Our Journey to a Virtual Shared Service Desk

Christy Long Director, ITS Services and Solutions Mark Staub Manager for Service Delivery, ITS Services and Solutions Cristol Gregory IT Project Manager, Penn State IT Transformation Program Our Journey to a Virtual Shared Service Desk

Description How a large, decentralized, multi-campus, research institution approached, and is implementing a Shared Virtual Service Desk to create efficiencies, improve decision making, and support higher education's global mission. Outcomes Understand the strategic importance of a Shared Virtual Service Desk Learn a collaborative approach to help your institution (or organization) adopt new ways of working Identify strategies to help your institution (or organization) navigate implementing a Shared Virtual Service Desk

Identify Collaborators Largest Cost-recovery Unit’s Service Desk Outreach (and Online Learning) Information Technologies ~60 Staff, 24/7 Most ITSM maturity Largest Provider of Centralized Services Information Technology Services ~600 Full time staff, 24/7 College Support Provider Smeal College of Business Research, Instruction and Information Technology ~30 Full-time Staff Large Campus Service Desk Penn State Harrisburg Information Technology Service Desk ~20 Full and part-time Staff Small Campus Service Desk Penn State York Service Desk ~4 Full-time Staff Our Journey to a Virtual Shared Service Desk

5 Shared Process Development Representative Workshops and Peer Reviews

Our Journey to a Virtual Shared Service Desk Developing the Processes Start with a Baseline ITIL best practice Policy, Process, and Shared Procedure Documents Refine 3-day workshop sessions Representatives from each early adopting unit Review IT Community Peer Review Delphi method 3 rounds

7 Defines high-level guidelines

8 Aligns to best practices

9 Establishes common standards

10 Document unit-level needs within shared procedures

Our Journey to a Virtual Shared Service Desk Providing Support Service Management Office Ongoing Operational Support Process Ownership Auditing Compliance Document Repository Tool and Process Training Long-term Dev/Ops IT Transformation Team Transitional Project-phase Support Communications Tool and Process Training Tool Development Framework Business and Strategy Analysis

Our Journey to a Virtual Shared Service Desk

Reaping Benefits End users have seamless and predictable interactions with IT Decision makers have data to be able to make resource decisions Service providers see improved efficiency, transparency and collaboration

Our Journey to a Virtual Shared Service Desk Developing with Agile Quick startup Scrum Dev Process Keeps requirements in the voice of the submitters Additive adjustments with each group onboarded

IT Transformation Processes Process, Tool and Adoption Incident Management93% Change Management93% Service Catalog Management93% Service Request Fulfillment92% Knowledge Management58% Problem Management53% % Complete80% Our Journey to a Virtual Shared Service Desk Viewing the Current State

Our Journey to a Virtual Shared Service Desk Continual Learning Remove “current state” from development discussion Initial releases are about 80% effective Expect constant refinement as each user-group matures Choosing a tool first helps give structure to process conversation Strong involvement and understanding by leadership is crucial You get slower before you get faster “Less is more” when it comes to tool development Frequently set expectations at all levels Implementation and operations phase are concurrent

Our Journey to a Virtual Shared Service Desk Handouts Incident Management primerIncident Management primer Change Management primer Request Fulfillment primer Service Catalog Management primer Change Management primer Request Fulfillment primerService Catalog Management primer Service Owner primer Service Manager primer Process Owner primer Process Manager primer Process Liaison primer Dive Deeper