Agenda

1. Agenda • How Yale came to consider ITIL • Yale’s ITIL Project Portfolio: • Phase 1 – Learning about the Framework • Phase 2 (present)- Incident, Problem and Change Mgt. • Phase 3 (future)- Service Catalog, SLM, Configuration Mgt.

2. Why ITIL? • Yale’s traditional Siloe’d IT organization • The bar keeps getting raised, increasing demands • Do more with less • Technology more complex, interrelated

3. Why ITIL? • Integration – Yale’s Unique Challenge • Merged Med and Central IT Organizations (Nov. 2005) • Suddenly, a much larger organization • Suddenly, two different cultures forced to cooperate

5. Phase 1 – Acquiring ITIL Knowledge • Organizational Change Management • Any BPM redesign project is fundamentally about organizational change management • Kotter’s 8 Steps • ADKAR (Prosci)

6. Phase 1 – Acquiring ITIL Knowledge • Kotter’s 8 Steps (John Kotter, Leading Change) • Create a Sense of Urgency • Form a Guiding Coalition • Create a Vision for the Change • Communicate the Vision • Remove Obstacles • Create Short Term Wins • Build on the Change • Anchor the Changes in the Corp Culture

7. Phase 1 – Form Guiding Coalition • Executive Sponsorship • Change Agents in organization • Training (Summer, Fall 2006) • ITIL Foundations • ITIL Practitioner • BPM Concepts

8. Phase 1 – Form Process Project Plans • Process Projects – Generic Deliverables • Documented and formalized process and procedures • Documented and formalized process policies • Automation requirements defined and customized within technology availability and constraints • Documented and defined awareness campaign and training activities for process implementation. • Documented and formalized management reports and key performance indicators • Documented and formalized ongoing roles and responsibilities for the management and continued ownership and improvement of the process

9. Phase 2 – Incident, Problem, Change Mgt. • Redesign of Incident and Problem processes in Client Support (begun Oct. 2006) • No new tool– processes first • Approx 80 people, 1 of 4 Departments • Reworked Existing Ticketing System to enable Problem Management • Experimented with naming Process Managers

10. Phase 2 – Creation of Service Desk • Combine 2 units into one Service Desk Unit (begun Winter, 2007) • Client Accounts and Access • Help Desk • Still would not be Single Point of Contact • This remains an incomplete transition

11. Phase 2 – SOP Definition • Purchased BPM modeling software • Trained Business and Process Analysts • Began with 3 part-time • Later promote a HD staffer to permanent position • Formed committees to define SOPs, Standardize Supporting Processes • E.g. – Moves, compromised machines, account setups • Feedback loop

12. Phase 2 – Expand Scope and Engage Enabling Technology • Expand to Include Change Management (begun, Summer 2007) • Managed Workstation (dependency) • Expand Scope to Include Infrastructure Group • Approx. doubles organizational scope, 2 of 4 Deps. • Increased Risk • Expands complexity • Cultural issues magnify hurdle of Org. Change Mgt.

14. Phase 2 – Enabling Technology • Increased Scope- heightens need for unifying tool • Vendors have hit the ITIL compliant space • Speak to Gartner • Further increases complexity • Time to evaluate software • Time to negotiate contract • Time to negotiate SOW (January 2008)

15. Phase 2 – Enabling Technology • Training • Need to train in house people to assist in process accommodation to technology • Take over software maintenance and enhancements • Consultants • Work on joint project to deliver configured software

16. Phase 2 – Enabling Technology • Originally slated to go live with enabling technology in April, 2008 • Delays due to contract negotiation, consultant availability • Currently training staff in use of the tool for Incident and Change Management • System in production June 2 • June 30 official tool of record

17. Phase 3 – Already Begun Service Level Service Delivery Service Continuity Availability Capacity Financial Change Problem Service Support Service Desk Incident Configuration Release

18. Phase 3 – Planned July 2008, June 2009 • Incident, Problem, Change • Implement CSI • Increase Organizational Scope • Knowledge Management • Integrated with Incident and Problem Management

19. Phase 3 – Planned July 2008, June 2009 • Service Level Management • Already begun • OLA, SLA definition • Service Catalog 1 – Service Definition

20. Phase 3 – Planned July 2008, June 2009 • Configuration Management • CMDB Definition • Change Management matured to include Release

21. Is ITIL for you? • ITIL specifies the “what” not the “how” • Ideal for higher ed, for which commercial models often don’t fit • Gartner findings • Most organizations implement ITIL to improve quality, not reduce cost • The biggest challenge to ITIL implementations is the culture change

22. First Steps: Acquire Knowledge & Training • High level sponsor • Introductory workshop • Appoint an ITIL project manager • ITIL expertise • Process mapping and redesign expertise • Train a subgroup

23. First Steps: Implementation • Start with Service Desk and Incident Management OR Change Management • Put process before tools • Review current implementations, including processes and tools (Remedy, RT, Pinnacle) and target improvements

24. Parting words • ITIL is about change • Serious change takes 3-5 years • You can adapt ITIL to your organization as much as you adapt your organization to ITIL

25. Questions? Bill Cunninghambill.cunningham@yale.edu John Guidone john.guidone@yale.edu

26. J Conclusion

27. J Conclusion Initial level of happiness and productivity. Trough of despair