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That’s the way we’ve always done it

That’s the way we’ve always done it. Yeah, but we’re different. IT Service Management Building a Service Oriented Culture. UCCSC August 4, 2014. BARRIERS TO A SERVICE ORIENTED CULTURE. Lack of standardized process. Redundant ITSM Tools. Multiple points of contact.

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That’s the way we’ve always done it

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  1. That’s the way we’ve always done it Yeah, but we’re different

  2. IT Service Management Building a Service Oriented Culture UCCSC August 4, 2014

  3. BARRIERS TO A SERVICE ORIENTED CULTURE Lack of standardized process Redundant ITSM Tools Multiple points of contact Lack of transparency between IT units

  4. Service Journey THE FOUNDATION • It’s about your customer, not your organization • We continue to operate independently, but share process and create a consistent look & feel • Make informed decisions (research) • We aren’t replacing tools

  5. Our Journey • How it began • ServiceNow governance model • Communications and branding • Service Desk “reimagined” • From a tool to a program • Questions?

  6. In the Beginning… Quico Gonzalez Day Job: Operations Manager Moonlighting as: Phase 1 Scrum Master

  7. Baby Steps

  8. ServiceNow Governance Minor Rojas Day Job: Business Process Analyst Moonlighting as: Phase 2 Scrum Master

  9. ServiceNow Governance A virtual service model brings together common elements found in disparate IT centers into one, service focused, way of working

  10. ServiceNow Governance GUIDING PRINCIPLES Create shared resources Community involvement Transparency Incremental change / improvement Use generally accepted good practices (GAGP) Agile not Fragile

  11. ServiceNow Governance PARTICIPANTS • Administrative and Resource Management • College of Engineering • Humanities, Arts and Cultural Studies • Information and Educational Technology • Office of the Chancellor Provost • School of Education • School of Law

  12. ServiceNow Governance LEARNINGS • Get organized first • Establish shared principles • Use common processes and tools • Know your service provider’s needs • Know your customers • Be agile not fragile • GAGP should guide you ( not think for you )

  13. Communications and Branding Ahna Heller Day Job: Communications Analyst Moonlighting as: Service Catalog Manager

  14. If we don’t define ourselves... Others will do it for us

  15. LEARNINGS • Establish consensus on mission and values • Establish language consistency that reflects mission and values • Establish visual consistency - a graphical “look and feel” • Apply all of the above to program elements so customers know who you are and what you do and that all the pieces of the ITSM puzzle fit together!

  16. Service Operations Caryn DeMoura Day Job: Software Licensing Moonlighting as: Service Desk Lead

  17. Service Operations IT EXPRESS • Initial point of contact for Campus • certified • Improved incident resolution rate • Improved Communications • Integrated Student Support

  18. Service Operations

  19. Service Operations STUDENT SUPPORT • Prepare for the Chancellor’s 2020 vision • Helps reach students and their needs • They guide us through: • Feedback • Focus groups • Student perspectives • Driven by the common mission and values adapted to their group

  20. From a Tool to a Program Anita Nichols Day Job: Client Services Manager Moonlighting as: ITSM Program Lead

  21. ”IET is demonstrating that they are changing their method of service delivery from ‘look what we built, want to use it?’ to ‘let’s work together to find the best solutions for our customers.” - Ken Jones, UC Davis, College of Engineering, IT Service Manager

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