IT Service Delivery Model

Changing the shape of IT at the University of Auckland, creating an “Integrated IT” team

Elizabeth CoulterDirector, ITSUniversity of Auckland

22nd October 2014

32,657 EFTS - 40,784 students5,019 Staff FTE – 10,269 StaffFive campuses North Island. 4 in the City, 1 Northland, satellite locations

University of Auckland

AustralasianUniversities

University Centralised % Total IT Staff

EFTS FTE

Monash 98.7% 614 49,626 8,071Melbourne 78.2% 510 38,243 7,937Sydney 70.4% 365 40,916 7,519Queensland 49.5% 444 37,022 7,704UNSW (+ ADFA) 59.7% 375 37,245 6,704Auckland 56.5% 400 32,657 5,019ANU 42.3% 369 14,368 4,413Griffith 100% 336 31,221 4,378QUT 78.2% 432 32,627 4,247UWA 31.2% 276 20,387 4,025Otago 56.5% 230 19,197 3,755

Source: CAUDIT Benchmarking 2012 figures / CAUDIT web site

UoA’s Data Centres

Epsom campus

Tamaki Data Centre

Grafton Data Centre(small – research support focus)

City Data Centre(Owen G Glenn Building)

Newmarket

Technology Overview

Applications500+

Compute3750; 250 physical;

3,500 VMs

Storage6PB and Growing

Network35,000 unique Wireless Users Per Day

17,500 peak concurrent wireless connections30,000 wired network ports

Spaces180 Lecture Spaces

Other meeting spaces: 450+

Background

• IT Roles and Responsibilities Project

– 1 University Email server– All staff logins on one domain– 584 VM Servers migrated, 341 VMs decommissioned,– Storage hosted in the data centre – Faculty Server/Storage Capital moved to ITS– Service Management – ServiceNow, ITIL processes– Standard Lab Image – 2200 PCs

Planned Transitions

Email and UoA Migrations

Desktop

File Storage Email & Calendar Desktop Design Block Storage Active Directory Desktop Standards Server Hosting Management

+Introduce standard

servicesOne way of doing things+ =

Better, more

efficient services

Improve services, now and over time

Reduce duplicationDo things where they’re best done

What’s the aim of IT R&R?

Measureable? Benefit Description Benefit OwnerGovernance Group Member Benefit Source Benefit Status

Y Reduction in support and maintenance personnel  A. Cleland SP Business Case AmberY Enhanced Service Delivery in ITS L. Coulter BO Business Case GreenY Savings in CAPEX on R&R infrastructure A. Cleland SP Business Case AmberY Other OPEX savings as a result of centralisation of services A. Cleland SP Business Case AmberY Improved user experience L. Coulter BO Business Case GreenY Reduction in risk L. Coulter BO Business Case Green

Benefits

Faculty Arts Faculty Law

Service Desk

Desktop Support

Servers & Storage

Local Apps Support &

Development

Web Support &

Development

AV Support

Faculty Science

Service Desk

Desktop Support

Servers & Storage

Research Server

Support

Local Apps Support &

Development

Web Support &

Development

AV Support

Faculty Engineering

Service Desk

Desktop Support

Servers & Storage

Local Apps Support &

Development

Web Support &

Development

AV Support

National Institute of Creative Arts and Industries

Service Desk

Desktop Support

Servers & Storage

Local Apps Support &

Development

Web Support &

Development

AV Support

Faculty Business and Economics

Desktop Support

Servers & Storage

Local Apps Support &

Development

Web Support &

Development

AV Support

Faculty FMHS

Desktop Support

Servers & Storage

Local Apps Support &

Development

Web Support &

Development

AV Support

Service DivisionsABI/NIHI/NeSI

Various

Faculty Structures

Faculty Administration Review

• Standardising on roles/role descriptions• Rightsizing

– Uniforum Benchmarking– PWC– Go8 Survey/Benchmarking– Gartner

• Shared Services• Staff Service Centre

University Desktop Support for: Ratio

Uni A Whole University ex “Engineering & Comp Science” 600:1

Engineering & Comp Sci 200:1

Uni B Whole University ex Engineering 321:1

Science 362:1Engineering 360:1

Uni C Whole University 278:1Uni D Whole University 455:1

Uni E

Whole University

390:1except Engineering, Architecture, Science, Medicine

Science 274:1Engineering: 230:1

Uni F Whole University 473:1Gartner 313:1

UoA Professional Staff/postgrad 313:1

Student Labs 600:1Science Lab 425:1Engineering Lab 350:1

Academic Staff Research Faculty 250:1

Academic Staff Engineering 100:1

Academic Staff Other 275:12 other unis stated that they use 600:1 as a ratio for Student machines.

G08 Benchmarking

UoA: 127:1

• Duplication of Roles, Responsibilities and Services

• Few consistent end to end processes

• Increasing cyber security threat, increased by personal information held

outside of core systems on servers across the University, server patching and

risk management differed.

• Several core services have been consolidated, but there is still duplication of

services.

• Local applications have widely varying practices and development

frameworks

• IT services to students and staff differs by faculty,

• No staff mobility outside of wireless

• Few metrics / difficult to measure

IT Issues ….

The IT SDM

The ITS Service Delivery Model has been initiated for the purposes of improving customer service, creating

efficiencies within IT services at University of Auckland, enhancing IT service standards and

streamlining processes.

