ITIL – Yale’s Experience – as of May, 2008 John Guidone Bill Cunningham Yale University

Agenda How Yale came to consider ITIL Yale’s ITIL Project Portfolio: –Phase 1 – Learning about the Framework –Phase 2 (present)- Incident, Problem and Change Mgt. –Phase 3 (future)- Service Catalog, SLM, Configuration Mgt. 2

Why ITIL? Yale’s traditional Siloe’d IT organization –The bar keeps getting raised, increasing demands –Do more with less –Technology more complex, interrelated 3

Why ITIL? Integration – Yale’s Unique Challenge –Merged Med and Central IT Organizations (Nov. 2005) –Suddenly, a much larger organization –Suddenly, two different cultures forced to cooperate 4

5

Phase 1 – Acquiring ITIL Knowledge Organizational Change Management –Any BPM redesign project is fundamentally about organizational change management –Kotter’s 8 Steps –ADKAR (Prosci) 6

Phase 1 – Acquiring ITIL Knowledge Kotter’s 8 Steps (John Kotter, Leading Change) – Create a Sense of Urgency –Form a Guiding Coalition –Create a Vision for the Change –Communicate the Vision –Remove Obstacles –Create Short Term Wins –Build on the Change –Anchor the Changes in the Corp Culture 7

Phase 1 – Form Guiding Coalition Executive Sponsorship Change Agents in organization Training(Summer, Fall 2006) –ITIL Foundations –ITIL Practitioner –BPM Concepts 8

Phase 1 – Form Process Project Plans Process Projects – Generic Deliverables –Documented and formalized process and procedures –Documented and formalized process policies –Automation requirements defined and customized within technology availability and constraints –Documented and defined awareness campaign and training activities for process implementation. –Documented and formalized management reports and key performance indicators –Documented and formalized ongoing roles and responsibilities for the management and continued ownership and improvement of the process 9

Phase 2 – Incident, Problem, Change Mgt. Redesign of Incident and Problem processes in Client Support (begun Oct. 2006) –No new tool– processes first –Approx 80 people, 1 of 4 Departments Reworked Existing Ticketing System to enable Problem Management Experimented with naming Process Managers 10

Phase 2 – Creation of Service Desk Combine 2 units into one Service Desk Unit (begun Winter, 2007) –Client Accounts and Access –Help Desk –Still would not be Single Point of Contact This remains an incomplete transition 11

Phase 2 – SOP Definition Purchased BPM modeling software Trained Business and Process Analysts –Began with 3 part-time –Later promote a HD staffer to permanent position Formed committees to define SOPs, Standardize Supporting Processes –E.g. – Moves, compromised machines, account setups –Feedback loop 12

Phase 2 – Expand Scope and Engage Enabling Technology Expand to Include Change Management (begun, Summer 2007) –Managed Workstation (dependency) Expand Scope to Include Infrastructure Group –Approx. doubles organizational scope, 2 of 4 Deps. Increased Risk –Expands complexity –Cultural issues magnify hurdle of Org. Change Mgt. 13

14

Phase 2 – Enabling Technology Increased Scope- heightens need for unifying tool –Vendors have hit the ITIL compliant space –Speak to Gartner Further increases complexity –Time to evaluate software –Time to negotiate contract –Time to negotiate SOW (January 2008) 15

Phase 2 – Enabling Technology Training –Need to train in house people to assist in process accommodation to technology –Take over software maintenance and enhancements Consultants –Work on joint project to deliver configured software 16

Phase 2 – Enabling Technology Originally slated to go live with enabling technology in April, 2008 Delays due to contract negotiation, consultant availability Currently training staff in use of the tool for Incident and Change Management System in production June 2 June 30 official tool of record 17

18 Phase 3 – Already Begun Service Level Problem Change Service Desk Incident Release Configuration Availability Capacity Financial Service Continuity Service Delivery Service Support

Phase 3 – Planned July 2008, June 2009 Incident, Problem, Change –Implement CSI –Increase Organizational Scope Knowledge Management –Integrated with Incident and Problem Management 19

Phase 3 – Planned July 2008, June 2009 Service Level Management –Already begun –OLA, SLA definition Service Catalog 1 – Service Definition 20

Phase 3 – Planned July 2008, June 2009 Configuration Management –CMDB Definition Change Management matured to include Release 21

22 Is ITIL for you? ITIL specifies the “what” not the “how” –Ideal for higher ed, for which commercial models often don’t fit Gartner findings –Most organizations implement ITIL to improve quality, not reduce cost –The biggest challenge to ITIL implementations is the culture change

23 First Steps: Acquire Knowledge & Training High level sponsor Introductory workshop Appoint an ITIL project manager –ITIL expertise –Process mapping and redesign expertise Train a subgroup

24 First Steps: Implementation Start with Service Desk and Incident Management OR Change Management Put process before tools Review current implementations, including processes and tools (Remedy, RT, Pinnacle) and target improvements

25 Parting words ITIL is about change Serious change takes 3-5 years You can adapt ITIL to your organization as much as you adapt your organization to ITIL

26 Questions? Bill Cunningham John Guidone

J Conclusion 27

J Initial level of happiness and productivity. Trough of despair Conclusion 28