Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning
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Transcript of Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning
Case Study: State of Colorado Takes the Road to ITSM Maturity: Playing the Game and Winning
William Chumley
IT Service Management
Governor’s Office of Colorado
Chief Customer Officer
D05X162S
@WilliamMChumley
#CAWorld
#ITSM
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© 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type
of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA.
For Informational Purposes Only
Terms of this Presentation
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Abstract
Why is increasing IT service management (ITSM) maturity
an objective of almost every IT organization? And why is
almost every ITSM organization stuck at a very low level
of ITSM maturity and unable to increase it despite
significant investments in technology, people and
process? Learn how the State of Colorado’s Chief
Customer Officer has leveraged end-to-end ITSM to
significantly elevate its ITSM maturity and increase
business value.
William Chumley
State of Colorado
Governor’s Office of Information Technology
Chief Customer Officer
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Agenda
SETTING THE STAGE – CASE STUDY
WHERE TO BEGIN?
WHAT’S NEXT FOR US
TRANSFORMING THE ORGANIZATION
IT SERVICE MANAGEMENT ECOSYSTEM
WHAT RESULTS HAVE WE ACHIEVED?
1
2
3
4
5
6
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About OIT
• Enterprise provider of IT services
• Serve ~26,000 state employees
and 17 state agencies
• Support ~30,000 end-user
computing devices and ~1,200 mission & business critical systems
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Challenge – Onboarding
Integrating 17 processes and workflows:
• Unique customer accesses (14 forms)
• Varying equipment specifications
• No baseline
• Anecdotal stories
Defining:
• Processes
• True metrics
• Linking all processes and tickets to one flow
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Where to Begin?
• Commit to the Transformation – buy in from the top
• Define Services
• Establish processes to support delivery of services
• Define, align, and assign service owners
• Transform financial reporting
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Where to Begin?
• Commit to the Transformation – buy in from the top
• Define Services
• Establish processes to support delivery of services
• Define, align, and assign service owners
• Transform financial reporting
• Transform, inform, transform, inform
• Normalize and measure
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Typical IT Operating Model
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Challenging the IT Operating Model
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Roadmap to End-to-End Services
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OIT Transformation
Service Management
Incident, Change, Release Management
Process
Transformation
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Statewide IT Governance
• Architecture Review Board
• IT Purchase Approval
• IT Project Governance
• IT Standards
• Data Governance
• Five Year Roadmaps for
Technology and Agency Initiatives
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Defining Services
• End-to-End IT services (or Integrated Business Services [IBS])
package together resources (people, process, technology and
information) required to enable an outcome for a business
solution
• Service definition is defined by the business capabilities that
it supports
• Service delivery crosses both applications and infrastructure
but is driven by customer demand
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• Integrated Business Services rely upon various IT
Enabling Services for success
• The IT Enabling Services are not necessarily aligned
with organizational or functional units – but they may
begin that way
• These services are best broken into three categories:
IT Enabling Services
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• Technical Services - Software components that can be
invoked and whose interface descriptions can be
published and discovered, as described in a service-
oriented architecture framework
• Infrastructure Services - Hosting, storage, network, and
other technology-focused product bundles offered by
the infrastructure team
• IT Shared Services - Refers to an organizational form
that is commonly synonymous with centralized IT
organization
IT Enabling Services
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● Integrated Business Services are described by the activities business
partners undertake or the business services they provide rather than the
technology or assets that enable them to do those things.
● Business capabilities are the building blocks of service definition
● Capabilities are are elevated above IT silos to ignore functional
distinctions (infrastructure/apps/etc)
● Unlike technologies, the capabilities remain primarily stable over time
Integrated Business Services
End-to-End Service
Business Capabilities
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• Asset Management
• Audit/Compliance
• Benefits/Eligibility
• Case Management
• Claims Management
• Collaboration & Productivity
• ECM - Enterprise Content
Management
Integrated Business Service (IBS) Examples
• Emergency Management
• Enterprise Architecture &
Project Governance
• Financial Management
• Identity Management &
Single Sign On
• Licensing, Permitting,
Inspections, Regulatory &
Policy Enforcement
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Core Capabilities• Procurement
• Payroll
• Accounts Payable/Receivable
• Cash Management
• Budgeting
• Contract Management
• Grants
IBS - Financial Management
Critical Features• Integration/API Architecture
• Data Transparency (TOPS, Open Records)
• IRS/FTI/Etc. Compliance
Disambiguation• Not HRIS
• Colorado Operations Resource Engine (CORE)
• Affiliated Services - Vendor Management
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• Access Control
• Audio Conferencing
• Colorado State Network
• Data Center Housing
• Deskside Support
• Email Services
• Telecom Services
IT Enabling Service Examples
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Core Capabilities
• Physical IT asset hosting, maintenance and monitoring
Critical Features
• Physical access control
• Equipment racking/housing
• Environmental controls
• Fire detection/suppression
• Power supply and conditioning
Disambiguation
• Physical/Tangible Assets
IT Enabling Service: Data Center Housing
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Agreeing on Services
• Requires strong business architecture and executive support – takes a bit of time!
Speed Bumps
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Agreeing on Services
• Requires strong business architecture and executive support – takes a bit of time!
