TECHNICAL SOLUTIONS MANAGEMENT AT UCSF Erik Wieland Director of IT Services.
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Transcript of TECHNICAL SOLUTIONS MANAGEMENT AT UCSF Erik Wieland Director of IT Services.
TECHNICAL SOLUTIONS MANAGEMENTAT UCSF
Erik WielandDirector of IT Services
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DEFINITIONS
Central IT service providero ITS, Medical Center IT
Commodity IT serviceo Service which can or should serve the enterpriseo Includes email, data storage, network, desktop
support, helpdesk, procurement Local IT service
o Service which will not be a commodity service; closely tied to mission of its unit, department, or school
Strategic IT serviceso Includes planning, budgeting, communications,
research and evaluation, prioritization, etc.
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SITUATION: OE IT TRANSITION
OE is centralizing commodity IT services, to be provided by ITS
Local IT provides non-commodity services, which will remain local
Local IT managers provide strategic services, which are not replicated by central IT
Local research, education, and patient care efforts drive innovation, and will continue to do so
Schools/departments are partners in OE’s success, but some will abandon OE if it can’t deliver results
Customers need help making IT decisions Central IT must engage customers when making
decisions
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TARGET: OE IT END STATE
Avoid IT service duplication without squashing innovation
Differentiate commodity and new/local/innovative services
Connect innovators with commodity service providers
Provide strategic planning and innovation to customer groups
Provide customer groups with budgeting and procurement support
Guide projects for customers
Ensure return on local and central IT investments
Promote overall IT efficiency
Monitor IT SLAs Ensure consistent
customer experience Prioritize customer
issues/projects Communicate across IT
service and customer groups
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WHO PROVIDES STRATEGIC IT SERVICES? Local and outsourced IT
leaders already provide strategic IT services
Some IT leaders will be affected by OE IT, others will not
As people are affected by OE IT, strategic IT service delivery needs to continue
Providers of strategic IT services should be coordinated during and after the transition to OE IT
Organization IT Representative(s)Campus Life Services Dan FreemanCTSI Mark Ayres, Eric MeeksCVRI Isaac Sato, Dennis McGovernEVC/FAS Kurt GlowienkeAnatomy Steve RothsteinAnesthesia Brad DispensaBiochemistry Michael KearnsCell. & Mol. Pharmacology Peter WerbaEpidemiology & Biostatistics
Alaric Battle
Family & Comm. Medicine Anastasio SomarribaLaboratory Medicine Enrique TerrazasMedicine Erik WielandMicrobiology & Immunology
Khang Nguyen
Neurological Surgery Ricardo MartinezObstetrics & Gynecology Brian AuerbachOphthalmology Mike DeinerOtolaryngology Matt ForbushPathology Ed ShimazuPediatrics David LawPhysiology Sean PattersonPsychiatry/LPPI Ben EstocapioRadiation Oncology Pam AkazawaRadiology Pranathi Sundaram, Mark Day, Todd
BazzillSurgery TBDUrology Jenny BroeringDev. & Alumni Relations Debbie AnglinDiabetes Center Eric LiuGraduate Division Jon JohnsonIHPS Vince MoultonITN Aaron GannonLibrary Rich TrottMemory & Aging Center Joe HesseSchool of Dentistry Tom FerrisSchool of Medicine Tim Greer, Chris Orsine, Chandler
MayfieldSchool of Nursing Rob SlaughterSchool of Pharmacy Michael Williams
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RISKS OF NOT ACTING
No local IT leadership in some groups leads to commodity IT service managers and customer leadership providing inconsistent or no strategic IT services, poor management of local IT staff
No consistency in strategic IT services leads to poor customer experience, less efficiency, inconsistent prioritization
No local IT leadership means commodity IT service providers self-monitor SLAs with no consistent oversight from customers
No coordination of local IT leaders leads to service duplication
Inconsistent budgeting and procurement support leads to waste and inefficiency, difficulty in coordinating strategic purchases
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PROPOSAL OPTIONS
Option Possible Negative Outcomes
Without local IT leadership role in OE IT end state
1. Do away with local IT leaders
ITS struggles to manage expectations and consult effectively with diverse customers
2. Local IT leaders not coordinated
Service duplication continues within departments. ITS lacks evangelists and ombudsmen as strategic partners.
