SERVICE DELIVERY ACROSS THE ENTERPRISE

Transcription

1 drhgfdjhngngfmhgmghmghjmghfmf SERVICE DELIVERY ACROSS THE ENTERPRISE JACK SCHMIDT IT Process Manager NLIT May 1-4, 2016 Albuquerque, NM

2 AGENDA Background, Challenges and Objectives Observations Recommendations and Roadmap Demo Q&A 2

3 BACKGROUND: CHALLENGES AND OBJECTIVES

4 BACKGROUND JACK SCHMIDT, IT PROCESS / SERVICE MANAGER, ARGONNE NATIONAL LAB Leads IT Service and Process Management at Argonne and is focused on helping proactively align IT with the Lab s mission of science Strong backgrounds in ITIL and ISO

5 ABOUT ARGONNE Argonne is a multi-disciplinary science and engineering research center in Argonne, IL 6 user facilities 3,350 employees 1,250 scientists and engineers 750 PhDs 17 research divisions with key focus on clean energy, environment, technology and national security Collaborate with more than 600 companies, federal agencies and hundreds of research institutes worldwide 5

6 CORE MISSION AND CAPABILITIES Energy Security Biological & Environmental Systems National Security Use Inspired Science and Engineering Discovery and Transformational Science and Engineering 6

7 THE CHALLENGE Transition to Coordinated Service Delivery Argonne s Mission Support the Science Customer service ethic runs deep across Mission Support But lots of siloed support functions make service delivery manual and inefficient Implemented solutions outside of IT Saw the opportunity to leverage the ServiceNow platform to transform Mission Support Proposed Benefit of Mission Support catalog to senior management Needed both short-term proof and a long-term strategy delivered within 60 days Identified stakeholder champions to help build roadmap Service provider buy-in is key! Created a working prototype throughout the roadmap process helped believers get on board 7

8 SERVICE SILO EXAMPLE CONFERENCE SERVICES Transition to Coordinated Service Delivery Current Customer initially contacts CEPA for the primary service, then contacts other areas for specific additional services. CEPA Vendor Coordination Photography Graphic Design Future Coordinate service options with single point of contact. Argonne Conference Service Vendor Coordination Photography Graphic Design Custodial Service Transportation Audio/Visual Housing Catering FMS CIS Custodial Services Transportation Audio/Visual Coordinated Service Desk CEPA FMS CIS Sodexo Housing Catering Sodexo 8

9 OBJECTIVES Present an intuitive, familiar, Amazon-like storefront for users to request Mission Support services, log issues and check progress Behind the scenes, provide effective and efficient workflow, approval, and automation capabilities across Mission Support and between its divisions Deliver results that improve the customer experience, alleviate pressure on the mission support organization, accelerate service delivery and reduce operational costs 9

10 OBSERVATIONS

11 ROADMAP SUMMARY OUTCOMES Executive Presentation Actionable Service Catalog Roadmap Service Catalog Governance Recommendations Identify Key Resources by Phases of the Roadmap Updated Service Catalog Pilot Environment Event Request (Complex, Multi-Team Request) Other Division-Specific Service Requests - CEP / Conference Attendance Request - CIS / Request A New ServiceNow Catalog Item - ESQ / Ergonomic Evaluation Request - HEW / Ask A Question - NWM / Container Request Common Workflow Templates 4 Reusable Templates Developed and Transitioned 11

12 PROJECT OBSERVATIONS Divisions exhibited a strong work ethic; dedicated to support the mission of science Mostly a reactive environment; everyone is extremely busy working on today s highest priority Limited management visibility into customer demand, work efficiency and customer satisfaction Few standard, packaged solutions all work is essentially custom Interdivision work is manual and complicated by multiple, nonintegrated technologies 12

13 CUSTOMER FOCUS Customer Focus Finding Customer Experience Execution Effectiveness Governance & Accountability Service Delivery Processes Customer interaction means is legacy phone, , in person Slow, manual experience, but very personal Inconsistent quality Do not capture inbound demand data; unsure of request status and who is working on them Tools Customer is the integrator for multi unit interactions Inefficient, frustrating, duplicated interactions Duplicate data, no visibility regarding status Very limited visibility into quality, cost and value 13

14 SERVICE DELIVERY Customer Focus Service Delivery Finding No demand management / performance reporting Customer Experience Inconsistent experience Execution Effectiveness Demand is unpredictable, affects consistency Governance & Accountability Little understanding of demand pipeline or volume of requests being processed Processes Tools Few recommended offerings and packaged pricing limited up front visibility Slow buying experience, hard to make price tradeoffs, want a few targeted recommendation s All custom means slower, more complex, less consistent, less predictable, more re work, more expensive Inability to measure or streamline activities, measure cost, effectiveness or determine best team composition 14

15 PROCESSES Customer Focus Finding Customer Experience Execution Effectiveness Governance & Accountabilit y Service Delivery Processes Manual, stovepiped processes Inconsistent service experience Slow, complex, less consistent, more re-work, handoff errors and inefficiency Little understanding of workload / performance, cost of service, potential for improvement Tools Limited management and governance insight / reporting Inability to improve customer experience Inability to eliminate inefficiencies Limited visibility into quality, cost, value, demand and performance 15

