SESSION 802 Friday, November 3,10:15am - 11:15am Track: The Generalist

Transcription

1 SESSION 802 Friday, November 3,10:15am - 11:15am Track: The Generalist A Year in the Life: A Case Study on ITSM Maturity Doug Rabold Manager IT Service Delivery, CPS Energy drabold@cpsenergy.com Session Description This session is a one-year case study on organizational maturation in ITIL, focusing on how to build an effective ITSM service delivery team from existing resources. You;ll review the model developed and deployed with great success at CPS Energy when they embarked on an IT operations reorganization as part of their roadmap to ITSM maturity. Hear about CPS Energy s journey and see how it has allowed their team to become more engaged, energized, and empowered to improve processes, support, and service. Speaker Background Doug Rabold is a lifelong public speaker who successfully transitioned from a sales career to IT operations in He attended the University of Illinois and holds certifications in ITIL Foundations, HDI Problem Management, HDI Technical Support Professional, HDI Support Center Manager, and KCS Principles. He has served on the board of the HDI San Antonio local chapter for three years, most recently as chapter president. Doug currently serves as manager of IT service delivery at CPS Energy.

2 A Year in the Life A Case Study in ITSM Maturity at CPS Energy Session 802

3 Doug Rabold CPS Energy Manager EIT Service Delivery Experience & Certifications: 19 years in various Leadership roles 9 years in IT Service Management 6 years as a member of HDI 2 years as a member of itsmf 3 years as an HDI Chapter Officer HDI Support Center Manager HDI Problem Management Professional HDI Technical Support Professional ITIL Foundations v3 KCS Principles Six Sigma Yellow Belt Contributor to 2015 HDI Team Excellence Award (Whataburger)

4 Where Did We Start? Few dedicated ITSM resources Multiple hats Staffing challenges No published SLAs / OLAs Undocumented processes Lacked tools Little or no automation Legacy ITSM tool Underutilization of tools Limited ITIL process adoption Service Desk Incident Management Change Management Request Fulfillment Event Management In short: LOW ITSM maturity

5 Why Change? Increasing demand Business needs IT needs Improve efficiency Standardize processes Reduce MTTR Control costs Leverage tools Automation Optimize resource utilization

6 Essentially

7 What People Did It Take? Committed leadership Visionary Transparent Transformational Plan / Project oriented Business engagement Industry Expert Consultants Vendor Partners

8 What Type of People Did It Take? Committed to stretch Adaptable Accepting of change Accountable Independent / Interdependent Innately skilled Committed to company / culture Baddour Carolina Leadership Academy

9 What Processes Did It Take? Benchmarking Maturity assessment Identify key ITIL processes Best practices KPIs & metrics Reporting Documentation As Is To Be Training ITSM Benchmark

10 ITSM tool Knowledge Management system Software Asset Management tool Mobile Device Management tool OS Service Manager upgrade Expense management database Cost savings tracker What Tools Did It Take?

11 What Did We Attempt? Right-size this to fit our organizational needs.

12 What Did We Attempt? And came up with this as our new Service Delivery program.

13 What Did We Attempt? Additional key processes were assigned to other functional areas

14 And others are on the horizon What Did We Attempt?

15 What Did We Accomplish? Two-phase ITSM tool rollout Phase I: Service Catalog Service Level Management Incident Management Request Fulfillment Change Management Phase II: Problem Management Knowledge Management Event Management Configuration Management Password Reset Documented processes in ECM Documented work instructions in KB Utilizing SAM tool more effectively Upgraded OS Service Manager MDM project in flight Upgraded expense database High-visibility cost savings tracker Introduced new efficiencies Just-in-time PC imaging and shipping Software licensing Telecom expenses

16 Identified organizational priorities Aligned ITIL processes to priorities Aligned resource skills to processes Broke down organizational silos Leveraged vendor relationships Eradicated the We ve always done it that way mentality Empowered the team How Did We Do It?

17 Did It All Go Smoothly? Resistance to change Team resources Other areas Training budget Staffing capacity Knowledge hoarding

18 T and P Were Key Trust Patience

19 What Can You Do? Commit to multiple years Identify existing gaps in People Processes Tools Secure leadership buy-in Consult with experts Plan the effort Engage the resources Execute the plan

20 Contact Information Doug Rabold (210) Or connect with me on LinkedIn

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