Leveraging Mobile Applications in the Service Lifecycle

1. Leveraging Mobile Applications in the Service Lifecycle Mark J Lloyd Vettro

2. Where does Mobility Boost ITIL?

3. ITIL v3 Core Titles ITIL Service Lifecycle Introduction Service Service Service Service Continual Strategy Design Transition Operation Service Improvement

4. Service Design • The principles of Service Design looks at identifying,defining and aligning the IT solution with the businessrequirements • Service Design Processes: • Service Portfolio Design • Service Catalog Management • Availability Management • Service Level Management • Capacity Management • Service Continuity Management • Information Security Management • Supplier Management

5. Service Transition • Ensures that the transition processes are streamlined,effective and efficient so that the risk is minimized • Service Transition Processes: • Change Management • Service Asset & Configuration Management • Knowledge Management • Service Release Planning • Performance and Risk evaluation • Acquire Assets, Build and Test Release • Service Release Acceptance Test and Pilot • Deployment, Decommission and Transfer

6. Service Operation • The overarching purpose of Service Operation is todeliver and support services • Ensures day-to-day operation of IT processes isproperly conducted, controlled & managed • Service Operation processes: • Event Management • Incident Management • Request Fulfillment • Problem Management • Access Management

7. Mobile ITIL Illustrated “The more commonly known IT Service Management software offerings do automate many process steps, but they rely on people to be available and able to engage with the tool’s functionality when it is their turn ‘in the queue’.”

8. Create & Assign Resolve Respond Raj receives a notification on his Smartphone, marks the Incident Ticket as “In Progress”, and sets out across campus to the user’s office… …Raj arrives at the user’s office, fixes the email issue, and marks the Incident Ticket as “Resolved” with his Smartphone… Incident Management with Mobility Call from user in Tampa comes into Steve at the Service Desk in San Francisco – user reports an issue with email… …Steve creates an Incident Ticket which is auto-assigned to the Raj, the IT Technician in the Tampa …Before leaving the user’s office, Raj checks his Incident Queue on his Smartphone- he finds 2 more Incident Tickets at this site

9. Review Incidents Create/Assign Resolve Root Cause Analysis Identify Respond Problem Management with Mobility Incidents are reviewed by Amy, the IT Analyst in Austin… …Amy identifies that several incidents today are caused by network problems at the Tampa site.

10. Create & Assign Resolve Respond Approve Plan Implement Change Management with Mobility Review Incidents Amy submits a change request for a new high capacity network router in Tampa… Root Cause Analysis Identify …Marcus, the IT Manager who is currently in Memphis, receives a notification on his BlackBerry requesting his approval… …if Marcus delays, then this will become an emergency change which is not necessary - Marcus approves the request on the BlackBerry… …Raj, is assigned the task of installing the new router – the task shows up on the Change Task Queue on his Smartphone… …Raj installs the router and marks the task as “Complete” from his Smartphone.

11. Create/Assign Resolve Respond Approve Update Reconcile Asset Management with Mobility Review Incidents Raj uses his Smartphone to mark the old router as “Out of Service” and to mark the new router as “In Service”. Root Cause Analysis Identify Plan Implement

12. Create/Assign Resolve Respond Approve MONITOR (Re) Prioritize (Re) Assign MONITOR (Re) Prioritize (Re) Assign Update Reconcile Service Level Management with Mobility Review Incidents Root Cause Analysis Identify Marcus, still in Memphis, uses his BlackBerry to review & adjust tomorrow’s Change Task Queuesfor each technician on his team. With his BlackBerry, Marcus also proactively sends a reminder email to 3 managers whose departments will be impacted by a change being implemented tomorrow. Plan Implement

13. The Value of Mobile ITIL “Mobilization works best when the technology enables more accurate, more rapid, and more parallelized decision-making – and where such enablement leads to a substantially lower cost and/or significantly improved business benefit.”

14. Workflow Friction • Optimum Workflow: • refers to the absence of any impediment: • time • lack of information • lack of access to the execution of the complete set of requested steps to be performed, in order and with maximum parallelism, in a process-specific workflow. • Workflow Friction: • Represents loss that occurs when less than optimum workflow occurs: • Unnecessary travel • Lack of right reference materials @ work site • Multiple visit resolution • Duplication of technicians to work location

15. Workflow Friction – Historical Perspective

16. Workflow Friction – Key Observations • Optimum Workflow • Slopes up: • Optimum is more productive over time as workers able to accomplish tasks more quickly • Side affect: Rise in productivity accompanied by rise in need for information & tools • Paper Based System • Optimum as of dispatch: • Early systems rely on static dispatch systems • Limitation: Once workers are dispatched, can not re-direct to adapt to new incidents • Radio / Pagers / Cell Phones • Enables on-the-fly dispatch: • Technicians can be redirected on the fly via voice conversation • Limitation: Limited amount of information can be effectively communicated via voice • Mobile Data Applications • Enables dispatch queues + detailed how-to: • Workflow optimization from management of dispatch queue in field • Task optimization from how-to information & tools available in field • Focus shifts: Continuous process improvement

17. Mobile ITIL Return on Investment • Improves productivity significantly increasing capacity • Real-time actionable notification and update of incident data • Improves compliance on external/internal Service Level Management • Use real-time alert stages to work on the revenue affecting incidents • Reduces time to resolution increasing customer satisfaction • Make more fixes more quickly and reduce backlog • Lowers cost of process compliance “overhead” • Stop manually tracking down approvers for changes, requests, etc

