Service Continuity Service Delivery Service Support

33 Phase 3 – Planned July 2008, June 2009 Incident, Problem, Change –Implement CSI –Increase Organizational Scope Knowledge Management –Integrated with Incident and Problem Management 33

34 Phase 3 – Planned July 2008, June 2009 Service Level Management –Already begun –OLA, SLA definition Service Catalog 1 – Service Definition 34

35 Phase 3 – Planned July 2008, June 2009 Configuration Management –CMDB Definition Change Management matured to include Release 35

36 36 Is ITIL for you? ITIL specifies the what not the how –Ideal for higher ed, for which commercial models often dont fit Gartner findings –Most organizations implement ITIL to improve quality, not reduce cost –The biggest challenge to ITIL implementations is the culture change

37 37 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

38 38 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

39 39 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

40 40 Questions? Bill Cunningham


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