it customer relationship management at ucsf
DESCRIPTION
IT Customer Relationship Management At UCSF. Definitions. Central IT service provider ITS, Medical Center IT Commodity IT service Service which can or should serve the enterprise Examples includes email , data storage , network, desktop support, service desk, procurement - PowerPoint PPT PresentationTRANSCRIPT
IT Customer Relationship Management At UCSF
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Definitions
Central IT service providero ITS, Medical Center IT
Commodity IT serviceo Service which can or should serve the enterpriseo Examples includes email, data storage, network,
desktop support, service desk, 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 creating and centralizing commodity IT services, to be provided by ITS, MedCenter IT
Local IT provides non-commodity services, which will remain local
Local IT managers provide strategic services, which are not all 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 may abandon OE services if they don’t deliver results
Customers need help making IT decisions Central IT must engage stakeholders when making
decisions
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Target: OE IT End State Avoid IT service duplication
without hindering innovation
Differentiate commodity and new/local/innovative services
Connect innovators with commodity service providers
Provide continuity, 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 consistently good
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
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 Phi NguyenUrology 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 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
Uncertainty for local IT leaders results in talent exodus
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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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Actions Taken
Goal Action
Continue strategic services provided by local IT leaders
1. Formalize the Customer Relationship Manager (CRM) role.
Coordinate CRMs; Involve CRMs in ITS operations, strategy
2. Organize CRMs into Customer Relationship Management group.
Maintain local accountability and reporting, funding
3. CRMs continue to report into customer groups, add dotted line to ITS.
Provide governance and oversight
4. CRMs, local IT service providers, and customers form IT governance committee.
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Attributes of a Successful CRM
Trusted Innovative Authority Partner Advocate Evangelist Accountable
Nimble Effective Responsive Technical Communicator Subject matter
expert
The buck stops here!
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CRM Working relationships
Customer leadership and key stakeholders IT leadership
o Product and project managerso IT service line managers
Local IT specialists Other CRMs
o Customer Relationship Management groupo IT governance committee
Other IT governance committees and OE groups
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CRM 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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OLD CRM Reporting
Local IT leaders perform functions which will remain in customer groups
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Yale IT Reporting
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CRMs in ITS
New operational group, expanded reporting model Focus customer needs, feedback Work with service providers, product managers,
and customers to ensure success
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Sample Relationships: SF VAMC
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Solution Process
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CRMs in IT Governance
Strategic Technology Advisory Committeeo Charge: providing better support to the UCSF community
Represent IT in Clinical, Education, Research, Business committees
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IT Governance Committee
Customer-focused advisory groupo Local IT leaderso Local business leaderso CRMs
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 CRMs do we need?
Group FTE
Graduate Division 0.5-1.0
School of Dentistry 0.5-1.0
School of Nursing 0.5-1.0
School of Pharmacy 1.0
SOM – SFGH 1.0
SOM – Medicine 1.0
SOM – Pediatrics
SOM – Anesthesia 1.0
SOM – Radiology 0.5-1.0
SOM – Surgery 0.5-1.0
SOM – Neurology
SOM – Psychiatry
SOM – Ob/Gyn 1.0
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Next Steps
Present to additional audienceso Individual SOM Managers, Chairso Academic Senate
Formalize CRM job duties, deliverables Answer remaining questions
o Decide how many CRMs, 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 CRMs?
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Who is part of this conversation?
IT Governance Committeeso SOM Technology Management & Advisory
Committeeo Committee on Technology & Architecture
IT, School and Department Managerso UCSF CIO, UCSF CTO, UCSF MedCenter CIOo IT Governanceo IT Managerso Associate Deanso Department Managers and CFOs
Discussion