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From Chaos to Service Excellence

A Roadmap For Transformational Change

@LenPeters
Yale University CIO and Associate Vice President

Explain a holistic approach to improving overall satisfaction Describe a life cycle approach to Service Management Defining your service characteristics Differentiating processes from services Discuss the integration & overlap of processes and services How to drive strategy through Service Management Drive value added services and overall benefits

Presentation Objectives

What has been done @ Yale

A means of delivering value to the consumer by facilitating outcomes consumers want to achieve without the ownership of the specific costs and risks.

Not a set of logically related tasks performed to achieve a defined business outcome

What is a Service ?
Its about the consumer

Therefore a service is
Important Desirable Measurable

Value is
Determined by consumers

Getting service right is hard


Transforming a task oriented team to a service-oriented team is harder.

A truly unobserved event is one which realises no effect


- George Berkeley There is nothing permanent except change - Heraclitus

If you cant measure it, you cant improve it.

- Peter Drucker

How do you ensure your consumers are delighted?

You ask them

Manage your services


not just your processes.
Become a Service Centric Team

IT has a Cadence
Session FY1
Sep
Dec Mar Jun

FY2

Sep

Dec

Mar

Jun

FY3

Sep

Dec

Mar

Jun

FY

Sep

Strategy & Long-range plan Portfolio Recommendation Staff

Survey

Controllership
Session conclusion dates Quarterly Annually

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

End-to End Service Manager

Determine Governance
Strategic Committees

Advisory Groups Special Interest Groups Portfolio Committees

Operating Committees

Service Board Change Advisory Board Process owners

ITS Governance Operating Model

End-to End Service Manager

http://its.yale.edu/about/collaboration-and-governance

End-to End Service Manager

Service Board
Reviews Service Portfolio Service Performance and Plans New Services Deprecated Services Sunset Services Cost of Service
http://its.yale.edu/about/collaboration-and-governance/committees/service-board

End-to End Service Manager

Develop your Service Portfolio


Document and Catalog Services Determine Service Managers Other Characteristics


Name Description Eligibility Costs Policies State (Planned, Active, Deprecated, Inactive)

Service Portfolio
Create a system of record

End-to End Service Manager

Services State Category Ownership

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Service Portfolio

Publish & Market

http://its.yale.edu/services

Service Portfolio
Consumer Views

Publish & Market

What to Publish

Publish & Market

Eligibility information Tutorials How-To Rich Media Where to get help Costs

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Service and Value is measured

Measure & Baseline

Service Desk

Service Readiness Checklist


Service Name Question 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Is this service clearly identified and appropriately named? Do you have a service owner? This service listed in Service-Now? Do you hace a web site for your service describing it? Do you have at least one knowledge article in Service-Now describing your service? Does the help desk answer questions or support your service? Does your service have a clear escalation path defined? Do you have identified service requests related to this service? Do you log incidents, problems and changes for this service? Do you log incidents, problems and changes for your service in Service-Now? Do you have key performance indicators identified for your service Do you run reports in Service-Now to monitor your service key performance indicators Do you have all the related service components and applications identified in the CMDB? Do you have a Service Improvement plan on file? Do you have a technology roadmap for the applications related to the service? Have you identified you service capability to deliver? Do you measure customer satisfaction via the annual survey Do you measure customer satisfaction via a point of delivery survey Do you measure customer satisfaction via focus groups Do you have a regular communication plan for this service (yearly cadence) Do you have a marketing plan for this service? Do you have the financial components of this service mapped in IT Financial Management Do you have documented Business Continuity Plans with clients for extended outages Do you have disaster recovery plans and procedures should a critical failure require it

Measure & Baseline

Bedework Event Calendar


Response Selection yes yes yes yes yes yes yes yes yes yes needs improvement needs improvement yes no needs improvement needs improvement yes yes yes needs improvement no no no needs improvement