16 TOOLS Customer Focus Finding Customer Experience Execution Effectiveness Governance & Accountabilit y Service Delivery Processes No self-service capabilities Difficult to check status, impossible if compound request Staff time wasted manually fulfilling requests or determining status Less insight into demand Tools Multiple tools for customer requests and provider fulfillment Inconsistent request submission, status check and workflow Wasted time making a simple request Lack of visibility to overall demand, reporting is incomplete 16

17 TOOLS INVENTORY Partial list identified during roadmap project Customer Experience: Phone Xink Forms Department Specific Forms / Templates Inside Argonne Intranet Exchange Calendar Resource Scheduling My Health Axiom Portal (HEW) NEMO Notification Broker (NWM) Governance & Accountability: Dayforce Time Tracking, Payroll SCOAR Cost Recovery, Chargeback ISAAC Authorizations, Group Lists Execution Effectiveness: Document Center Document Repository FMax Asset Management SCCM IT Asset Discovery / Windows Update Tool Eracent Software License Tracking Tool CASPER IT Asset Discovery Tool / OSX Update Tool ANGUS Work Management (TCS) imanage Calendar (HEW) MedBook Calendar (HEW) WMS Radioactive Management System (NWM) ANGUS Work Management (TCS) TMS Training Management System (ESQ) Coral Chemical Management System (ESQ) 17

18 RECOMMENDATIONS AND ROADMAP

19 HIGH-LEVEL RECOMMENDATIONS Adopt ServiceNow as the platform for Mission Support Requests Single platform for all requests Enhanced customer experience Request Automation, Self Service and Process Streamlining can produce a strong ROI Common data model improves forecasting, management and reporting of all requests Create a consistent Service Quality Experience Foundational for program success Delivered through a Services Lifecycle Factory Rationalize the tools to reduce user confusion and costs 19

20 HIGH-LEVEL RECOMMENDATIONS (2/2) Drive adoption by users and providers, phase by phase Create the services every step of the way with the Customers, Providers and Managers Deliver a beautiful, intuitive user interface with self-service capabilities Enable high-value services Make the Mission Support Catalog the preferred means of interaction Establish a governance team with a Service Management focus Dedicated leadership with authority at the enterprise level Mission Support Catalog enablement is a top priority Assign process owners for each process area Responsible for it's operations and overall success Individuals overseeing multiple processes is acceptable short term, but should be addressed over time 20

21 STRATEGIC PHASE APPROACH Phase 1 Enhanced Service Catalog Interface Establish Service Request factory with clear expectations regarding delivery timeframes Capture performance baselines and key performance indicators Enable mobile access and reporting dashboards Establish Process / Service Management Governance Team 1 Phase 2 Expanded Mission Support Catalog Scope Double volume of Requests and expand scope to other Mission Support Divisions Enable integrations to enable service pricing data exchange between systems Expand dashboard reporting and communicate operational improvements 2 Phase 3 Optimized Delivery and Automation Critical mass (~80%) of Request volume enabled in ServiceNow Enable automated fulfillment of Service Requests 3 Requires: Strategic Approach to adopt ServiceNow as the Enterprise Service Management Tool Strong Executive Sponsorship to ensure ongoing support across multiple years Set Customer Expectations regarding the timeline to expand scope and improve processes over time Mix of both Internal and External Technical Resources required to fulfill demand 21

22 DEMO: ARGONNE PORTAL

23 CREATE A NEW ENTICING FRONT DOOR FOR YOUR CUSTOMERS By building customer centric services, Mission Support can truly enable its customers and better align with the mission of Argonne National Laboratory. Design Principles: Beautiful Simple Complete Predictive Leading Result: Simplistic web design Responsive elements Logically structured taxonomy Full featured 23

24 EVENT REQUEST PILOT OVERVIEW Argonne hosts small to large multi-day events with global attendance Multiple Shared Services departments involved Pilot Solution Functionality Single User Portal End to End Workflow shared across departments Integration with existing systems including e mail and auto forms Communications, Education & Public Affairs (CEPA) o Photography o Video o Print Materials Computing and Information Systems (CIS) o Audiovisual & IT Services Facilities Management and Services (FMS) o Food, Transportation, Custodial, Ground and Room Configuration Services 24

25 KEY TAKEAWAYS Service Catalogs Begin with the Customer Service Transformation Has 3 Constituents Service Catalogs are built from the customer in rather than IT out. If not, they will not be adopted. The Customer, the Provider and Management are all required and integral to creating durable, sustainable services. Rapid solutions Is a Secret Weapon for Cultural Resistance Business Process Reengineering Can Be Bottom Up not Top Down Rapid piloting combined with a clear, shared direction quickly helps break down cultural resistance to change. The ServiceNow platform makes bottom up agile BPR possible engaging the service providers in rapid, grassroots transformation. Service Components as CIs Create Reusable Building Blocks This enables reuse of and combinations of components for new services. Reduces time to build new services and the proliferation of duplicated single-use services. 25

26 QUESTIONS?