1. Beth Schaefer and Mark Rank | March 16, 2010
Firefighting and Heroics to Process and Planning: Starting up an ITIL Induced Organization
Beth Schaefer and Mark Rank | March 16, 2010
Copyright Mark Rank, Beth Schaefer, This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes,
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2. UW-MILWAUKEE Enrollment 30,455 Undergraduate 25,239
Masters & Doctoral ,216
Faculty & Staff ,756
Central IT staff
IT student staff
Schools & Colleges
Programs:
Undergraduate
Masters
Doctoral

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

4. 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”

5. 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 

6. 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

7. 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

8. 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

9. 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”

10. 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

11. 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 

12. 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)

13. 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

14. 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

15. 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

16. 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

17. 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?

18. beths@uwm.edu rankm@uwm.edu
QUESTIONS

19. THANK YOU