SESSION 301 Monday, November 2, 3:00pm - 4:00pm Track: The Beginner's View

Transcription

1 SESSION 301 Monday, November 2, 3:00pm - 4:00pm Track: The Beginner's View Sustainable ITIL Successes with Minimal Resources Martha Wenc ICS Process Development Manager, Jazz Aviation martha.wenc@flyjazz.ca Session Description This session will detail a small organization experience setting up an ITIL program with minimal resources. Attendees will learn how Jazz Aviation adopted the basics of incident, problem, change, and service request management, while sharing the challenges they encountered with regard to service descriptions, the catalog, service assets, and configuration management. Find out how sustainable process improvement can be accomplished using an iterative approach. (Experience Level: Fundamental) Speaker Background Martha Wenc is a certified Six Sigma Black Belt, Lean trainer, Meyers-Briggs facilitator, ADKAR practitioner, and ITIL Expert with years of process development experience in commercial aviation. Martha and the Jazz IT team have introduced ITIL to the organization, instituting a toolset that has moved the organization forward in its ITSM maturity.

2 Sustainable ITIL with Minimal Resources Martha Wenc About Me Six Sigma Black Belt Green Belt and Lean Instructor Meyers Briggs practitioner Working with IT since 2007 ITIL Program Manager + Process Owner ITIL Expert certified ADKAR certified My Goal for today

3 Agenda Introduce Jazz ITIL at Jazz Our Roadmap Process-by-Process Demonstrated Successes What can you do differently tomorrow? 74 destinations across Canada and the U.S employees 125 aircraft 30,000 passengers carried daily 800 flights each weekday 9.9 million passengers carried annually (2014)

4 The Scope of our Network Culture of Continuous Improvement At Jazz we use a multidisciplinary toolkit to drive continual improvement Including -- Six Sigma, Lean, PMBOK, Meyers Briggs, ADKAR 2002 Six Sigma focus on quality and customer satisfaction 2007 Lean - focus on flow and waste reduction 2008 ITIL leveraging best practice 2011 IT and Continuous Improvement teams merge 2012 Integrated Project Management 2014 Organizational Change Management

5 Multidisciplinary Service Management Select the methodology to suit the task at hand Improvement methodologies have same fundamental goals Each discipline has a role to play Structured process improvement leads to process maturity Our IT Environment users 6 time zones Throughout US and Canada 60 ICS employees in 5 locations across Canada Number of devices will double in 2015/16

6 Jazz s ITIL Roadmap A long term approach to iterative process improvement The pace is based on the resources available Process inter-relationships 2007 Incident 2008 Change 2009/2010 Select Tool & Implement On-site Training Self Service & Request Automation Problem & I 2 O Project Management 2013 Knowledge Base Service Descriptions 2014 Org Change Services & Begin CMDB ITIL at Jazz Program Goal Improve Customer Satisfaction Small focused team Everyone wears many hats Focus on the Customer Acknowledge cultural turnaround Get everyone on the same page Focus on a clear, common goal Measure rate of improvement Make iterative process improvement

7 Incident Management Project Goal Define process + consistency Scattered team across the country Gemba walks -- Regional and location based differences Multiple managers, varied focus Unwritten rules Clarify expectations and set SOPs Transition Helpdesk to Service Desk Follow the sun Change Management Project Goal Get control of change Prior practice had been very loose Established a CAB Weekly meetings - each team must be represented Defined process for each type of change Embedded all transition processes into the CAB Improvements made year-to-year

8 Service Request Management Project Goal Separate them from Incidents Needed a new tool Inclusive participation in the selection Involve individuals from within the process Improved processes before and during automation Coincided with broad-based ITIL training initiative Common language and focus for improvement Daily Priorities Daily visibility 24 hour rolling metrics Tool enabled Management + reporting improvements Daily review with a cross-departmental group Key subject matter experts participate Problems vetted and agreed upon Participants are responsible to the team It now takes 15 minutes or less! 14

9 Knowledge Management Project Goal Improve Information Sharing Move beyond Tribal knowledge Need to share across teams, time zones, and locations Improve consistency Empower the Service Desk Reduce after-hours calls to 3rd tier Need to build + maintain Project Management Project Goal Standardize Project Flow Provide sustainable service to the business Addressed an organizational need Project flow was haphazard and inconsistent Many Managers uncertain where to start Key project activities missed or misaligned Top down visibility of resource allocations Improved focus on Corporate priorities

10 Incidents Down 35% YTD Average number of Incidents per week Volume of INC Reported Each Week Service Management as a Service It s not just for IT Service management happens throughout the business Other departments have incidents and service requests Help them move away from manual process Improve service, visibility, and better manage workload IT s Service Management tool can help with their services

11 Increased Customer Satisfaction Dissatisfied employees 29 to 7% Very Dissatisfied 7% to 3% Very Satisfied from 9 to 24% What can you do tomorrow? Step-by-step Walk a process, map the value stream Involve those who live the process every day Be alert for waste Simple, small improvements build over time Focus on delivering value to your customer Make your goals clear and visible to your team

12 Questions? 21 Thank you for attending this session. Please don t forget to complete an evaluation form!