Process Improvements
• 50 percent of the work is process (perhaps more like 80 percent?)
Speed Bumps
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Agreeing on Services
• Requires strong business architecture and executive support – takes a bit of time!
Process Improvements
• 50 percent of the work is process (perhaps more like 80 percent?)
Financial modeling and systems need to catch up
• True end-to-end – like your Amazon shopping cart –is difficult (even with great tools)
Speed Bumps
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Total Pricing - Modeling
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ITSM EcoSystem: Streamlining Processes
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It Begins With a Vision
Interconnect various systems,
databases, and reporting
mechanisms to deliver business
solutions through workflow
automation and processes to
enable a consistent customer
experience
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What It Will Do
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Behind the Scenes
Integrating existing applications and building:• Workflows
• Automated notifications
• Ticket Management
Defining:• Processes
• Business Outcomes
• Configuration Linkages
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Customer Service Portal
Accomplishments:• Creation of 15 streamlined service
offerings
• Automated backend workflows
created for offering to ensure
consistent and efficient processing
Users can now:• Track progress of submitted requests
• Post questions to community boards
to connect with other users
• Complete various other action-
specific requests
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Current OIT Offerings
• Submit a Ticket
• Password Reset
• Service a Printer
• OIT Access Request
• OIT On-boarding
• OIT Off-boarding
• Replace Mobile Device
• Replace Desk Phone
• New Mobile Device
• New Desk Phone
• Laptop Procurement
• Desktop Procurement
• Peripherals and
Accessories
• Software Request
• Firewall Change
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Change Management: Where Were We in 2014?
• Majority of OIT personnel claimed they
“didn’t know” there was a change policy
• No communication - no Change Advisory
Board (CAB) meeting, most approvals
rubber-stamped
• No single centralized CAB - different
departments with different processes –
limited enterprise visibility
• Limited acceptance of requirements, and no
leadership backing for enforcement
• Application cumbersome and inefficient -
limited accessibility
• 5 Government Departments routinely
submitting changes, 2-3 others with
occasional changes, 10 with zero changes
reported in more than 12 months
• Average of 90-110 changes submitted per
month
• Average of 16 failed changes per month
• Changes tracked in home-grown application
with limited reporting abilities and
available only on state network
• No dedicated Change Manager as primary
role
BY THE NUMBERS BY THE MOOD
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What Could We Do?
No buy-in on current process from users
Improper understanding of Change Management
Inadequate tools
Limited and unhelpful reporting
No accountability
No enforcement
We needed a way to sell the value through proven, accessibility, and ease of transition. In government, introducing governance is a nearly impossible task.
We could not take a private sector approach of “Do this or else!!”
“Sit in the corner and think about what you did!”
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How Can We Do This?
Process
Planning
Process
AcceptanceGet help from
the
professionals
Get input from
the players -
teams and
customers
Get strong
leadership
backing
Communicate
and train
Be accessible
and consistent
Learn
Collaborate
Empower
Educate
Support
35 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
How Can We Do This?
Process
Planning
Process
AcceptanceGet help from
the
professionals
Get input from
the players -
teams and
customers
Get strong
leadership
backing
Communicate
and train
Be accessible
and consistent
Learn
Collaborate
Empower
Educate
Support
36 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Where Are We Now?
• 700 users trained in person, newcomers
informed of process - everyone knows!
• Communication based - weekly CAB
meeting, changes each have SPOC
• 1 CAB, also acting as ECAB. Discussion
takes place in the weekly meeting
• 99% compliance - cannot implement
changes without training. Violations
minimal but consequences severe
• Application easily accessible and familiar
for all users
• All state agencies are now recording
changes - 100% compliance.
• Average of 220-250 changes submitted
per month
• Average of <1 failed changes per month -
0 failures 5 months running
• Changes tracked in CA - working toward
single ITSM solution available via web
with custom reporting
• ITSM Team dedicated to processes
including Change Management full time
BY THE NUMBERS BY THE MOOD
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Where Do We Want To Go?
ITSM
MANAGEMENT IN
SINGLE TOOL:
CA SERVICE
MANAGEMENT
The Big Ask for CA Technologies:
When will more of CA Service Desk Manager
be scalable for use on mobile devices?
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Use Case – On-boarding
Integrating 17 processes and workflows:• Unique customer accesses (14 forms)
• Varying equipment specifications
• No baseline
• Anecdotal stories
Defining:• Processes
• True metrics
• Linking all processes and tickets to one flow
39 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Use Case – Onboarding
Clear customer engagement through portal:• One form instead of 14
• “One Ticket - Three Steps”
• Easy tracking of request
• Eliminated anecdotal stories
Ultimate outcome:• Reduced onboarding time from
• 19 days to 3 days
• Ability to show metrics and results and to plan for
future needs
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Where to Next?
• Continual Transformation
• Process Maturity
• Transform financial reporting – ability to buy
easily
• Expand Service Management and Governance
• Leverage Customer Service Portal
• Infrastructure as a Service
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Q & A
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Recommended Sessions
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43 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Must-See Demos
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Theater 5
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Xtraction for CA Service Management
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44 © 2015 CA. ALL RIGHTS RESERVED.@CAWORLD #CAWORLD
Follow Conversations At…
Smart Bar
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Tech Talks
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Theater 5
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For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15