Integrated IT Service Management: From Strategy to Implementing to User Adoption

Michael Christiansen

ICT15S #CAWorld

Intermountain Healthcare Sr. Application Systems Technical Analyst

ca Intellicenter

2

Abstract

Service Management is becoming increasingly pervasive as a key ingredient in the fabric of the business and IT. This session explores how Service Management must integrate with all aspects of the IT environment, including project and infrastructure management, and takes a close look at a real life example at a major healthcare organization.

Michael Christiansen

Intermountain Healthcare

3

Agenda

INTRO TO INTERMOUNTAIN HEALTHCARE

STATE OF THE UNION PRE-IMPLEMENTATION

SUMMARY

REQUIRED CHANGES

SERVICE MANAGEMENT TEAM

INTEGRATION WITH PMO AND INFRASTRUCTURE

1

2

3

4

5

6

4

State of the Union Pre-Implementation

Executive Support

Executive support for the outlined process areas was spotty at best.

Continuity

Some support teams fully participated in their own brand of what they thought was best for each of the process areas where most support groups simply didn’t participate.

Documentation

There existed no formal process documentation for any of the identified areas except for those processes written by individual support teams for their team members.

5

Why Change?

6

Strategy

ITIL is a registered trademark of AXELOS Limited.

Require all employees to become ITIL™ foundation certified

Instill a corporate culture with a deep focus on IT-as-a-Service

Establish a full time Service Management organization

Create a Change Advisory Board

Intermountain Healthcare

Fortunately, our AVP of Information Systems Operations understood the need to have a consolidated, integrated set of ITIL oriented Service Management tools, including an Enterprise Monitoring Solution.

8

ITIL Education

Unanimous executive decision to implement ITIL framework

Certify 1,200 people

Certify 2 trainers in house

This allowed the combination of the training and vision

In May, 2014 we had our 100th Foundation Class

We have trained 90% of our staff - approximately 1200 people

In Oct, 2013 we expanded the training to include Intermediate classes

9

Requirements for Success

New Service Management Org

Managed coordination

Standardize/Simplify products/services delivered

Improved financial transparency

Direct association of costs to consumption

Increased IT operational efficiency resulting from comparing price of internally products external

Change Advisory Board

Procedure-driven supply chain

Made of leaders from 5-6 different organizations to coordinate change

Led by change manager

Coordinate all change

Forum for feedback

Heavily uses workflow

Detailed email for quick decisions

New Culture

Deep focus on IT as a Service (ITAAS)

Standardize/Simplify products/services delivered

Improved financial transparency

Direct association of costs to consumption

Increased IT operational efficiency resulting from comparing price of internally products external

Common Nomenclature

ITIL adoption

Unanimous executive decision to train all IS employees at ITIL foundation level

Brought training in house

May 2014 100th course

Trained 90% of staff

Expanded training

Combined training with vision

10

Consolidate and Integrate Intermountain’s set of ITIL Oriented Service Management Tools

Service Desk

Change and Problem Management

Asset Management

Configuration Management Database

Enterprise Monitoring Solution

Service Management Tools

11

12

What Factors Made Change Possible?

New AVP of Information Systems Operations

Economy – requiring more efficiency

Large projects (Cerner) requiring more of our resources - thus requiring more efficiency with resources we had left after Cerner project assignments

Confluence of Events

13

Knowledge Management

Initial assessment of the state of knowledge found that there was not a standardized or effective method to record, manage, transfer and share the knowledge.

Efforts to remedy leveraged ITIL and Knowledge Centered Support (KCSSM) from the Consortium for Service Innovation™

14

Knowledge Management

Established a Knowledge Management Review Board

Knowledge Management roles developed

IS Knowledge Manager

Support Group Knowledge Manager

Service Desk Knowledge Manager

Knowledge Publisher

Support Group Knowledge Analyst

15

Problem Management

Maturing from a distributed Service Desk model, the Service Desk now process more than 24,000 calls and 5,000 email requests monthly

16

Problem Management

Employees’ increased engagement with ITSM promoted a culture of buy-in rather than conscription

After ITIL, implementation process steps were formalized

Goal: Eliminate recurring incidents and minimize effect

Root Cause Analysis template

Diagrammed work flow

17

Monitoring

Baselines & Trends

CA Performance Management provides real-time and historical data. It is an intelligent visualization tool that trends the data and provides event flags notating when they

occur.

19

Monitoring

20

Monitoring

21

Request Management

15-month process to implementation and publication

New use case evaluations decreased from 3 weeks to 1 week

Phone requests decreased from 3 weeks to 3-day average

Service Catalog

22

PMO Integration

Service Catalog – create projects Central location

Templates

Required fields

Service Catalog

23

24

Reporting

Processes were developed to move data to the data warehouse and three primary reporting tools have been adopted, enabling the fulfillment of the requirements. One tool enables parameterized reports, both scheduled and on-demand. Another provides BI/analytics capability (slice, dice, drill-in, drill-out), data mining, and discovery. The third tool provides dashboard/scorecard functionality as well as quick custom reporting.

The data warehouse is updated daily and is the primary reporting source for non-real time reporting. The service management tool’s production database is source for real-time reporting.

The benefits realized include the following:

Significantly reduced the number of one-off reporting requests

Improved visibility into processes

Ability to pinpoint and address process issues and drive results

Service improvements based on actual results

25

26

Summary

There have been many positive effects as a result of the organizational shift towards following these established processes. Some of the benefits experienced are:

Changes are now more thoroughly communicated and more effectively executed

Change collisions are now identified and avoided

Status of requests can be tracked from initial request to closure resulting in fewer items falling between the cracks

Problem review meetings are held where root cause analysis is performed resulting in fewer repeat Incidents for the same root cause

Known errors are identified and workarounds documented for quicker resolution of Incidents

Knowledge has been centralized allowing the support desk to improve first call resolution

Incidents and changes have CIs attached to help in identifying trends and improving communication for scheduled changes

27

For More Information

To learn more about Management Cloud,

please visit:

http://bit.ly/1wEnPhz

Insert appropriate screenshot and text overlay from following “More Info Graphics” slide here;

ensure it links to correct page Management Cloud

28 © 2014 CA. ALL RIGHTS RESERVED.

For Informational Purposes Only

For CA copyrighted content:

© 2014 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.

This presentation provided at CA World 2014 is intended for information purposes only and does not form any type of warranty. Some of the specific slides with customer references relate to customer's specific use and experience of CA products and solutions so actual results may vary.

For Customer/Partner content please note:

Customer/Partner content provided in this presentation has not been reviewed for accuracy and is based on information provided by CA Partners and Customers.

Terms of this Presentation