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ITIL in the Real World : Leveraging ITIL Best Practices for Service Improvement at NYU

ITIL in the Real World : Leveraging ITIL Best Practices for Service Improvement at NYU. Presented by Ben Maddox, NYU Information Technology Services Ben.maddox@nyu.edu or 212-992-9298. ITIL* in the Real World: Leveraging ITIL Best Practices for Service Improvement at NYU.

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ITIL in the Real World : Leveraging ITIL Best Practices for Service Improvement at NYU

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  1. ITIL in the Real World: • Leveraging ITIL Best Practices for • Service Improvement at NYU Presented by Ben Maddox, NYU Information Technology Services Ben.maddox@nyu.edu or 212-992-9298

  2. ITIL* in the Real World: Leveraging ITIL Best Practices for Service Improvement at NYU • New York University at a Glance • About Information Technology Services (ITS) at NYU About ITIL: Overview Key Components Putting ITIL into Action ITIL & ITS A Few Real-World Examples Lessons Learned, Next Steps Summary *Information Technology Infrastructure Library

  3. New York University at a Glance • The nation’s largest private University, at over 50,000 students and more than 14,000 employees • Large and complex fiscal and physical operation • Consistently ranked as one of country’s more “wired” campuses • Impacted by HIPPAA, FERPA, Graham Leach Bliley and other regulatory policies • Currently implementing Active Directory • One central IT organization, but schools, divisions and departments may have local support teams, systems administrators and tools.

  4. About Information Technology Services at NYU • In advancement of the NYU community’s commitment to teaching, learning, research, and public service, the purpose of NYU Information Technology Services is • to serve, • to lead, • to innovate • with services that are readily available, responsive, reliable and cost-effective. • — ITS Mission Statement, adopted 1999

  5. Office of the Associate Provost & Chief Information Technology Officer (CITO) • Leadership and coordination of University IT strategy, policies, and services; IT-related planning, compliance, and continuity services. About Information Technology Services at NYU: Structure .edu Services Enterprise Computing & Support Services Communications & Computing Services • Technology services for faculty and students, in support of research, scholarship, and instruction; Internet2 resources; computer labs, ResNet services, classes, and more; development and management of web, email, and NYUHome portal services, and of strategic technology initiatives. • SIS, Albert, HRIS/PASS, fame, BSR Advance, Data Warehouse, BIA, eReports, Brio, Remedy, and more. • IT Service Desk for faculty, students, & staff, and application development & support for core University admin. systems; desktop support, accounts, training, publications, directory, database, and application security services; • Operation, management, evolution and security of NYU's large-scale technology infrastructure providing voice (telephone) and data network services, and computing resources supporting a wide range of essential, computer-based University services. — Adapted from http://www.nyu.edu/its/about/

  6. Enterprise Computing: at a Glance Wikis University Data Warehouse Calendaring and PDAs Digital Content, ePortfolio Student Information Systems fame (PeopleSoft) Blogs E-Vote Business Intelligence & Reporting (Hyperion & Brio) eServices (NYUHome portal & email) Enterprise Systems Document & Content Management Human Resources Information System BSR Advance (Sungard) Incident &Change Management (Remedy and ModTrak) Learning Management (Blackboard &, Sakai) HPC - High Performance Computing

  7. Responding to Demand: The Hunt for Three Octobers

  8. About ITIL: Overview • Developed in late 1980s in the UK in response to growing dependence on IT • Now a public body of knowledge for Service Management best practices • Helps organizations improve service levels and reduce the cost of IT operations • A framework, defining ten interlocking processes for service support and service delivery • Also provides guidance on IT security, business management, and other topics • The ten ITIL processes are described in two volumes: • - Service Support focuses on management of essential operational processes • - Service Delivery on strategic management of the IT services

  9. About ITIL: Key Components Service Support Service Desk* Incident Management Problem Management Configuration Management Change Management Release Management *A function, not a process. Service Delivery Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management — Adapted from ITIL training material.

  10. About ITIL: Key Components(continued) Service Support Service Desk* Incident Management Problem Management Configuration Management Change Management Release Management *A function, not a process. Service Delivery Service Level Management Financial Management for IT Services Capacity Management IT Service Continuity Management Availability Management

  11. ITIL V3: We’re Gonna Need a Bigger Boat • The ITIL v3 refresh project is expected to begin with the publication of five new core texts with publication planned for May 2007. • A key change to ITIL under version 3 has been a focus on the alignment of IT and 'the business' and on the management of IT throughout the complete lifecycle. • ITIL v3 core volumes • Service Strategy • Service Design • Service Transition • Service Operation • Continual Service Improvement • ITIL v3 complementary material • While the new ITIL core will draw heavily on current industry practice in IT service management and relevant research. It will reflect the major changes in the way businesses buy and utilize IT services. The complementary material will make it easier for ITIL to address specific vertical markets and industries (e.g. Public Sector, Financial Services) and will provide a venue for more rapidly changing guidance around the application and implementation of the best practice described in the core works. • It is likely that the complimentary material will include both a detailed glossary, process maps and mappings to governance and other frameworks (e.g. COBIT) and methodologies (e.g. Six Sigma).

  12. Getting Started: Asking the Right Questions Where do we want to be? Vision and business objectives Where are we? Assessment How can we get where we want to be? Process improvement How do we know that we have arrived? Metrics — Adapted from IT Service Management, an introduction, a publication of the IT Service Management Forum.

