Shelter from the Storm Presented by Victoria Farnsworth, Director of Service Management 1
Perfect Storm or Perfect Opportunity? Why an ITIL Pilot Project?» Processes aren t adopted across entire organization - still in silo-mode» Not using Call Center effectively» ITIL is growing in popularity» $73 M ERP implementation planned for 2006-2009» Change Havoc not Management 2
Perfect Storm or Perfect Opportunity? Goals Develop a cross-organizational service delivery methodology Establish buy-in at the senior executive levels to the defined methodology Identify roles that each organizational unit will play in support of the new methodology Execute the methodology Gain experience in initiating and managing a program that crosses ITaP business areas. 3
Perfect Storm or Perfect Opportunity? Training Plan ITIL Foundations - 50 initial (affected by process changes)» Over 200 to date now Practitioners - 10 (mostly project team and process owners) Executive overview - 12 (mostly senior management) Simulations - Recent strategy change - 120 seats 4
Perfect Storm or Perfect Opportunity? Results Immediate - over 50% of incidents were handled at tier 1 Reduction in Ticketing Systems Movement to Service Desk Created a charge-back structure for a portion of critical system, documented SLAs Remedy Implementation closely linked to ITIL Creation of Service Management Office 5
ITSMO Shelter from the Storm? ITSMO Overview Org Structure Report up through Customer Relations Staff - Director, Administrative Support, 2 Managers, Remedy Administrator, Assessment Manager Coordinate process across organization Governed by cross-cutting Steering Committee ITSM Tool Management - Incident, Change, Configuration, Service Catalog, Metrics 6
ITSMO Shelter from the Storm? Associate Vice President Customer Relations Director Service Management Administrative Support Service Support Manager Service Delivery Manager Remedy Administrator Research Analyst Remedy Hosted Vendor 7
ITSMO Cross Functional ITSMO Systems and Operations Service Support Manager Change Manager Role Incident Manager Role Service Delivery Manager Service Level Manager Role 8
ITSMO Process Ownership Incident Management - Merging of ticketing systems Change Management - Mediation for scheduling of changes, weighing impact vs. business critical dates vs. criticality of change Problem Management Post Incident Review (Problem) - outages involving critical systems Looking for improvement in terms of people, process, technology, documentation Helps to avoid the blame game 9
ITSMO Process Ownership (cont) Release Management (Production Certification) Coordinate release of a system into production Evaluate readiness in Security, Service Desk, Documentation, etc. Cross cutting team Service Level Management- Coordination of Agreements and Financial Review 10
ITSMO Current Initiatives Costing Project Develop recharge policy Develop cost models by service for all catalog items Verify long-term funding model before a system is implemented Knowledge Management Involve Tier 2 more in the process Centralize Knowledge 11
ITSMO Current Initiatives (cont) Remedy Upgrade From 6.3 to 7.0 Categorization Restructure Expanding use of ticketing system Finalize Service Catalog - iteration 2.0 Measures and Metrics- What do we measure and how do we get use of it? 12
ITSMO Future Plans Centralized Request for Service Actionable Service Catalog One Customer Face True Service Based Availability - from customer view Complete Tool Integration Plan Migrate Change Mgmt to ticketing system Migrate from homegrown CMDB to Purchased Federate CMDB to other existing systems 13
Integrated Service Mgmt Suite SNMP send alerts through Spectrum Assorted Monitoring Xabbix, Nagios, MOM, Hobbitt Servers SMS Server, SMART Computing Spectrum Monitoring Network Availability Measure for Application CMDB for network CMDB for some equipment Create Incident tickets for tracking CMDB for Workstations CMDB for Some Servers Workstations Purchased Knowledge Mgmt Solution Prepackaged Knowledge for common apps Self Service portal for Customers Logical Connection ONLY Remedy Incident Tracking Problem Tracking Primary CMDB Stores High Level Service and Requests for Service SLAs Customers Matched to Components and Services Change Mgmt Asset Mgmt Warranty, Procurement Information Outage Notification Logical Connection ONLY SAP Solutions Manager Mercury Change Management/ Prod Cert testing verification Change Management/ Release Management for SAP 14
Anticipated Lightning Strikes Metrics that are useful to many and actionable - Continue to show value Resources - Funds, Time, etc. ITIL Version 3.0 - is there a real reason to panic? Buy in at staff level - What s in it for them? Performance Measures in synch with ITSMO goals 15
Conclusions Purdue has made a commitment to providing better service by creating the Service Management Office The Service Management Office will continue to use the ITIL framework to support internal and external processes 16
Contact Information Victoria Farnsworth Director of Service Management ITaP, Purdue University itsmo@purdue.edu 765-496-7215 17