HUIT Queue Managers Forum

May 7, 2014

Agenda

• Welcome

• The Role of the Service Owner

• Service Metrics

• “IT Order Takers”

• ServiceNow Best Practices, Tips & Tricks

• Open discussion

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Queue Manager Forum Mission

To connect operational leaders, who model and foster the HUIT values, while focusing on quality and efficient service delivery. The Forum aims to keep Queue Managers (QM) engaged in the activities and responsibilities of the QM role to support the business processes of ServiceNow.

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Approaching our 1 year anniversary

We’ve made GREAT progress

Thanks to ALL of you!!

Thank you!!

The Role of the Service Owner

Simon Pride

HUIT – IT Service Management

A Service Ownership program in HUIT

• Service Catalog is an emerging practice in HUIT

– Now on our third version of the Service Catalog on the HUIT public site

• Service Catalog has a natural overlap with Service Ownership

• ITSM is running a long-term Service Ownership program among managers and directors in HUIT

• The Service Ownership program is a Continuing Service Improvement initiative which assists Service Owners and Service Delivery Managers with presenting the most complete and accurate description of the strategic goals and operational details of services.

CloudService

Email Service Owner (Example)

VP/CIO

Service Desk

IT Operations

Security

Exchange

Team

Email Service Owner

Email Service Owner

The Email Service Owner is accountable for the delivery and quality of service across the IT organization. Note: the dotted line communication structure.

Monitor emailvirus threats

Handle email incidents and service requests from end-users

Monitors servers, installs patches, configures ActiveDirectory, etc.

Best Practices

Service Ownership Roles

Strategy Design Transition Operations

SO SDM

Level of

Involv

em

en

t

• Service Owner (SO) is more involved with initiation of service through strategy and design

• Service Delivery Manager (SDM) is more involved with the transition of services to the live environment and their operation

• Inverse level of involvement, but participation from both SO and SDM throughout introduction of a new service

Ownership Tools: Service Transition Package

• Defines the deliverables needed to move a service into operation

• Two of these are new documents

• Service Handbook

– Defines the strategic objectives and design goals of a service

– Contains the performance targets and commercial relationships

– Documents the Service team and their roles

• Service Troubleshooting Guide

– Identifies the process for intake of Incidents and Requests for a Service

– Provides service-specific guidance on initial troubleshooting

– Guidance on assignment and escalation

– Input from Queue Managers is vital

• Work with SDM for service to make it useful and accurate

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Ownership Tools: Service Handbook

• Service Handbook

– Service Catalog attributes

• Description etc

– Vision

• Strategic Objectives

• Guiding Principles

– KPIs

– Stakeholders

– Service Team

– Dependencies

• Up and down

• Context diagram

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Ownership Tools: Troubleshooting handbook

• Support/Troubleshooting Guide

– Major Incident Communications

– Key Service information

– Key Areas to Troubleshoot for Any Incident

– Escalating to Level 2 or 3

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…questions?

Common pain points discussed

• Two-way street!

– The same point can cause pain for the service owners and the support team

• Confusion around Major Incidents

• Uncertainty about the Change approvals process

• No standard and complete documentation for services

• No standardized approach to qualifying and pre-screening incidents before escalation to Service Owners

What is a Service Owner?

Accountable for a specific service within an organization independent of where the underpinning technology components, processes or professional capabilities reside.

Accountable for all stages in the Service Lifecycle

• Strategy• Design• Transition• Operations• Continuous Improvement

“IT Order Takers”

Theresa ButlerFinancial Systems Solutions

What is an “IT Order Taker?”

“I did what was in the ticket…”– But it didn’t solve the problem– Technical guidance wasn’t shared to do it better– It created a bigger problem

Example - INC00812561

The user is unable to login into the Unix home directory using a known good password

Reassignment Count: 30 Emails50 updates for this recordAvg time between updates: 6 Hours 16 MinutesBusiness Duration: 3 Days 5 HoursActual Duration: 5 Days

Number of modifications to ticket:Service Desk = 11 timesLocal IT Contact = 1 timeGuest = 4 timesITSM = 2 timesSnow = 3 timesUnix Team = 15 timesAAM = 14 timesField Support = 1 time

Change and Engage - PeopleChanging IT away from the order taker role is more than semantics, it’s about action and behavior

DON’T run on "autopilot”

DO ask "what is it that you are trying to do?" instead of just doing

HUIT Value = User Focused Are you trying to understand the issue,not just close the ticket?

Change and Engage - ProcessInnovation can be applied to workflow processes, not just technology

Don’t wait to be asked if processes are broken

DO share thoughts and ideas for process improvements

HUIT Value = InnovativeAre you thinking about ways we can provide betterservice to our community?

Build relationships with your Colleagues

This shift requires real elbow to elbow work within IT to communicate and understand challenges and opportunities in a way that becomes valuable to both parties

HUIT Value = OpennessGive & receive feedback to colleagues on process. Assume good intentions to gain improvements and efficiencies.

This leads to…

Better Teamwork = Better Collaboration!

Let’s make IT easier for ourselves too!

HUIT Value = CollaborativeDo you talk to at least 1 colleagueoutside of your Service Area each week?

Questions, Comments?

Thank you!