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Service Now and ITSM Implementation

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Presentation on theme: "Service Now and ITSM Implementation"— Presentation transcript:

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 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.

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