Measure & Baseline

Baseline Performance

Community satisfaction Total Cost of Ownership Peer Performance Benchmarks

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Reduce Variation

Consumer satisfaction increases when underlying process variation decreases


Unstable Process Stable & Predictable Predictable & Improved

-3 SD

UCL

LCL

+3 SD

Baseline

Maturity

Time

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Determine Service Level Capability

Capability to deliver is the basis for a published service level


-3 SD

UCL

LCL

+3 SD

Baseline

Maturity

Time

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Measure satisfaction
Community Satisfaction 77% 68% 53% Workplace Commitment 73%

Survey Community

55%

2011

2013

2010

2012

2013

http://its.yale.edu/about/yale-technology-survey

Our Consumers Needs

Survey Community

Unexpressed

Spoken Needs

Foundational - Basic Services

Survey Community

Memorable Experience
Sweet Spot

R E = CE
90 - 100 = -10

Basic Needs Well Done

Spoken Needs Well Done

Unexpressed Needs Not Well Done

Unexpressed Needs Done Well

Spoken Needs Not Done Well

Basic Needs Not Well Done

Memory Scale

Survey Community

What can we do to fulfill unexpressed wishes and create a positive memorable experience?
Innovate!
http://its.yale.edu/about/innovation-its/home

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Define the mission, vision and values Conduct strategic analysis Formulate strategy

Develop the Strategy

Operating Model
Social IT Walk Up Help Online SelfService
B i u

Develop the Strategy

Email Phone

Chat
How can I help you today?
Sam Student said Help Desk said

Channels
See Prole Add as Friend

Genius Bar

1 2 3

Self service online

I need help with my computer

faculty, staff, students, alumni, guests and IT partners


Help Desk

Tier 1

University Services

Support Technologies

Campus Technology Services

Student Support

Faculty & Staff Support

Tier 2

SSG

Medicine

Business Systems

Client, Dept and Disciplinary Teams Solutions Design & Architecture Identity Management

CCT

AITS

Academic IT Solutions Business Systems Campus Community Technologies Campus Technology Services
Financial Management

Design Data Governance & Integration Strategy Strategy and Portfolio Management Development & Application Ownership

Medical and Clinical IT Solutions Design Ofce of the CIO Shared Solutions Group Information Security

RE

ODD /AYA

Public Safety

Academic Admin & SIS

Facilities

Finance, Business Operations & HR

Web Technologies

Cloud and Campus Technologies

Learning Environments

Research Technologies

Deployment

Vendor Mgmt

Testing & Release

Project Services

PMO

Change Mgmt

Infrastructure Services

Knowledge and Organizational Change Management Maintain & Manage Metrics, Quality Assurance Governance & Service Management Information Security & Policy Infrastructure & Production Services
Datacenters Telephony Networks Servers Databases Cloud Infrastructure (IaaS)

ITS Operating Model


September 2013

Develop the Strategy

Quality vs. Expectation


Analyze process and service quality to the consumers experience
-If a consumer regularly experiences 3 day delivery (setup my new web server) with an appropriate level of quality (100% defect free) and is satisfied 95% of the time, this may be sufficient It may not be cost effective or necessary to achieve this in a 2 day delivery period if the quality will diminish, which is a leading indicator of satisfaction

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Translate the Strategy

Define strategic objective themes Develop roadmaps and portfolio plans Select measures and targets Select strategic initiatives

Translate the Strategy

Strategic Building Blocks


Vision
To be recognized as the leading technology organization across universities, through rock-solid services, innovation, technology leadership and community satisfaction.

Mission
is to deliver: The highest level of technology service possible to faculty, staff and students. With technology leadership that impacts the Universitys mission.

