A Partnership for ITSM Implementation. Dave Hileman - UPMC Ryan Smalley IBM

Transcription

1 A Partnership for ITSM Implementation Dave Hileman - UPMC Ryan Smalley IBM November, 2007

2 Agenda IBM-UPMC Partnership What did we set out to accomplish? Where are we now? ITSM Implementation How did we begin? Challenges Successes Lessons Learned

3 At a Glance: University of Pittsburgh Medical Center (UPMC) UPMC s unique strategy of combining clinical and research excellence with business-like discipline translates into excellent patient care for western Pennsylvanians and the promise of new jobs, new businesses, and a new biotechnology-based economy for the region. Serves the health needs of more than 4 million people each year More than 45,000 employees 20 hospitals AND a network of other care sites across western Pennsylvania and throughout the world: doctors offices, cancer centers, outpatient treatment centers, specialized imaging and surgery facilities, in-home care, rehabilitation sites, behavioral health care, and nursing homes. One of the country s s fastest growing health insurance plans, offering an array of commercial, Medicare, and Medicaid products. A passion for innovation lies at the heart of UPMC s s success.

4 At a Glance: IBM Multinational computer technology and consulting corporation headquartered in Armonk, New York, USA. Manufactures and sells computer hardware and software,, and offers infrastructure services, hosting services,, and consulting services in areas ranging from mainframe computers to nanotechnology. With over 350,000 employees in 170 countries, IBM is the largest information technology employer in the world. IBM employees have earned three Nobel Prizes,, four Turing Awards,, five National Medals of Technology,, and five National Medals of Science.

5 At a Glance: IT Service Transformation Program (ITSTP) 8-year enterprise transformation agreement 3-year transformation of organization, processes, hardware, and conversion of systems UPMC with IBM expertise and resources will design, implement and manage the enterprise transformation (no outsourcing) Built-in in growth 7% per year for servers 25% per year for storage Continuous technology refresh, 3-year 3 cycle Standardized tools for management Enhanced disaster recovery capability

6 ITSTP Goals Transform to World Class IT infrastructure and management processes Position UPMC as a proactive, nimble, adaptable enterprise capable of responding quickly to changing and expanding needs for information technology and new innovations Reduce IT infrastructure spending by 15-20% Consolidate the functionality of 786 servers and 40 storage configurations onto 305 servers and 2 storage configurations Whittle down the number of operating systems supported from 9 to 4 Fulfill the vision of UPMC as a world-class IT organization with an infrastructure on par with leading technical organizations across all industries Utilize the existing budget and resources more efficiently to completely overhaul the technical infrastructure with added value Showcase the future of health care information systems and UPMC s s status as the leader in the field We saw increasing demand all around us while at the same time systems had to be more reliable and run faster. We didn t see any light at the end of the tunnel for additional funding or staffing, so it became a question of how do we do more with what we have. Paul Sikora, VP for IT Transformation, UPMC

7 Where are we now? 2.5 years into 3-year 3 transformation (8-year program total) Infrastructure spending has been cut by approximately 13% On-Demand Environment has absorbed double the expected growth in new systems Infrastructure implementation of IT Service Management disciplines Change Management Incident Management Service Level Management Event Management Configuration Management

8 ITSM Implementation How we did things then and how we do things now. November, 2007

9 How did we begin? One Program SOW and 18 Project SOWS SME-driven leadership model -> > IBM PM leadership Teams focused on multiple project components simultaneously Included a Transition Environment within technical framework Innovative, Uncharted, Unique Progressive Elaboration No one else is doing this

10 The foundational framework was based upon ITIL

11 Where did we start the ITSM Transformation? Within the Service Management Transformation portion of ITSTP: Began with wide (not-deep) approach across framework Teach to fish mentality Maintain legacy tools while adding new tools From a technical standpoint, concentrated on ability to do certain activities Look at organizational change, training, and communications related to overall transformation Initially divided transformation program into four phases Each phase introduced a new process or processes, and/or Matured existing processes Process documentation based largely on Accelerator baselines With each phase: Process Assessment Workshops Tool and documentation modifications Training Move tool into Production Initial process focus on Incident Management, Event Management, and Change Management

12 Decision to use ITIL and PRM-IT Decided to use a Process Reference Model based upon ITIL and helped to fill some gaps of ITIL v2 Used IBM s s Process Reference Model for IT (PRM-IT) which included Event Management, Architecture Management, etc. Why PRM-IT? Provide an integrated collection of the processes involved in using IT to help businesses carry out many or all of their fundamental purposes Be the basis for process assessment, design and implementation Provides a greater breadth of process activities for service mapping

