The University of Kansas Process Management: Where and How to Begin? Jerree Catlin, University of Kansas Program & Service Management Office Information Technology, a division of Information Services

The University of Kansas Overview Introductions KU’s story: First steps to defining process management - Where KU started Change Management example KU’s story: Where are we now? Recommendations Lessons Learned Q&A

The University of Kansas Introduction – University of Kansas Founded in 1864 Perched on Mt. Oread in Lawrence, Kansas 30,000 students (KU & KU Medical School) 12,400 faculty and staff, including 2,200 faculty 14 schools 7 Libraries 4 million volumes

The University of Kansas Introduction - Information Services Vice Provost of Information Services is Denise Stephens Organization includes: –Libraries –Information Technology –Networking & Telecommunications

The University of Kansas Introduction - Information Services Collaborate with scholars, learners, leaders, managers, and each other to facilitate –access to information –the innovative use of technology in support of learning, scholarship, and creative endeavor

The University of Kansas Introduction – Information Technology Technical Services Enterprise Administrative Systems Enterprise Academic Services Enterprise Web Services Middleware Services Research Computing Services Data Services Production Control and Operations Desktop Support Administrative services (HR & Office Services) Service Management

The University of Kansas IT Service Management Program & Service Management Office –Provides service support –Result of a previous IS assessment

The University of Kansas Introduction - PSMO Goals & Objectives Collect information and serves as an integration point –delivery of services provided by Information Services' units –ensure services are aligned to the needs of campus Communication point –Service projects between internal units –Delivery of services to the university community Provide service and process management Provide project management services

The University of Kansas Introduction – Program & Service Management PSMO staff –Director –Licensing Specialist –Project Managers –Service Level Manager –Event Coordinator (tool implementer) –Help Desk Manager

The University of Kansas 1 st Steps: Where did KU begin? Started with a need – to define a change process –Based on reorganization –Based on user assessment Formal – previous campus assessment Informal – complaints from users PSMO charged with process management Research process methods –Best practices –ITIL ® process management

The University of Kansas 1 st Steps: Where did we begin? Education for PSMO –Individual (books, web search, etc.) –Certification –Conferences Defined beginning implementation sequence –Change (Need & greatest reward) –Incident –Configuration –Problem –Service Level Management Ongoing Interleaved with other processes

The University of Kansas 1 st Steps: Where did we begin? Identified support for process implementation –Project management Consulting Coaching –Access to facilitators –Note takers when possible –Tools (Visio) –Meeting effectiveness tools

The University of Kansas 1 st Steps: Where did we begin? Basic communication plan –Web site: –Identified initial IS communications Overview of ITIL ® –PSMO presentations –Consultant Defining terms –Identified project communications Stakeholders & Sponsors Charge Project Leader Those who need to be informed

The University of Kansas Change management example Held kick-off meetings Determined sub-group –Smaller group necessary to move forward –Volunteers –Kept others informed Support from Kansas State University Defined key terms –Related the terms to our environment when possible Identified change categories

The University of Kansas Change management example Identified process for each change type defined Created a flow chart for each change type defined Adapted new process with current (home grown) tool Reviewed monthly Evaluated and identified an available tool Developed procedures & documentation

The University of Kansas Where are we now? Assessments –IS-wide Assessment Council –Centralized user assessment activities Change management –Implementing change process within a tool –Developing documentation, procedures & training –Reviewing change process monthly Incident management –Project group has identified processes –Implementing within tool –Developing procedures Configuration management –Interim process is complete –Kickoff for primary project just started

The University of Kansas Where are we now? Problem management –Interim process defined –On hold until Incident process is defined Service Level Management –Initial service catalog developed –Certification time consuming –Interspersed with other activities Security management –ISO 17799:2005 certification by fall –Accelerate process implementations

The University of Kansas Recommendations Incorporate project management Simplify your project –Assessments – simple gap analysis –Define the process – flow chart –Identify process responsibilities and procedures –Implement process within tool, if applicable –Determine and implement a review process Includes internal assessment Includes user assessment Start somewhere –Identify a process that will give you a win IT problems or issues Process that already works (just formalize) –Interim processes may be necessary

The University of Kansas Recommendations Office or unit responsible for implementing process management –Provides backup for all activities and services –Offers planning and project support for process implementation Next steps Communications Discussion to improve each process project plan

The University of Kansas Recommendations Implementing a process not a tool Communication plan is critical –Identify key units and staff for each project & overall process management –Identify the communication methods –Continue to emphasize definitions –Know your audience for each process –Identify and define terms for your local environment

The University of Kansas Recommendations Budget required –Training –Tools –Staff time Staff training critical –Certifications –Individual research and readings –Consultants –Conferences

The University of Kansas Recommendations Go for it - never 100% ready (80/20 rule) –Identify your risks and critical points –Communicate expectations Issues will occur Mistakes will occur Improvements possible –Process includes review

The University of Kansas Lessons learned Expect skid marks on the road to process management Timelines will be longer than expected Each process has its own challenges Assessments are important Be specific about project members’ responsibilities Communicated support from management is critical

The University of Kansas Lessons Learned Don’t allow scope creep –Identify risks and checkpoints Organizational effectiveness tools helpful –Facilitators –Meeting effectiveness tools Conversations with others outside your institution useful Communicate, communicate, communicate Process implementation is a process

The University of Kansas Q & A Questions? Contact –Jerree Catlin

The University of Kansas Bibliography KU Web sites: –Information Services: –Program & Service Management Office: Information Technology Infrastructure Library: IT Services Management portal: Behr, Kevin, Kim, Gene & Spafford, George. The Visible OPS Handbook; Information Technology Process Institute Bentley, Stella, Goodyear, Marilu, Liss, Donna, & Roney, Marlesa. “High Velocity Change through High Volume Collaboration.” 20 Dec ECAR ID ECR McFarland, Ivor & Rudd, Colin. itSMF- IT Service Management, version 2.1.b; itSMF, ltd; United Kingdom; 2003.