(Collaborative model focusing local support on research and, learning and teaching)

Vision

Our vision is for efficient and effective “Integrated IT”

IT Service Delivery Model Principles

Based on The Hackett Group; Service Delivery Model, Volume 14, Number 2, 2011 

Strategic alignment

Eliminate

Simplify

Standardise

Automate

Consolidate, rightsource

Coordinate

Self service knowledgebase

Shared Transactions 

Centre

Face to Face  Service

Service Delivery Options

1

22

3

4

5

1

2

3

4

5

Determine services needed to meet strategic objectives

Eliminate duplicated services, including infrastructure management and duplicated or poorly maintained local applications

Standardise service processes, and desktop design, delivery and support. Reduce manual effort and errors

Automate monitoring, patching, remote desktop management

Simplify desktop and local application design and delivery. Implement best practice across the University

6

6 Deliver standard service through best service points

(Transactional centre of excellence)

(Faculties & Service Divisions)

Staff & Student Service Centres

(Knowledge centre of excellence)

SONAS 9513 ESXi HOSTS XiV

Infrastructure Management

Standard University Desktop

All AV Spaces

Enterprise application development and support managed centrallyNon-enterprise application development and support managed in the faculties.

Applications

Assets Transfer of IT and AV Assets and depreciation to a central budget (not desktops) Transfer of associate consumables, maintenance etc to support assets

Procurement All IT hardware, services and maintenance procurement to be lead by IT Procurement. All software licenses to be procured through IT Procurement. (automation) Enhance asset management support

ITSDM - Technology

IPAM

REANNZ

SDM Staffing Requirements

• Standardised Faculty Roles• Faculty IS Manager

• Applications Specialists

• Desktop and End User Support

• Research Support Specialist (Engineering/Science)

• Staff Service Centre

• ITS Service Desk

• New permanent roles being created within ITS.

• 2nd Level Service Desk

• End User Infrastructure Support - Packaging team

• Platform Services

• A number of fixed term roles to support transition

Project/Stream DescriptionIPAM Replacement of IP Address Management

Web Content Management System (WCMS)

Migration of all University sites to the University’s new Adobe Experience Web Content Management System

KPI Reporting Improving IT service reporting across the University

UoA Local App Task Force Helping faculties co-ordinate local application support and development to consistent standards and common priorities

Service Descriptions/Service Level Agreements

Updating of these documents, with a focus on priority services to faculties

Active Directory Migrations (AD) Migration of faculties to a common directory platform

Enterprise Monitoring Enhancing monitoring and reporting of the performance of our infrastructure and services

SUDI (Standard University Desktop Initiative)

Introduction of common design of end user devices across the University

Total Systems Service Transition(Platform Services)

Central management of servers, and introduction of standard managed platforms for applications

SONAS Migrations (File Service Migrations)

Migration of storage to the University’s preferred platforms

AV Audit and Transition Audit of non-teaching spaces and service transition

Procurement Improvement in procurement processes. Reducing workload in the faculties.

L2 Service Desk Transition Transition of remote management, and other services to L2

Other Areas

• IT Governance• IT Community of Practice• Reference Groups• Cyber Security• Culture• Service Reliability• Continuous Improvement

• A service promise to staff and students that is consistent across IT

• Consistency in technology:

• A staff Service Centre – answers at the first point of contact

• Self-Service Options – FAQs and “How to” articles that you can search and contribute to

– Look at the status of a call

– Software/storage self-service

– Automation – on-boarding, off-boarding, storage

– Research and Learning and teaching platforms for innovation – on premise/cloud

• Improved ability to manage IT security – protecting university and

researcher intellectual property and privacy

• Improved resilience

• Improved Return on Investment (ROI) of our IT assets

What will IT look like?

• Focus on activities adding value to the university

• Focused support on Research and Teaching and Learning and

supporting administrative activities

• Focus on innovation, sharing ideas, collaboration across

disciplines

• Focus on local applications within a framework enabling wider

adoption and support

• CAREER PATHWAYS

What will IT look like?

Integrated IT

ProcessesCommunications

Resource Planning Technical Consolidation

Go Live

• Staff Service Centre – 1st Sept

• ITSDM – 16th Sept

• FAR Implementation – 1st Oct

Change and Communications

Awareness

Desire

Knowledge

Ability

Reinforcement®

The Prosci®

ADKAR® Model

Awareness of the need to change

Desire to participate and support the change

Knowledge of how to change (and what the change looks like)

Ability to implement the change on a day-to-day basis

Reinforcement to keep the change in place

Organisational Effectiveness Measurement Tools

Leadership Culture Performance

Staff Survey (Extrinsic Factors )• Reward & recognition• Leadership• Career Development• Image & reputation• Innovation & empowerment

Creating an environment that enables people to do their best work (LSI)

The behavioural patterns that members believe are required to ‘fit-in’ and ‘meet expectations’ within their organisation’ (OCI)

Organisational Effectiveness

Inventory (OEI)Levers for change

Engagement

Culture:

Where are we now?

• Teething Issue: Bi-weekly discussions• Team dialogue: “Integrated IT” and “Being

Customer Centric” (tours/induction)• Productive dialogue with IS Managers• ITS providing support for Faculties• Positive feedback from IT staff• It is now becoming real

Next Steps

• Embed the ITSDM across the university• Culture of an “Integrated IT”• Strengthening relationships• Developing a constructive culture• Service Promise/Standards• IT Strategy Development/Prioritisation• Funding processes –• Supporting Research and T&L • Service consolidation• Process improvements• Demonstrating benefits• Continuous Service Improvement• Involve staff & students more in the process• Communicate, Communicate, Communicate• Listen, Listen, Listen• Follow through

Lessons Learnt

• Started off on the wrong foot• Focussed on IS Managers and not own staff and other

Service Divisions• A lot of informing but needed more involvement -

workshops in the first instance• In ITS - more team involvement rather than

informing• IS Managers requiring assistance with involving their

own staff• Culture work started with ITS – how do we expand

this to Faculties and Service Divisions• Positive: Stay focussed and be clear about the vision

and benefits - “Integrated IT”