13 PRM-IT MODEL: Processes core ITIL alignment IT Governance and Management System IT Governance and Management System IT Governance and Management System Framework Framework IT IT Governance Governance and and Management Management Capabilities Capabilities IT Management System Operation IT Management System Operation IT IT Governance Governance and and Management Management System System Evaluation Evaluation IT Customer Relationships Stakeholder Requirements Management Stakeholder Requirements Management IT Customer Transformation Management IT Customer Transformation Management Service Marketing and Sales Service Marketing and Sales Service Level Management Service Level Management Customer Customer Satisfaction Satisfaction Management Management IT Direction IT Strategy IT Strategy IT Research and Innovation IT Research and Innovation Architecture Management Architecture Management Risk Management Risk Management IT Portfolio Management IT Portfolio Management Program and Project Management Program and Project Management Solution Development Solution Requirements Solution Requirements Solution Analysis and Design Solution Analysis and Design Solution Solution Build Build Solution Test Solution Test Solution Acceptance Solution Acceptance PRM-IT V2 Solution Deployment Change Management Change Management Release Management Release Management Configuration Management Configuration Management IT Operational Services Service Service Execution Execution Data Data Management Management Event Management Event Management User Contact Management User Contact Management Incident Incident Management Management Problem Problem Management Management IT Resilience Compliance Compliance Management Management Security Management Security Management Availability Management Availability Management Capacity Capacity Management Management Facility Facility Management Management IT Service Continuity IT Service Continuity Management Management IT Administration Financial Management Financial Management Asset Management Asset Management Supplier Relationship Management Supplier Relationship Management Service Pricing and Service Pricing and Contract Administration Contract Administration Workforce Management W orkforce Management Knowledge Management Knowledge Management

14 Challenges Playing field changed after program commenced Typical challenges of a Large Project Commitment to maintain staffing level IT services span multiple business units, each at different layers within the Program circle of influence Management of organizational change, buy-in, and communications "I never talk about problems and I'll tell you why. I think 80% of the people don't care about other people's problems and the other 20% are happy to hear you have them." - Tommy Lasorda

15 Successes People Provided ITIL Foundation training for over one-third of Infrastructure staff including all of management team Systematically defined organizational roles & responsibilities for f both individuals and groups Introduced a formalized teaming model (e.g., Process Owner Council and Architecture) Identified SMEs and their Organizations that don t change importance to the Don t survive organization Established a Change Champion catalyst program Adopted first iteration of new organizational structure But we ve always done it that way!

16 Successes (continued) Process Focused on implementation of six ITIL-based processes (Incident, Change, Configuration, SLM, Capacity, and Event Management) New processes integrated with one another; no more process silos Change & Incident: Produced approved and enforceable policy and standards Change: Improved averaged lead times on RFCs from 7 hours to 7 days; standardized and mandated change approval and acceptance requirements SLM: Established core infrastructure service listings with attendant SLAs; established financial foundations within services to facilitate itate costing (i.e., chargeback) Event & Incident: Established a shared and common process flow for event correlation and subsequent incident registration

17 Successes (continued) Technology Service desk application suite (ServiceCenter( ServiceCenter) ) introduced and utilized across the enterprise Smooth retirement of legacy Incident Management system Implemented functional modules to support process initiatives (Incident, Change, and Configuration modules) Automated Event Management and alert/escalation functional capabilities integrated with Incident module Established foundation for upcoming modules (Request Fulfillment, Service Catalog) Provided centralized reporting hub and format

18 Lessons Learned That which does not kill me makes me stronger. November, 2007

19 Lessons Learned ( Ability to do something) (Solution) Situational Awareness, not Tool Awareness Teamed Leadership is the best way to Team Lead Marketing: Say, Do, and Engage Need workshops and sessions for: Collaboration Collaboration Collaboration Partnership (noun) 1. Requiring two to tango KISS The value of IT management software is not derived from its deployment, said Ray Paquet, managing vice president, Gartner. Rather, the benefit comes from its use."

20 Lessons Learned (continued) Horizontal approach is shallow by nature Enterprise solutions benefits outweigh individual/point solutions Legacy tools have their place and time Break larger phases into chewable chunks Service Level Management - brick by brick Changing behaviors requires the buy-in and commitment of the leadership team Don t t underestimate cultural change Governance: Ensuring that Policies and Strategy are actually implemented, and that required processes are correctly followed.includes taking actions to resolve any issues identified. - The Official Introduction to the ITIL Service Lifecycle

21 Next Steps Request Fulfillment Service Catalog Capacity Management and Forecasting Expand configuration management and CMDB

22 Q & A Questions?