Wilhelmenia Ravenell IT Manager Eli Lilly and Company

Transcription

1 Wilhelmenia Ravenell IT Manager Eli Lilly and Company

2 Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience Questions National BDPA Technology Conference 2

3 What is Service Management? National BDPA Technology Conference 3

4 Information Technology Service Management (ITSM) is an approach that combines proven methods such as process management and known industry best practices, in the area of IT Service Management, to enable any organization to deliver quality IT services that satisfy customer business needs and achieve performance targets specified within service level agreements. Service Transition The Service Management framework consists of 5 core areas as defined by ITIL, an industry leading service management framework: Service Strategy Service Design Service Design Service Strategy Service Operation Service Transition Service Operation Continual Service Improvement (CSI) National BDPA Technology Conference 4

5 Service Management is not something that happens overnight. Successfully implementing a Service Management framework requires a multi-step approach starting with setting the foundation. Enterprise Service Management Extending service management practices beyond IT to include enterprise services spanning multiple business functions such as HR services (e.g., employee onboarding), aiming to improve organizational efficiency. The evolution over time transforms from implementing the foundation to the user experience, managing IT as a business, and Enterprise Service Management. Start here Service Management Office Establish a Service Management Office that will bring together processes and functions to improve efficiency and enable IT to be run as a business. Establish ITSM Foundation Implement core ITSM processes to support and manage IT operations. Incident, Request, Knowledge, Problem, Configuration, and Change Management Configuration Management and the CMDB increases in maturity level as each building block evolves. Service Catalog & User Experience Improve user experience by enabling self service and service catalog. Service catalog has an increasing maturity level (as each building block evolves) to include IT services and Business Services as these are defined. Manage IT as a Business Demand & Project Portfolio Management Understand, anticipate and influence customer demand for services. Influence service consumption and produce the pipeline of new or altered services. IT Financial Management Monitor service cost, determine financial impact of introducing, expanding or retiring a services. Service Performance Measurement & Analytics Establish Service Level Management to monitor and govern service level agreements. Service Definition & Service Portfolio Management Transform into a service oriented organization by defining services provided by IT to the business. National BDPA Technology Conference 5

6 Provide Provide a list of a services list of available services to users, for end set delivery users expectations, to request and facilitate fulfillment Service Catalog Restore normal service operations while minimizing business impact REQUEST FULFILLMENT Identify and remediate root causes of issues impacting services and proactively prevent issues from arising END USERS Service Desk Manage the lifecycle of services offered by IT to ensure the right balance between investment in IT and the ability to meet business needs ENTRY INTO IT Provide visibility into the health of services and operations Configuration Management Change Management KNOWLEDGE MANAGEMENT REPORTING & METRICS SERVICE PORTFOLIO MANAGEMENT (SPM) Ensure the right information is available in the right place at the right time to enable decision making Ensure CIs required to deliver services are controlled, and that accurate and reliable information is available Respond to customers changing business needs by implementing new and maintaining existing services National BDPA Technology Conference 6

7 Keys to a successful Service Management transformation National BDPA Technology Conference 7

8 VISION and EARLY ADVOCATES for change Service catalog to show end user value as quickly as possible Start with existing processes low degree of change and risk (Incident and Problem) Deploy CMDB in two phases Continual evolution of Service Catalog Invest in PEOPLE and organizational READINESS ITIL foundation training for everyone! ServiceNow training for core team Multi-channel Communication Plan Solution Socialization & Model Office engage stakeholders in design and decisions Ambassador Program Teaming with an EXPERIENCED IMPLEMENTATION PARTNER for strategy, roadmap and implementation Creating a roadmap focused on quick wins and speed to value Service Integration Partner process packs accelerated process design and ensured consistency Defining steady state SI organization EARLY DEPLOYMENT PLANNING was critical to successful adoption and minimizing risks to the organization Deployment waves Implementation Leads Hypercare support through deployment National BDPA Technology Conference 8

