SESSION 509 Tuesday, November 3, 11:15am - 12:15pm Track: Strategic View Using the Building Blocks of ITIL to Connect Development and Operations Elizabeth Fortunato Deputy Chief, US Federal Courts elizabeth_fortunato@ao.uscourts.gov Session Description Bridging the gap between development and operations using the building blocks of the ITIL service delivery model has proven to be an effective way to bring the two areas closer. This session explores the approach taken at the US Federal Courts and explains how it trying to bring consistency to the development, release, and change processes through a core foundation of people, process, and tools. (Experience Level: Intermediate) Speaker Background Elizabeth Fortunato has more than twenty-three years of experience managing IT projects and operations. In her current role, she oversees more than 270 employees and contractors in the support, testing, training, and infrastructure application development divisions of the US Federal Courts, operating 24x7 in San Antonio, Phoenix, and Washington, DC. Elizabeth received her MBA from the Virginia Polytechnic Institute, and she s a certified PMP and almost-certified ITIL Expert.
SESSION 509: USING THE BUILDING BLOCKS OF ITIL TO CONNECT DEVELOPMENT AND OPERATIONS Elizabeth Fortunato, Deputy Chief US Federal Courts
FUSION 2015 Support Organization Transition Closing the DevOps Gap 2
FUSION 2015 Background on delivering IT to the US Federal Courts Administrative Office (AO) of the US Federal Courts designs and deploys applications and services without full insight into demand cycle 95% of incidents are resolved locally and NOT captured in a way that allows for consolidated reporting or analysis No centralized ticketing system available Courts can customize applications to meet their needs or develop their own applications to meet their unique operational requirements Applications and services are made available and optionally consumed Requests for changes to applications or services are stored outside of the service desk ticketing system in custom developed systems Knowledge is not collected, captured, consolidated or shared in a searchable system Individual Help Desks created for every application and system the AO deploys 3
Where do you start closing the gaps? FUSION 2015 Consolidate disparate help desks into a centralized Support Desk Migrate from the custom built change request tool to a centralized ticketing system that interfaces with development tools and processes Offer the national ticketing tool to the Courts Consolidate the knowledge base and create searchable knowledge articles Restructure the way the support desk is organized and operates Redesign the ticketing system, web site, and communications mechanisms Shift focus to delivering quality customer service and partnering with operational units (SLAs and OLAs) Implement mechanisms to measure and report progress Process Tools People 4
FUSION 2015 Support Desk Transition Improving How We Serve Our Customers 5
FUSION 2015 Defining the Consolidated Support Desk Mission and Vision Mission Deliver a single, consistent way to obtain support for all national systems Provide customer-focused interfaces between courts and national systems Perform seamlessly between service tiers Vision Facilitate restoration to normal operations within agreed service levels Proactively advise users of service interruptions or degradations in services Offer users technical and functional guidance on the use of judiciary systems Provide transparency into AO and IT operations 6
Refining our Support Desk Services FUSION 2015 Redefining our service offerings for effective IT service management Incident and Problem Management Service Request Management Knowledge Management Self Service Single Point of Contact Announcements Support Web Site RSS Feeds Modification/Change Requests tracking Release packaging Release testing Support Desk Services Communication Services Release Support Services 7
Redefining Our Support Model FUSION 2015 Tier 0 Self Help Tier 4 Vendors/ Interdependencies Tier 1 Local and National Support Desk Tier 3 Technical or Application Support Tier 2 Program Office Support 8
FUSION 2015 Introducing a Multi-Tiered Support Escalation Flow Logs and classifies incident Collects incident details Resolves known incidents Sends service alerts Opens and closes service requests Escalates incidents to next Tier Closes incidents Tier 1: Support Desk Assumes escalated incidents and resolves, if possible Escalates to next Tier Documents resolution Informs Tier 1 on progress Creates or designates knowledge article Distributes releases Proactively monitors service level breaches Tier 2: Program Office Support Tier 3: Specialized Support 9
FUSION 2015 Operational View of New Support Tiers User Groups/ Customers Support Online/ Self-Service One Number and Smart Routing Tier 1: Consolidated Support IT Technical Support Business Program Support PACER Support Network Management Tier 2 and Tier 3 Enterprise Support Technology Platform Self Service Ticketing Knowledge Management Request, Defect Change Management Collaboration Tools Consolidated Reporting Network Management Tools 10
FUSION 2015 Before Reorganizing: Support Organization Support Desk Chief Administrative Services Enterprise Messaging Help Desk Release & Distribution Support CM Help Desk Probation and Pretrial Services Help Desk Finance & Controls ------------------ Unified Communications Help Desk Information Services Systems & Infrastructure 11
To-Be Support Organization Interim Support Organization FUSION 2015 Support Chief Deputy Chief Tier 1 Tier Branch 1 Branch Tier 2 Branch Continuous Improvement Branch PACER Support Branch Finance & Control CM/ECF Unified Communications NMF PACTS Enterprise Messaging JENIE 12
Aspects of the Transition Program Management Organization, Processes, and Technology Baselines Continual Service Improvement and Performance Measurement Adjust or modify approach FUSION 2015 Plan Plan each Increment Act Deming Quality Cycle Do Take stock through lessons learns Check Transition in new service models 13
FUSION 2015 Building up to Optimal Operating Capability Iteration 1 Iteration 2 Iteration 3 Iteration 4+ 27x7 support Hosting Service Requests Act Plan Check Financial App 1 Pay system Do Travel System Financial App 2 Virtual Desktop Internal Controls ecatalog (procurement) HR System Support System Inventory Control Financial Reporting Integrated work place Budget Formulations 14
Processes Critical Success Factors FUSION 2015 Create a workflow for building the knowledge base Establish a process to handle known but undocumented solutions with program office partners Setup partner operating level agreements that detail escalation and communication responsibilities between Tiers Revamp standard operating procedures throughout the transition period Work with partners to restructure the service level agreement templates so there is no conflict or confusion 15
FUSION 2015 Tools Critical Success Factors Reconfigure ITSM tool to support a tiered support structure as well as external users Update calling queues Establish One Number solution and determine new main number Update online presence and support information 16
ITSM Tool in the Future FUSION 2015 Modular Implementation based on a services model Incident Service Request Problem Knowledge Change Release 17
How does this help bridge the Gap? Consolidates incident and change data by product to allow for better insights into production systems and applications Consolidates support by product and allows for a standard support model across products Better supports an Agile release cycle by focusing on products and not Help Desks Builds a broader knowledge base by including the Courts resolution data
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