  13. Putting ITIL into Action at NYU • The alignment of IT and business, mapping product and service delivery to institutional planning and identified needs, is strongly emphasized in the ITIL framework. • Over the course of the last three years, ITS has provided ITIL Essentials Training or workshops to more than 70 staff members of our staff. In addition, staff members take advantage of tuition remission and workshop offerings in project management, service delivery and communication. • ITS has been leveraging ITIL’s Best Practices for internal communication and project planning. • ITS is committed to long term strategic and tactical partnerships with ITS service partners and academic and operational units. These includes areas directly recommended by ITIL best practices, such as the strengthening of service delivery, service support, and continuity and availability management.

  14. ITIL & ITS: A Few Real-World Examples • Client Communication & Feedback • ITS Services Catalog • Ask ITS Service Portal • Remedy-Integrated Knowledge Base • ITS Service Delivery Cycle • Leveraging Available Data & Tools • Tracking Change

  15. Real-World ITIL & ITS: Client Communication & Feedback • Formal Stakeholder Feedback • Spot Surveys • Cross-Organization Collaboration • ASAP • CIO Council • IT Support Managers • Systems Administrators Working Group • Others • Creation of Services Catalog

  16. Real-World ITIL & ITS: Service Catalog (Internal) The ServTrak data-entry and search screen: Searching by keyword.

  17. Real-World ITIL & ITS: Service Catalog, continued. ServTrak records are created, updated, and edited within this interface. Note the tabs for information on hours of availability, eligibility, dependencies (with respect to other services), and contact information for second-tier and client-facing support.

  18. Service Catalog would be accessible via a menu item in the About ITS section Real-World ITIL & ITS: Service Catalog (Public). A mockup of the web-based client facing interface currently being developed.

  19. Clickable link titles would launch a satellite window with the service information Real-World ITIL & ITS: Service Catalog, continued. The mockup, in further detail.

  20. Real-World ITIL & ITS: The Ask ITS Service Portal NYU students, faculty and staff access Ask ITS through the NYUHome Portal.

  21. Real-World ITIL & ITS: Ask ITS Service Portal, continued. It is available through a channel on the Home tab, and through a link at the top of each tab.

  22. Real-World ITIL & ITS: Ask ITS Service Portal, continued. An area within Ask ITS provides information about an upcoming interruption to service availability.

  23. Real-World ITIL & ITS: Knowledge Base The web-based login screen of our Remedy-integrated knowledge base. The knowledge base can be accessed from the Remedy console, from within a Remedy ticket, and directly via the web.

  24. Real-World ITIL & ITS: Knowledge Base, continued. The knowledge base Home screen. (The Authoring and Reports tabs are available only to knowledge base administrators.)

  25. Real-World ITIL & ITS: The ITS Service Cycle, Mapped to ITIL Best Practices e.g., ITIL Metrics & Feedback Portfolio & Project Manage-ment Service Catalogue Change & Incident Management Marketing, Training, & Documentation

  26. Real-World ITIL & ITS: Leveraging Data & Tools Managers and Team Leaders in ITS departments receive this automatically generated report daily.

  27. Real-World ITIL & ITS: Leveraging Data & Tools, continued. They also receive an automatically generated monthly summary.

  28. Real-World ITIL & ITS: Leveraging Data & Tools, continued. Other automatically generated reports are mailed out daily and monthly to our service partners in the Human Resources Division.

  29. Real-World ITIL & ITS: Leveraging Data & Tools, continued. Portions of the template for the monthly report that is automatically generated and emailed to our service partners in the Human Resources Division. (Data shown is for illustration only.)

  30. Real-World ITIL & ITS: Tracking Change ModTrak is our locally developed system used by ITS staff and our service partners to request, track, and obtain reports of system changes. Above, initiating a search for changes made to the New Budget system’s online help.

  31. Real-World ITIL & ITS: Tracking Change, continued. Our search results. Clicking a Change Number brings further details and the opportunity to update the record. Information can also be exported as Excel or PDF files.

  32. Real-World ITIL & ITS: Tracking Change, continued. The Details-Edit Request screen. Note the tabs for tracking line items, issues, migration & testing.

  33. ITIL & ITS: Next Steps, Lessons Learned • Process enhancement is incremental - take the long look • Use the framework to connect the dots of initiatives and build a portfolio • Change is coming to ITIL — prepare for ITIL v3. • Integrate support planning earlier in our product and service development cycles, so that the products we release are easier to use and support. • Ask your client communities what will support their business and leverage ITIL to map your initiatives • Resource limitations will impact your timelines • Make noticeable improvements in procedures people have to follow to get ITS services. • Mitigate the impact of service disruptions by using innovative notification approaches. • Work with other help-providing groups at NYU to coordinate services more effectively. • Intensify our use of metrics in driving improvements and of the Remedy trouble ticket system to track problems, identify trends, and evaluate the effects of improvement measures introduced.

  34. Additional Projects Mapped to Specific ITIL Areas

  35. Mapping ITIL Processes to ITS Initiatives *A function.

  36. Mapping Processes: Service Support(continued)

  37. Mapping Processes: Service Support(continued)

  38. Mapping Processes: Service Support(continued)

  39. Mapping Processes: Service Support(continued)

  40. Mapping Processes: Service Support(continued)

  41. Mapping ITIL Processes:Service Delivery

  42. Mapping Processes: Service Delivery(continued)

  43. Mapping Processes: Service Delivery(continued)

  44. Mapping Processes: Service Delivery(continued)

  45. Mapping Processes: Service Delivery(continued)

  46. ITIL Best Practices Framework — may include other frameworks or guidelines Organizational and institutional strategy and alignment STRATEGIC PLANNING BEST PRACTICES ITIL Projects, Services initiatives and organizational culture PROJECTS & INITIATVES ITIL in Action

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