18. Typical routing inefficiencies, return trips to central location ! Efficiency Compression The Incident Resolve Mobility Effect Ticket 2 Ticket 3 Ticket 1 Location Ticket 4 Time

19. Value Proposition: Incident Resolve “Increase Time Spent Resolving Incidents” • Target User: • IT Technician • Remote Actions: • Monitor Incident Queue • Respond to Incident • Resolve Incident • Typical ROI: • >20% increase innumber of incidents resolved per day per technician Daily Technician Work Profile Comparison Traditional vs. Mobile

20. Approver 1 Approver 1 Approver 2 Approver 2 Approver 1 Approver 2 Time-to-Approval Efficiency DAY 1 DAY 2 Value Proposition: Change Approve “Reduce Time-to-Approval” • Target User: • IT Manager • Typical ROI: • >50% decrease intime-to-approval • Remote Actions: • Monitor Approval Queue • Approve Change Request • Reject Change Request Without Mobile With Mobile

21. Case Study “We handed accountability to the process owners and then started collecting data on how the processes were performing. This led us to consider mobility technology.” -- Kendall White, IT Director, Carilion Clinic

22. The Institution • Founded in 1899 as the Roanoke Hospital Association • System today includes 8 hospitals, a number of clinics, a nursing home, and a cancer center. • The system (including affiliates) has more than 1,100 beds and is currently expanding it operations to include a new children's hospital, a heart treatment center, and a women's health center. • Kendall White, Carilion’s director IT, maintains and services: • over 14,000 PCs, printers, net terminals, telephones, and other peripheral devices • in 7 campuses and 72 private physician offices • over an 800-square-mile radius of western Virginia.

23. The Challenge • Before Mobile: • Hotline-strain and inefficiencies headed the list of issues: • Carilion’s helpdesk hotline received and triaged all calls, routing more than half of them on for second- or third level field support. But once our techs got out in the field, they had no efficient way to access or close trouble tickets. • Technicians found themselves constantly seeking out a secure connection on-the-fly to update old tickets and receive new ones – a time-wasting and often frustrating process. • Problems compounded when technicians started calling the helpdesk to update their trouble tickets in a timely fashion: • Instead of speeding updates to the home office, this actually slowed the whole process down further for the technicians, not to mention the new callers stuck on hold, and the increasingly burdened hotline staff.

24. The Solution • Mobile Solution: • Carilion installed Vettro 360 Incident Management for HP Service Center • To manage which Incident tickets are on mobile device: • Automatic Push of new & in progress Incident tickets directly to mobile device of assigned IT Technician • Search for any existing Incident ticket from mobile device • To modify Incident tickets on the mobile device: • Action: Respond • Action: Re-prioritize • Action: Re-assign • Action: Re-categorize • Action: Annotate • Action: Resolve • To create Incident tickets from the mobile device: • Action: Create

25. The Results • Measurable Results: • Carilion reduced its call volume by 11% monthly: • represents over 700 calls • monthly savings of $2,500 at an average cost of $35 per helpdesk call • Carilion reduced operational cost per Incident by $10: • represents over 600 additional productive hours per month across • monthly savings of $15,000 • Carilion has eliminated the IT Incident backlog • Carilion dramatically improved response times: • resulted in nearly 10% improvement in customer satisfaction • Carilion has shown a 20% improvement in SLA compliance

26. ITIL Mobile Maturity Model “By using iMMM, organizations can not only understand which IT processes can benefit from mobility enablement, but also determine the degree to which existing enablement has achieved the desired results.”

27. ITIL Mobility Maturity Model

28. Moving to iMMM Level 2. Ad-Hoc • Mobility technology is deployed to enable IT processes on a limited and partially exploratory basis.”

29. Moving to iMMM Level 3. Integrated • Most of IT processes are undergoing some form of mobility enhancement with a particular attention to interface points between IT processes.”

30. Moving to iMMM Level 4. Optimizing • Mobility technology has thoroughly enabled the IT process environment that individual workflows are approaching an optimal and frictionless state (corresponding to their original designs).”

31. Moving to iMMM Level 5. Transformational • The discipline of mobility enhancement has so deeply penetrated IT processes that the organization modifies processes to reflect new functionality that leverages the expanding device community and new mobility-aware operating paradigm.” • NOTE: No organization is known to have moved to iMMM Level 5 as yet.

32. Summary

33. Summary • Measurable Results: • Carilion reduced its call volume by 11% monthly: • represents over 700 calls • monthly savings of $2,500 at an average cost of $35 per helpdesk call • Carilion reduced operational cost per Incident by $10: • represents over 600 additional productive hours per month across • monthly savings of $15,000 • Carilion has eliminated the IT Incident backlog • Carilion dramatically improved response times: • resulted in nearly 10% improvement in customer satisfaction • Carilion has shown a 20% improvement in SLA compliance

34. Summary – Why Go Mobile? • Improve productivity • Real-time actionable notification and update of incident data • Improve compliance • Use real-time alert stages to work on the revenue affecting incidents • Reduces time to resolution • Make more fixes more quickly and reduce backlog • Lowers cost • Stop manually tracking down approvers for changes, requests, etc

35. Q&A