SESSION 802 Friday, November 3,10:15am - 11:15am

Track: The Generalist

A Year in the Life: A Case Study on ITSM Maturity

Doug Rabold Manager IT Service Delivery, CPS Energy drabold@cpsenergy.com

Session Description This session is a one-year case study on organizational maturation in ITIL, focusing on how to build an effective ITSM service delivery team from existing resources. You;ll review the model developed and deployed with great success at CPS Energy when they embarked on an IT operations reorganization as part of their roadmap to ITSM maturity. Hear about CPS Energy’s journey and see how it has allowed their team to become more engaged, energized, and empowered to improve processes, support, and service.

Speaker Background Doug Rabold is a lifelong public speaker who successfully transitioned from a sales career to IT operations in 2009. He attended the University of Illinois and holds certifications in ITIL Foundations, HDI Problem Management, HDI Technical Support Professional, HDI Support Center Manager, and KCS Principles. He has served on the board of the HDI San Antonio local chapter for three years, most recently as chapter president. Doug currently serves as manager of IT service delivery at CPS Energy.

A Year in the LifeA Case Study in ITSM Maturity at CPS Energy

Session 802

Doug RaboldCPS Energy

Manager EIT Service Delivery

• Experience & Certifications:

• 19 years in various Leadership roles

• 9 years in IT Service Management

• 6 years as a member of HDI

• 2 years as a member of itSMF

• 3 years as an HDI Chapter Officer

• HDI Support Center Manager

• HDI Problem Management Professional

• HDI Technical Support Professional

• ITIL Foundations v3

• KCS Principles

• Six Sigma Yellow Belt

• Contributor to 2015 HDI Team Excellence Award (Whataburger)

Where Did We Start?• Few dedicated ITSM resources

– Multiple hats

– Staffing challenges

• No published SLAs / OLAs

• Undocumented processes

• Lacked tools

– Little or no automation

– Legacy ITSM tool

– Underutilization of tools

In short: LOW ITSM maturity

• Limited ITIL process adoption

– Service Desk

– Incident Management

– Change Management

– Request Fulfillment

– Event Management

Why Change?• Increasing demand

– Business needs

– IT needs

• Improve efficiency– Standardize processes

– Reduce MTTR

– Control costs

• Leverage tools– Automation

• Optimize resource utilization

Essentially…

What People Did It Take?• Committed leadership

– Visionary

– Transparent

– Transformational

– Plan / Project oriented

– Business engagement

• Industry Expert Consultants

• Vendor Partners

What Type of People Did It Take?• Committed to stretch

– Adaptable

– Accepting of change

– Accountable

– Independent / Interdependent

• Innately skilled

• Committed to company / culture

Baddour Carolina Leadership Academy

What Processes Did It Take?• Benchmarking

– Maturity assessment

– Identify key ITIL processes

• Best practices

• KPIs & metrics

• Reporting

• Documentation

– As Is

– To Be

• Training

ITSM

Benchmark

What Tools Did It Take?• ITSM tool

• Knowledge Management system

• Software Asset Management tool

• Mobile Device Management tool

• OS Service Manager upgrade

• Expense management database

• Cost savings tracker

What Did We Attempt?• Right-size this… to fit our organizational needs.

What Did We Attempt?• And came up with this… as our new Service Delivery program.

What Did We Attempt?• Additional key processes were assigned to other functional areas

What Did We Attempt?• And others are on the horizon…

What Did We Accomplish?• Two-phase ITSM tool rollout

– Phase I:• Service Catalog

• Service Level Management

• Incident Management

• Request Fulfillment

• Change Management

– Phase II:• Problem Management

• Knowledge Management

• Event Management

• Configuration Management

• Password Reset

• Documented processes in ECM

• Documented work instructions in KB

• Utilizing SAM tool more effectively

• Upgraded OS Service Manager

• MDM project in flight

• Upgraded expense database

• High-visibility cost savings tracker

• Introduced new efficiencies

– Just-in-time PC imaging and shipping

– Software licensing

– Telecom expenses

How Did We Do It?• Identified organizational priorities

• Aligned ITIL processes to priorities

• Aligned resource skills to processes

• Broke down organizational silos

• Leveraged vendor relationships

• Eradicated the “We’ve always done it that way” mentality

• Empowered the team

Did It All Go Smoothly…?

• Resistance to change

– Team resources

– Other areas

• Training budget

• Staffing capacity

• Knowledge hoarding

“T” and “P” Were Key…• Trust • Patience

What Can You Do?• Commit to multiple years

• Identify existing gaps in– People

– Processes

– Tools

• Secure leadership buy-in

• Consult with experts

• Plan the effort

• Engage the resources

• Execute the plan

Contact Information

Doug RaboldDrabold@cpsenergy.com(210) 793-0069Or connect with me on LinkedInhttps://www.linkedin.com/in/doug-rabold-itil-hdi-93277091