9 VISION and EARLY ADVOCATES for change Service catalog to show end user value as quickly as possible Start with existing processes low degree of change and risk (Incident and Problem) Deploy CMDB in two phases Continual evolution of Service Catalog Invest in PEOPLE and organizational READINESS ITIL foundation training for everyone! ServiceNow training for core team Multi-channel Communication Plan Solution Socialization & Model Office engage stakeholders in design and decisions Ambassador Program Teaming with an EXPERIENCED IMPLEMENTATION PARTNER for strategy, roadmap and implementation Creating a roadmap focused on quick wins and speed to value Service Integration Partner process packs accelerated process design and ensured consistency Defining steady state SI organization EARLY DEPLOYMENT PLANNING was critical to successful adoption and minimizing risks to the organization Deployment waves Implementation Leads Hypercare support through deployment National BDPA Technology Conference 9

10 In order to lead a successful transformation it is critical to have support and engagement throughout the organization starting from setting the mode at the top. ITSLT Engage the IT Senior Leadership Team (ITSLT) Explain the business case Receive input on the vision Understand the concerns Information Officers (IO) Engage each Business Unit s Information Officer (IO) Explain the vision Understand local goals or concerns Identify BUs resistant to change in order to target communication Implementation Leads Engage a network of leaders within each Business Unit Establish a network of implementation leads from locally respected leaders Involve this team early and often to ensure buy-in and assist with the vision Lead local deployment readiness activities Ambassadors Establish ambassadors to assist with deployment Establish a network of ambassadors Deliver training and create local content where needed Act as first level support leading up to and during go-live to ensure smooth transition National BDPA Technology Conference 10

11 Why We believe the customer experience is an integrated journey. That experience, both internally and to the end consumer, begins before our services have been developed and delivered. How We will increase the quality and consistency in delivering and maintaining IT services through formal process definition, execution, and measurement. What E2E Visibility IT Analytics Data Connectivity Supplier Collaboration Supplier Forum Left Shift Self Service Service Catalog Service Management Risk Mitigation Common Processes National BDPA Technology Conference 11

12 Lilly has evolved into a multi-supplier model which poses challenges to meeting our IT imperatives. Building on the capabilities delivered with Service Integration, the next evolutionary step is to build data driven, end to end (E2E) service visibility, creating the capability to manage IT as a business and to drive value and enable growth LEGACY TARGET EVOLUTION Supplier B Supplier B BU 1 Supplier A Lilly IT BU 1 Supplier A Lilly IT BU 2 BU 2 Supplier C BU 3 Supplier C Inconsistent supplier management Uncoordinated focus Lack of end to end visibility Non-standard processes and tools Common operating model Integrated processes and systems Seamless delivery E2E Visibility Data Driven Predictive Standard Service Integration Maximize the value of our chosen IT Sourcing Strategy National BDPA Technology Conference 12

13 A key part of articulating the vision is focusing on the benefits to the organization. E2E VISIBILITY Health of a Service Visibility across a service Visibility of Tickets & Multi-Supplier Change No matter in which system Supplier Forum To collaborate and bring shared solutions SUPPLIER COLLABORATION LEFT SHIFT Self Service Support for all end users Service Catalog Business, IT, and Supplier Services Risk Mitigation Transition from Remedy Common Processes & Tools Reduces overhead and complexity in processes SERVICE MGMT National BDPA Technology Conference 13

14 We considered the following principles when creating the release plan to help us achieve our vision and identify opportunities for early advocates. 1 TARGET QUICK WINS TO SHOW SPEED TO VALUE Identify quick wins and opportunities to prove value quickly. Will help support business case, gain momentum, and instill confidence to advocates and leadership. 2 IMPROVE END USER EXPERIENCE Focus on the portal and Service Catalog to improve the end user experience. This will to achieve customer buy-in and help create excitement and support for IT. 3 START WITH EXISTING PROCESSES Focus early releases on existing processes like incident and problem. These processes require low degrees of change and therefore are lower risk. 4 DEPLOY CMDB IN TWO PHASES The introduction of an enterprise CMDB was completed in two phases, to immediately demonstrate value for core ITSM processes while gradually transitioning to a single system of record. National BDPA Technology Conference 14

