1. HUIT Queue Managers Forum May 7, 2014

2. Agenda Welcome The Role of the Service Owner Service Metrics “IT Order Takers” ServiceNow Best Practices, Tips & Tricks Open discussion 2

3. Queue Manager Forum Mission To connect operational leaders, who model and foster the HUIT values, while focusing on quality and efficient service delivery. The Forum aims to keep Queue Managers (QM) engaged in the activities and responsibilities of the QM role to support the business processes of ServiceNow. 3

4.  Approaching our 1 year anniversary  We’ve made GREAT progress Thanks to ALL of you!!  Thanks to ALL of you!! Thank you!!

5. The Role of the Service Owner Simon Pride HUIT – IT Service Management

6. A Service Ownership program in HUIT Service Catalog is an emerging practice in HUIT –Now on our third version of the Service Catalog on the HUIT public site Service Catalog has a natural overlap with Service Ownership ITSM is running a long-term Service Ownership program among managers and directors in HUIT The Service Ownership program is a Continuing Service Improvement initiative which assists Service Owners and Service Delivery Managers with presenting the most complete and accurate description of the strategic goals and operational details of services.

7. Cloud Service Cloud Service Email Service Owner (Example) VP/CIO Service Desk IT Operations Security Exchange Team Email Service Owner The Email Service Owner is accountable for the delivery and quality of service across the IT organization. Note: the dotted line communication structure. Monitor email virus threats Handle email incidents and service requests from end-users Monitors servers, installs patches, configures ActiveDirectory, etc. Best Practices

8. Service Ownership Roles StrategyDesignTransition Operations SO SDM Level of Involvement Service Owner (SO) is more involved with initiation of service through strategy and design Service Delivery Manager (SDM) is more involved with the transition of services to the live environment and their operation Inverse level of involvement, but participation from both SO and SDM throughout introduction of a new service

9. Ownership Tools: Service Transition Package Defines the deliverables needed to move a service into operation Two of these are new documents Service Handbook –Defines the strategic objectives and design goals of a service –Contains the performance targets and commercial relationships –Documents the Service team and their roles Service Troubleshooting Guide –Identifies the process for intake of Incidents and Requests for a Service –Provides service-specific guidance on initial troubleshooting –Guidance on assignment and escalation –Input from Queue Managers is vital Work with SDM for service to make it useful and accurate 9

10. Ownership Tools: Service Handbook Service Handbook –Service Catalog attributes Description etc –Vision Strategic Objectives Guiding Principles –KPIs –Stakeholders –Service Team –Dependencies Up and down Context diagram 10

11. Ownership Tools: Troubleshooting handbook Support/Troubleshooting Guide –Major Incident Communications –Key Service information –Key Areas to Troubleshoot for Any Incident –Escalating to Level 2 or 3 11

12. …questions?

13. Common pain points discussed Two-way street! –The same point can cause pain for the service owners and the support team Confusion around Major Incidents Uncertainty about the Change approvals process No standard and complete documentation for services No standardized approach to qualifying and pre-screening incidents before escalation to Service Owners

14. What is a Service Owner? Accountable for a specific service within an organization independent of where the underpinning technology components, processes or professional capabilities reside. Accountable for all stages in the Service Lifecycle Strategy Design Transition Operations Continuous Improvement

15. “IT Order Takers” Theresa Butler Financial Systems Solutions

16. What is an “IT Order Taker?” “I did what was in the ticket…” – But it didn’t solve the problem – Technical guidance wasn’t shared to do it better – It created a bigger problem

17. Example - INC00812561 The user is unable to login into the Unix home directory using a known good password Reassignment Count: 30 Emails 50 updates for this record Avg time between updates: 6 Hours 16 Minutes Business Duration: 3 Days 5 Hours Actual Duration: 5 Days Number of modifications to ticket: Service Desk = 11 times Local IT Contact = 1 time Guest = 4 times ITSM = 2 times Snow = 3 times Unix Team = 15 times AAM = 14 times Field Support = 1 time

18. Change and Engage - People Changing IT away from the order taker role is more than semantics, it’s about action and behavior  DON’T run on "autopilot”  DO ask "what is it that you are trying to do?" instead of just doing  HUIT Value = User Focused Are you trying to understand the issue, not just close the ticket?

19. Change and Engage - Process Innovation can be applied to workflow processes, not just technology  Don’t wait to be asked if processes are broken  DO share thoughts and ideas for process improvements  HUIT Value = Innovative Are you thinking about ways we can provide better service to our community?

20. Build relationships with your Colleagues This shift requires real elbow to elbow work within IT to communicate and understand challenges and opportunities in a way that becomes valuable to both parties  HUIT Value = Openness Give & receive feedback to colleagues on process. Assume good intentions to gain improvements and efficiencies. This leads to…

21. Better Teamwork = Better Collaboration! Let’s make IT easier for ourselves too!  HUIT Value = Collaborative Do you talk to at least 1 colleague outside of your Service Area each week?

22. Questions, Comments? Thank you!