With local IT leadership role in OE IT end state
3. Funded by/reporting to customer
Customers opt out of having strategic IT services, or ITS funds them. Local IT leaders have no stake in ITS’ success.
4. Funded by/reporting to ITS
Customers have no stake in ITS’ success, see strategic IT service providers as ITS consultants instead of partners.
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RECOMMENDED ACTIONS
Goal Action
Continue strategic services provided by local IT leaders
1. Create the Technical Solutions Manager (TSM) role.
Coordinate TSMs; Involve TSMs in ITS operations, strategy
2. Organize TSMs into Customer Relationship Management (CRM) group. CRM group reports to CIO; authority equal to other ITS groups.
Maintain local accountability and reporting, funding
3. TSMs continue to report into customer groups, add dotted line to ITS. At least 51% of each TSM funded by customer.
Provide governance and oversight
4. TSMs, local IT service providers, and customers form IT governance committee.
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ATTRIBUTES OF A SUCCESSFUL TSM
Trusted Innovative Authority Partner Advocate Evangelist Accountable
Nimble Effective Responsive Technical Communicator Subject matter
expert
The buck stops here!
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TSM RELATIONSHIPS
Customer leadership and key stakeholders IT leadership
o Product and project managerso IT service line management
Local IT specialists Other TSMs
o Customer Relationship Management group
o IT governance committee Other IT governance committees and OE
groups
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TSM GROUPINGS BY MISSION
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TSM RESPONSIBILITIES OVER TIME
Catalog local IT services Manage transitions to
central services Coordinate local IT
services Evangelize central
services
Enterprise IT portfolio review
Evaluate and monitor existing services
New service development PI onboarding
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CURRENT TSM REPORTING
Local IT leaders perform functions which will remain in customer groups
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YALE IT REPORTING
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PROPOSED ITS REPORTING
Create structure, reporting model, job descriptions, deliverables
Focus customer needs, feedback
Work with service providers, product managers to ensure success
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CRM GROUP ORGANIZATION
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SAMPLE RELATIONSHIPS: SF VAMC
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PROPOSED SOLUTION PROCESS
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PROPOSED IT GOVERNANCE COMMITTEE Replace SOM TMAC with
customer-focused advisory groupo Local IT leaderso Local business leaderso TSMs
Provide forum for service providers and product managers to solve problems with customers
Provide a voice for local IT staff in IT governance
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HOW MANY TSMS DO WE NEED?
Group FTE Perm?
Space?
Graduate Division 0.5-1.0
Y Y
School of Dentistry
School of Nursing 0.5-1.0
Y Y
School of Pharmacy 1.0 Y Y
SOM – SFGH 1.0 Y Y
SOM – Medicine 1.0 Y Y
SOM – Pediatrics
SOM – Anesthesia
SOM – Radiology 0.5-1.0
Y Y
SOM – Surgery
SOM – Neurology
SOM – Psychiatry
SOM – Ob/Gyn
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NEXT STEPS
Present to additional audienceso Depts. of Anesthesia, Anatomyo SOM Managers, Chairso Academic Senate
Formalize TSM job duties Charge and convene the Strategic Technology Advisory
Committee Answer remaining questions
o Decide how many TSMs, short and long term. Based on customer population, geography,
mission? Can customers opt out? Do their SLAs change if
they do?o Do local IT staff report to TSMs?
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WHO HAS VETTED THIS IDEA?
Committeeso SOM Technology Management & Advisory Committeeo Committee on Technology & Architecture
School and Department Managerso Cathy Garzio, Radiologyo Maye Chrisman and Michael Chen, Medicineo Mounira Kenaani, Diabetes Center and Dermatologyo Cathryn Thurow, SOM SFGH Associate Dean’s Officeo Mike Hindery, SOM Dean’s Office
DISCUSSION