15 VISION and EARLY ADVOCATES for change Service catalog to show end user value as quickly as possible Start with existing processes low degree of change and risk (Incident and Problem) Deploy CMDB in two phases Continual evolution of Service Catalog Invest in PEOPLE and organizational READINESS ITIL foundation training for everyone! ServiceNow training for core team Multi-channel Communication Plan Solution Socialization & Model Office engage stakeholders in design and decisions Ambassador Program Teaming with an EXPERIENCED IMPLEMENTATION PARTNER for strategy, roadmap and implementation Creating a roadmap focused on quick wins and speed to value Service Integration Partner process packs accelerated process design and ensured consistency Defining steady state SI organization EARLY DEPLOYMENT PLANNING was critical to successful adoption and minimizing risks to the organization Deployment waves Implementation Leads Hypercare support through deployment National BDPA Technology Conference 15

16 In order to meet our IT imperative and starting building a service management frame work, we needed to start with the foundation of IT Service Management capabilities. As additional capabilities are defined they can complement and enhance the foundation to move towards managing IT as a business. Services Foundation Integrated Suppliers Phase 2 Strategic Planning Phase 3 Business Value E2E CAPABILITY DEFINTION Phase 1 Set the foundation for managing the IT environment through service management processes. Create an Inventory of assets and service catalog, to understand the scope of IT. Incident Management Problem Management Knowledge Management Service Catalog & Portal Request Fulfillment E2E CAPABILITY DEFINTION Define services, integrate supplier management, cost modeling, risk compliance, and ability to manage change and release impacts. Total cost of ownership becomes clearer. Change Management Release Management Portfolio Management Supplier Management Service Level Management E2E CAPABILITY DEFINTION Services, assets, and suppliers, are known. Focus on the ability to establish patterns, strategically manage the portfolio, and manage the bill of IT. Demand Management Capacity Management IT Financial Management CMDB Degree of Change National BDPA Technology Conference 16

17 To deliver on the first 2 phases of our Service Management Roadmap we implemented 3 releases over a 2 year period aimed at solidifying ITSM foundations and the user experience. Release 1 Release 2 Release 3 Release 4 Release 5 Request Mgt and Service Catalog Service Desk Limited Service Portfolio Mgt Incident Problem Asset and Config. Change Business Service 1 Business Service 2 Business Function 1 Business Function 2 Business Function 3 Applicatio n 1 Applicatio n 2 Middlewa re National BDPA Technology Conference 17

18 Utilize an experienced Service Integration partner, to bring roadmap and process accelerators aimed to assist with a swift and successful implementation 1. Examples of roadmaps aimed at implementing and maturing the Service Management framework 2. Lead solution and data architecture work streams 3. Process packs to kick start process design leveraging industry leading practices and experience. Conducted workshops to review and incorporate Lilly requirements 4. Data collection templates and 5. Organizational change management implementation accelerators to approaches aimed and ensuring assist teams with preparation organization readiness National BDPA Technology Conference 18

19 VISION and EARLY ADVOCATES for change Service catalog to show end user value as quickly as possible Start with existing processes low degree of change and risk (Incident and Problem) Deploy CMDB in two phases Continual evolution of Service Catalog Invest in PEOPLE and organizational READINESS ITIL foundation training for everyone! ServiceNow training for core team Multi-channel Communication Plan Solution Socialization & Model Office engage stakeholders in design and decisions Ambassador Program Teaming with an EXPERIENCED IMPLEMENTATION PARTNER for strategy, roadmap and implementation Creating a roadmap focused on quick wins and speed to value Service Integration Partner process packs accelerated process design and ensured consistency Defining steady state SI organization DEPLOYMENT SUPPORT are critical to a successful adoption Deployment waves Ambassador Program Implementation Leads Hypercare support through deployment National BDPA Technology Conference 19