Guiding Principles and Strategies


Rock Solid Services Community Satisfaction Staff Development Technology Leadership Fiscal Management Global Recognition

Critical Goals
90% Community Satisfaction by 2015 Cultural change through 100% adoption of ITIL & the Service Framework by 2015 All core technologies have a clear roadmap by FY15 Overall RTS capacity needs are reduced to 80% by FY16 Contribute 5% productivity to ITS and Yale every year. Increase IT workplace commitment scores to over 75% Deliver 100% of the approved portfolio annually

Translate the Strategy

Develop and publish your strategic plan!


http://its.yale.edu/about/strategic-planning

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Create Operating Plans

Improve key processes Plan resource capacity Prepare budgets

Service Plans

Create Operating Plans

Developed by Service Managers in a standard format

Improve Service KPIs Roadmap Core Technology Sunset Deprecated Technology Process Improvement Plans

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Execute Process & Initiatives

Manage your Processes and Services


Collect KPIs Point of Delivery (POD) surveys Monitor financials Monitor portfolio performance

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Controllership

Process and Service Metric Integration Model


SERVICES eMail
Network

Back-up

Incident
Problem

Dashboard

PROCESSES

Change Requests Other

Service Scorecards to assess maturity


Established
IT Service Management Vendor Management Strategic Portfolio Management Strategic Communications Project Management Office Services Organizational Change Management Metrics ande Quality Assurance ITS Website and Communications IT Staff Development IT Budgets and Finance OCIO SERVICE STABILITY GOAL 0 OCIO SERVICE IT Budgets and STABILITY Finance GOAL 2013 Dec 21 23 5 10 15 20 25 30 35

Controllership

Maturing

Mature

40 Vendor Management 20

45 IT Service Management 28

ITS Website and Metrics ande IT Staff Communication Quality Development s Assurance 23 22 23

Organizational Project Strategic Strategic Change Management Communication Portfolio Management Office Services s Management 7 18 22 40

Score Range 00 - 20 21 - 30 31 - 37 38 +

Estimated Maturity Level Service Not Well Established - Needs Significant Improvement Service Established but needs improvement Service Established and continues to mature Service Mature

Based on Service Stability Checklist results

Controllership

Process Metrics Dashboards - Incident

Controllership

Process Metrics All Services

Controllership

Process Metrics Service Drill Down

Service and Application Portfolios


Portfolio Category FY14 Q1 FY14 Q2 FY14 Q3

Controllership

FY14 Q4

(S)ustain (I)nvest (M)igrate (E)liminate

385 145

171
92 793
Gartner 10% 20% 60% 10%
Sustain Invest

Total
Comments

Current

Portfolio includes applications in CMDB identified as Active or Scheduled for Decommissioning Target: To reduce application portfolio overall Target: To increase applications in the Invest category Gartner: Sustain is usually the largest category in most inventories

12%

22%
Migrate Eliminate

48%

18%

Gartner (2010) estimated initial application portfolio proportions

Controllership

Hold Strategic Reviews


Service maturity assessment Identify service capability gaps Steer towards standards Divest from underutilized services

Controllership

Hold Operational Reviews

Incidents, Problems, Changes Consumer satisfaction reports Financial reports Business Continuity Plans Disaster Recovery Plans

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Test & Adapt the Strategy

Conduct strategy correlation analysis Respond to consumer satisfaction surveys Map cost of ownership proportionally to consumers served Examine emerging strategies and technology trends Update service improvement plans and roadmaps

Service Excellence Lifecycle


End-to End Service Manager Test & Adapt the Strategy Publish & Market

Controllership

ADKAR

Measure & Baseline

Execute Process & Initiatives

Community Satisfaction

Reduce Variation

Create Operating Plans

Determine Service Level Capability

Knowledge
Translate the Strategy Develop the Strategy Survey Community

Rewards

Community Satisfaction

Recognize world class service

Formal award presentation to individuals and teams Presented by the CIO on the spot

From Chaos to Service Excellence


Managing to delight your consumers
Len Peters Yale University CIO and Associate Vice President leonard.peters@yale.edu @lenpeters