FIREFIGHTING AND HEROICS TO PROCESS AND PLANNING: STARTING UP AN ITIL INDUCED ORGANIZATION Beth Schaefer and Mark Rank | March 16, 2010

UW-MILWAUKEE Enrollment 30,455 Undergraduate 25,239 Masters & Doctoral 5,216 Faculty & Staff 3,756 Central IT staff 125 IT student staff 175 Schools & Colleges 12 Programs: Undergraduate 84 Masters 48 Doctoral 24

TODAY WE WILL BE COVERING  Our motivations  What are we doing now  Where we are going  The challenges we’ve faced

MOTIVATION  We had fires burning…  Off hours emergencies  Unstable infrastructure  New initiatives appearing out of no where  We threw up our hands and said “What are we going to do to fix it”

DISRUPTIVE OPPORTUNITY  At the architecture level we were trying to understand our current state, but we were struggling with a framework  And then some staff went to an ITIL presentation by George Spalding  A division wide Operations Team was being formed

DISRUPTIVE OPPORTUNITY  Budgets were getting tight  Expected to "Do Less with Less" but to do things with higher quality and effectiveness  Needed a framework to link requirements engineering, project mgmt and strategic communication efforts

WE HAD PARTS OF THE PICTURE  Architecture frameworks  Project management best practices  Requirements engineering  Operational aspects weren’t covered  Needed a framework to tie things together

THE KICKOFF  A proposal was drafted in Feburary 2009 to implement the ITSM/ITIL best practices framework  Proposal was circulated among the CIO Leadership Team, Architecture Team and newly created Operational Team

WHY ITIL?  There was not a systematic choice to use ITIL  Local Peers started to implement ITIL  ITIL V3 was a “Hot Topic" at the time  "As good as anything to start with"  “Drank the Kool-Aid”

HOW WE ORGANIZED THE EFFORT  Played the ITIL "Hot Potato" game with Leadership teams  Ended up forming coordination team composed of a few members from the leadership teams  Decision to have a “managed organic” process

WHERE WE STARTED  Identified three items that we were already doing that were ITIL'ish to start the conversation  Introduction of the topic at all staff meetings  Waves of ITIL online orientation  Feedback sessions after the orientation  Got the manuals so people could start reading

WHAT ARE WE DOING NOW  Service Catalog/Service Portfolio  First steps at basic portfolio management  First steps at service design  First steps at change management (Change Advisory Documents)

WHERE ARE WE GOING  Better basis for gathering metrics  Process for new services and retirement of old  Gaining better communication within the campus community about our services  Framework with project management, requirements gathering and ITIL

WHAT HAVE BEEN THE CHALLENGES  Managing the amount of change  Keeping it in the bounds of what can be accepted  Iterating processes without frustrating staff  Getting enough people oriented to the terminology, concepts and definitions  Giving already overcommitted staff time to follow through on new initiatives

WHAT HAVE BEEN THE CHALLENGES  Changing the culture  "Rewarding fire fighting" to "Rewarding successful service management”  Chicken and egg problem of service catalog and portfolio  Deciding what should initially be defined  Defining service owners

LESSONS LEARNED SO FAR  Figure out who will coordinate early  Introduce the concepts and listen for feedback, especially from any training or orientation  Start to use the terminology as soon as possible  Have a basic portfolio management process from the start, even if you don’t have a portfolio

QUESTIONS TO ASK  Why do you want to implement ITIL?  What are the goals you are trying to accomplish?  Where can you can a quick win for your organization?  What are the processes you have already for a base to start with?

QUESTIONS

THANK YOU