20 OCM proactively addresses risks and prepares the organization and individuals for a successful transition to the new IT Service Management Solution. STAKEHOLDER ANALYSIS ORGANIZATIONAL READINESS & RISK COMMUNICATION STRATEGY TRAINING Understand who will be impacted Analyze how they will be impacted and to what extent Communicate key messages aligned with strategic goals Train stakeholders on new processes and tools Identify stakeholders that will be impacted by the project Determine how large the impact will be Define the level of influence that each could potentially have on the success of the project and there understand the corresponding alignment needed. Identify largest organizational risks based on the stakeholder analysis Leverage this information to form targeted communication and training plan Manage communications in a phased approach aligning to release milestones Leverage multi-channel communication methods to ensure breadth of message Target communications based on stakeholder analysis ITIL foundations for everyone! Ensure we are all speaking the same language Comprehensive ambassador program to ensure global coverage and engagement BU specific trainers provide local training focused on global concepts and local adaptations to operate National BDPA Technology Conference 20

21 INFORM IT users of new tools and processes as appropriate but do not overwhelm them with too many details. Posters Intranet banners Videos ENABLE implementation leads/ocm leads to own to customize and cascade the communications that impact their groups. Collaboration Site Knowledge Articles 101 materials Office Hours COMMUNICATE regular updates on the implementation of Releases through regularly available communication channels. IT Updates Leadership Updates DEVELOP a global set of messages and tools that can be used within the IT group to communicate the basics of Service Integration. Town Halls Model Offices Gallery Walks National BDPA Technology Conference 21

22 The goals of the Ambassador program are to: Give Ambassadors a deep understanding of the Service Integration project Provide Ambassadors with hands-on training on the Lilly ServiceNow tool and new processes Create a robust feedback loop for identification of potential risks, issues and opportunities to enable continuous improvement Create an interconnected network of resident experts who can support each other Enable Ambassadors to provide training and support their local teams with Release 2.0 implementation Leverage the Ambassadors perspective and credibility to engage and inform end users (both IT and business) Ambassadors play a critical role for a successful implementation as: CHAMPIONS Project advocates Articulate overall scope, timelines and objectives Liaisons to their IT business partners** TRAINERS* Power users of the new global processes Drive training strategy for their respective IT BUs Deliver training 1 ST LEVEL SUPPORT Have the knowledge and resources to provide support First escalation point Floor-walkers during go-live and Hypercare * Business Ambassadors ** IT Ambassadors National BDPA Technology Conference 22

23 Ambassadors can accelerate efficiency at go-live in the following ways: Earlier attainment of optimal productivity Full realization of people, process and technology benefits Accelerated learning curve for people Quicker ROI Accelerated benefits Productivity Go Live Minimized dip in productivity Time National BDPA Technology Conference 23

24 VISION and EARLY ADVOCATES for change Service catalog to show end user value as quickly as possible Start with existing processes low degree of change and risk (Incident and Problem) Deploy CMDB in two phases Continual evolution of Service Catalog Invest in PEOPLE and organizational READINESS ITIL foundation training for everyone! ServiceNow training for core team Multi-channel Communication Plan Solution Socialization & Model Office engage stakeholders in design and decisions Ambassador Program Teaming with an EXPERIENCED IMPLEMENTATION PARTNER for strategy, roadmap and implementation Creating a roadmap focused on quick wins and speed to value Service Integration Partner process packs accelerated process design and ensured consistency Defining steady state SI organization EARLY DEPLOYMENT PLANNING was critical to successful adoption and minimizing risks to the organization Deployment waves Implementation Leads Hypercare support through deployment National BDPA Technology Conference 24

