CASE STUDY HEALTHCARE - ITIL

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Business Challenge IntegratedManagementServices(IMS)wascontractedbyalargeUniversityHospital intheNortheasttoaligntheir ITorganizationwith best practices. Healthcare organizations are makingsignificant investments in increasingly complex IT infrastructureand support services. However, as New Yorks worldrenowneduniversity hospital soon realized, maintaining IT service deliveryand support is demanding in a growing environment. Thehospital,whosecommitment toqualitycarehasearned it statusasahealthcareleader,contactedIMSinanefforttoaligntheirITorganization with the industry best practice frameworktheInformationTechnologyInfrastructureLibrary(ITIL.)Thegoalwasto align this initiative or Change Program, with the launch of anew Incident, Problem, Configuration and Change Managementtooltobeusedthroughouttheirorganization.Engaging Stakeholders TogainanunderstandingofthelevelofcomfortwiththeChangeProgram, IMS began bymeeting all key stakeholdersincludingseniormanagement, IT employees, and consultants. Labeled astheprogramkickoff,themeetingsweredesignedtogetafeelforcommitment to theprogram, individualmanagement styles,andoverall knowledge of IT service management. The kickoffprovided direction on engaging each process owner, andmaximize IMS timeandefficiency implementingtheprogram.Asstakeholders were expected to change daytoday routines andthe way they deliver services, the kickoff meeting also helpedovercome resistance to change by enabling process owners tobecome familiar with the IMS approach, encourage questionsaboutITIL,andgaincomfortwiththeinitiativeoverall. Leveraging the IMS Baseline Process When it comes toprocesses therearealways three sides to thestory: the first is theway theprocess is documentedonpaper;thesecondiswhatthepeoplefollowingtheprocessactuallythinkthe process is; and the third being what they actually do whenfollowing the process. To gain a broad insight into how the ITService providers actually perform their daily operations, IMSgathered and analyzed information from all three sides. IMScollected and reviewed existing process documentation andmetricbased reports, surveyed and interviewed each processowner,andthenconductedrealtimeobservationofeachprocessatwork.This comprehensive research,partof theBaselineProcessandakey step in IMS Process Improvement Services, generated aBaseline Summary and Assessment Report that helped IMSdeveloppracticalrecommendationsforprocessenhancementandallowed process owners to see the direct benefits ofimplementingITILstandards. Variations between Baseline & ITIL Benchmarks IMS compared the Baseline data against the ITIL best practiceframeworktogenerateaGAPanalysisandBenchmarkMatrix.The

GAP analysis detailed current processes in use, how they variedwith process documents, the degree of deviation with bestpractices, and recommended actions. IMS presented the GAPanalysis to Senior Management, and later reviewed the reportwitheachprocessowner. Creatively Motivating Stakeholders-the IMS Touch Conscious of the need to deliver specific, actionablerecommendations fromseveraldifferentperspectives,sothatallstakeholders recognize benefits of the change program, IMS setupTechnicalActionGroups(TAGS).Withguidancefrom IMS,theprocessownersheldbiweeklymeetingsforeachdiscipline,whereTAG members were presented with proposed process changesandaskedforinputandideas.ThisallowedIMStogainbuyinforthe changes from the entire IT community, and made thecommunity an active part of the change program. TAG forumswere also used to educate the IT community on ITIL and thereasonbehindthechanges.OncetheTAGmeetingstookshape, IMSadoptedamentorrole,facilitating process owners and assisting in answering questionsfromthe ITcommunity.Goingbeyondmerementoring, IMSnotonlycreatedinitialprocessdocumentationthatcouldbeupdatedasneededbyprocessowners,butalsodemonstrated toprocessowners and management how to institute continual processimprovement to ensure service quality remains at the higheststandards,nomatterthechallenges.

Results Success with Quantifiable Improvements Implementing ITIL is not just about examining and revisingprocesses, rather it is about changechanging the way peoplework, changing the culture to a service oriented one, changingbehaviorsacrossanentireorganization,andchangingthefocustoone that aligns with the business needs. IMS comparison ofservice metrics and customer satisfaction before and after theadoptionofITILbenchmarkshaveresultedinavastimprovementinservicequalityandefficiency.