Anatomy of an IT Service
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Transcript of Anatomy of an IT Service
Anatomy of an IT Service
University of Oklahoma Information TechnologyDana Saliba, OU-Tulsa &
Chris Jones, OU Health Sciences CenterWith Nicholas Key, OU Norman
Anatomy of an IT Service
Intro to Services
Camp Approach
Successful Services
Intro to Services
Identify and define “What is a service?”,
Understand and agree why services matter,
Be clear about our own specific services,
All leading to the development of a comprehensive Service Culture
The foundational goals of our service management approach is to…
What is a Service?
• Based on value added to the organization– Example…email
• In IT, usually a solution involving technology– It is not the actual piece
of technology
• Services different than Technology
Why Services MatterEverything we do is actually a service (or part of a service).• Test everything…where is the value
that you are providing to the university?
“Central” or mandated-IT are no longer the only option• Self-service cloud solutions
People use services, not technologies – not how we normally think of it• “Technology” can be intimidating• Example: VPN exists, but how do we
get it, use it, correct it, communicate about it, etc.
Our Services
These ideas formed our effort in March 2013 to roll out the initial five (5) services within OU’s new private cloud called “IT Shared Services.”
File storage (Isilon)
Block storage (Compellent)
Team collaboration (SharePoint)
Virtual server hosting
(VMWare)
Data Center Co-location
Service Culture
We had to “sell” the idea of service development – a.k.a. “product-ization” – to our technical teams that primarily focus on technology implementation:• Highlighted “customer
experience”• Professional development in
ITIL• Shifting focus from
technology to value (service)
Successful Services
Use of the Design-Transition-Operations lifecycle for structure,
Development of twelve (12) service factors, and
A concentrated emphasis on each factor.
After agreement on the necessity of a service-based approach, successful implementation comes from…
Design-Transition-Operations
In ITIL, a service has a lifecycle…
We used the D-T-O phases to identify critical features needed to make a service successful. Continual Improvement
How do we improve it?
OperationsHow do we run it?
TransitionHow do we put it into place?
DesignWhat should it look like?
Strategy What should we offer?
Key Factors Needed for a ServiceDESIGN
Business Service Catalog
Request Catalog
Business office process
Measures & Metrics
Technical Design
Service Level Mngt
TRANSITION
Training
Marketing
Technical Implementation
Knowledge Mngt
Support Mngt
Tools (ServiceNow)
OPERATIONS
Design
Transition
Operations
Service Design Needs
• What is service? Who is audience? How will it be consumed? How will it be differentiated? Will it be direct from S2 or local IT?
Business Service Catalog
• Establish request form & fulfillment workflow (tasks, assignments, SLAs, etc.)
Request Catalog
• Determine cost, price (if any), chargeback/showback model, asset mngt (if any)
Business Process
• Identify baseline & minimum measurements needed for tracking (if any)
Measures & Metrics
• Identify known or emerging technology considerations still needed
Technical Design
• Identify minimum service expectations and ensure inclusion in design
Service Level Management
Service Transition Needs
• Develop & deliver any needed training or documentation for (a) end users, (b) support teams, and (c) system admins & infrastructure managers
Training
• Develop & deliver any needed publicity and outreach
Marketing
• Identify the status of the technical deployment and any outstanding roadblocks or issues that may affect service timelines
Technical Implementation
Service Operation Needs
• Document end-user and operational knowledge required for successful implementation
Knowledge Management
• Identify new or changed support process workflows (incident management, request fulfillment, categories & notifications, etc.) needed for successful operations
Support Management
• Identify & implement changes to ServiceNow forms, fields, records, etc., including categories, fulfillment groups, business services, etc.
Tools (ServiceNow)
Service Process
Builds a Service through highly focused effort,
Using specific parameters of work know as a “camp,”
That resulted in both expected and unexpected outcomes.
After definition of the factors in a successful service, the service is implemented through a unique approach that…
Building a Service
• We developed (discovered?) an idea based on need:– Too complex, too many
perspectives, too short a timeline, too…
– Had to get everyone in the room at the same time
• Eventually came to be called “CXG Camp” (“camp” for short)
“Camp” - Time
• Key features of a camp:– Dedicated, focused time
(days, not hours)– Large, consecutive
blocks of time (9am-4pm, breaking for lunch)
– Scheduled relative to technology availability• Not too early or too late• Best…better…good
“Camp” - People
The single most critical success factor for service camp success is properly aligned people & relationships:
All key participants in the room
People with the answers (SME’s) engaged and on-boardTrust & collaboration with willing negotiation
“Camp” - Activities
• Activities & working teams operate in parallel, not sequentially– Multiple teams– Ad hoc interest groups– Dynamic size– Fluid, Persistent, Chaotic?
• Work is visible & tactile using wall-sized progress measures & sticky notes
Camp Outcomes
In most of our service camp attempts, we have:
Delivered (mostly) mature services on time,
Developed great buy-in and ownership across the teams,
Learned to accept some level of chaos in the process,
Matured process, team, and structure,
Learned much greater detail about our own environment* * Resulting in great service delivery (value!)
Questions & Discussion
Thank You for Your TimeDana SalibaDirector, IT University of Oklahoma(OU-Tulsa)
Chris J Jones, MSEdDirector, IT Service DeskUniversity of Oklahoma (Health Sciences Center / IT Shared Services
[email protected]@itcxvision