25 The implementation leads provided a single point of contact and accountability for local deployment readiness. This assisted the global SI team in coordinating readiness activities, deployment wave planning, and provided a community of support. Responsibilities: Change Agents Implementation leads were identified early and consistently involved to review design and provide input Acted as advocates within their organizations BU 6 BU 1 BU 2 Data Readiness Understand data elements and how to apply them (e.g., routing rules, configuration items) Coordinate data collection for Business Unit Service Integration (SI) UAT and Data Verification Perform local UAT testing Execute data verification pre go-live BU 5 BU 3 Deployment Waves Provide input to deployment wave planning to ensure BUs are ready to adopt BU 4 Community of Support Work as a community to address operational questions and provide guidance to the teams Strive for consistent implementation of global process National BDPA Technology Conference 25

26 Hypercare: Goes beyond establishing a reactive command center and is geared to be proactive and provide early support through a network of ambassadors Ensures that each user that converts to the new tool and process has adequate support to minimize impact during the golive period Hypercare lasts until the transition is complete and stable GLOBAL COMMAND CENTER BUSINESS UNIT COMMAND CENTERS AMBASSADORS GLOBAL USERS 24-hour coverage throughout the transition central point for coordinating support and escalations that cannot be handled locally 24-hour coverage during key points in the transition phase provides second level support to all teams within the BU familiar with local procedures and risks Constitute the first line of support for local groups within each business unit as questions or issues are raised, Responsible for holding office hours leading up to go-live to proactively support teams. Encouraged to ask questions and raise any issues or errors encountered during the transition National BDPA Technology Conference 26

27 Hypercare should be more than handling questions and issues post go-live. By investing in hypercare throughout the implementation you can proactively identify and address issues or questions thereby limiting the negative impact of go-live. Typical Systems Implementation Performance Go Live HyperCare New Capabilities #1 Goal: minimize depth and breadth of the dip Time Design Build Transition Sustain Improve National BDPA Technology Conference 27

28 Return on investment (ROI) National BDPA Technology Conference 28

29 E2E VISIBILITY Managing IT in manner that enables strategic, business focused decisions while optimizing quality and effectiveness of IT delivery. Enhanced on demand reporting capabilities to support decision making Information available to drive IT Intelligence Financial and value based data, metrics and decisions Alignment of IT processes with business situations to enable flex and focus Integration of multiple IT management areas with a focus on end to end scenarios Transparency into the customer experience support by real-time data on individual team s performance PEOPLE PROCESS DATA TECHNOLOGY National BDPA Technology Conference 29

30 LEFT SHIFT Service automation and self-service capabilities enable faster service delivery to the customer and allow IT personnel to focus on proactive improvements and high priority items. Service Catalog with automated approvals and workflows for over 700 items enabling shorter fulfillment times An end user facing knowledge base for quick searches and self-help Full visibility into open incidents, request, and approvals allowing users to self-manage their experience National BDPA Technology Conference 30

31 SUPPLIER COLLABORATION Engaging external suppliers in requirements gathering and design ensured buy-in and support across the globally dispersed environment. This allowed our design to: Leverage supplier best practices Enable suppliers to streamline current processes Consolidate into a single platform for supplier collaboration Support a more seamless transition of work between suppliers one platform Real-time visibility into supplier performance through automated SLA monitoring Supplier B Supplier B BU 1 Supplier A Lilly IT BU 1 Supplier A Lilly IT BU 2 BU 2 Supplier C BU 3 Supplier C National BDPA Technology Conference 31

32 SERVICE MANAGEMENT By establishing a common ITIL foundation and working with each business unit to harmonize existing procedures, globally consistent processes were implemented across the organization. This provides Lilly with: Simplified global processes enabling teams to complete work faster Visibility into the breakdown of incidents, requests, and problems by adhering to the ITIL framework A standard way of doing work which provides leaders a standard way of interpreting information Global collaboration across teams leading to shared lessons learned and best practices SERVICE MGMT OFFICE Training and Communication National BDPA Technology Conference 32

33 Establish the vision and identify early advocates for change Utilize an experienced implementation partner Invest in people and organizational readiness Plan for deployment early National BDPA Technology Conference 33

34 Thank You Wilhelmenia Ravenell IT Manager Eli Lilly and Company National BDPA Technology Conference 34