itil lite presentation

8/2/2019 ITIL Lite Presentation

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PRIME THERAPEUTICS LLC

Mission Possible: ITIL-Lite

A Real World Approach to IT Service Management

Jason D. TowleyManager IT Shared Services

[email protected]


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Agenda

Setting the Stage

Company & IT Organization Overview

Context for how it all began

Where and how did we start?

The ITIL-Lite Approach

What are we doing and how did we do it?

Examining Primes IT Incident ManagementImplementation

Conclusion

Lessons Learned

Overview of Other Service ManagementImplementations

Looking ahead.


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Setting the StageWho we are and where we began.


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Company Overview

Prime Therapeutics is a thought leader in Pharmacy Benefits Management(PBM) strategies. Our mission is to provide the highest quality care andservice for members and empower clients to make informed decisions in

health care management. Founded in 1987

Headquartered in St. Paul, Minnesota with locations in Chicago, IL;Omaha, NE; Irving, TX; & Albuquerque, NM

Privately held by organizations representing 10 Blue Cross and Blue

Shield Plans in Florida, Illinois, Kansas, Minnesota, Nebraska, NewMexico, North Dakota, Oklahoma, Texas and Wyoming

1,500 employees

12.4 million covered lives


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Company Overview

IT Department (Current)

195 employees

Four main departments: Application Development, InfrastructureService Delivery, Security, Shared Services

Service Management Team (reports via Service Delivery team toInfrastructure department)

2 employees

Coordination of incident, service request, outage/availability,change/release, and asset management processes

Service Desk Team (reports via Operations team to Infrastructuredepartment)

9 employees in 2 locations Combination of Computer Operations & Level I Help Desk services

24x7 Internal & External Support

2,900 calls/month


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Implement a formal service management process on a tight timeline, withlimited resources.

Two weeks before the companys largest client implementation.

Install and configure a service management software suite.

Design an incident management process.

Train an already overly busy IT staff on, in their words, all of theextra work theyll need to do as a result.

Produce dashboard metrics to be used during new client go live statusmeetings.

You


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Context & Assumptions

Nothing is magic. You will need some resources to be successful.

Headcount Someone needs to spend some time on this.

Devoted at least part time to Service Management coordinationduring implementation.

Benefits to being outside traditional Service Desk organization.

Service Desk You need one.

At the very least, a group thats available to act as centralizeduser/client IT interface.

May or may not actually be currently and consistently used.

Tool - You need something.

Lots of options available.

Process drives the tool, not vice versa.

Tools can offer guidance on best practice.


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Primes Resources To Start the Mission

Headcount Service Management Coordinator One person dedicated full time to Service Management Coordination

for all of IT.

Additional part time project manager during implementation.

Reporting to Infrastructure Services Director

Service Desk 24x7 Computer Operations Group

Dedicated toll free number and ACD functionality.

Not universally used or marketed as central IT Service Desk.

Tool BMC Magic Service Desk Prime had purchased it, but not yet installed or implemented.

Replaced existing but outdated and not widely used tool.

Administered by Service Management Coordinator


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The ITIL-Lite ApproachIncident Management


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How Many in IT See ITIL

Library????

PROCESS

E=MC2

M

yjob


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A focus on providing IT services in ways that are relevant, real, and practical.

ITIL-Lite Keeping IT Real!

LEAVE NON-ESSENTIALS BEHIND

LAY IT OUT

INCLUDE STAKEHOLDERS

TREE YOUR CATEGORIES

IDENTIFY YOUR MISSION

SCOPE

TRANSLATE & TRAIN

INDIVIDUALIZE THE PROCESSEXECUTE

EVOLVEREPEAT


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ITIL-Lite Keeping IT Real

Influential executive sponsorship

Task force on the ground buy in

Primes Stakeholders:

CIO Vision and Mandate Client Requirements

Steering Committee of Key Decision Makers


LAY IT OUT


TREE YOUR CATEGORIESIDENTIFY YOUR MISSION

SCOPE


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What exactly are we trying to do?

Primes First Mission: Incident Management

Centralized issue recording and management

Consistent prioritization & communication

Efficient escalation and resolution

Dashboard reporting


LAY IT OUT


TREE YOUR CATEGORIES

IDENTIFY YOUR MISSION

SCOPE


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Mission: Incident Management

Move from this:

USERS IT

STATUS???

CLIENTA

USER

B

TECHZ

TEAM

Q

TICKETF

DOC

X

COMPOPS

TECHWs

HEAD

INCIDENT

DEPTU

DOCUME

NTATION


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Foundation for the Future

Key & central to integrating service management processes(pre-CMDB)

Future Proof It can grow but should keep core trunk.

General Guidelines

Choose quality over quick. Think it through.

No more than three levels deep.

What do the IT services you provide have in common?


LAY IT OUT



SCOPE


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Category Tree Primes Approach

Application Tree

High Level

Business-Centric (Applications) or Function-Centric (Infrastructure)

Application Type

Application Name

Application Feature

Infrastructure

Infrastructure Component (i.e. Network)

Infrastructure Function (i.e. Firewall)


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Category Tree Primes Approach

Benefits of an Application-Based Category Tree:

Common language between IT and business

Most of what the business knows about IT is related to theapplications they use to do their jobs.

Centralized List of All Applications

Flexible Service Management Reporting Options

Incident What applications are breaking most often?

Change/Release What applications will this change or releaseimpact?

Outage What applications are not available?

Availability When is an application available? Assets/Configuration What applications do the infrastructure

components support?

Lead toward establishment of CMDB

A lot of bang for the buck!


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Last steps prior to execution.

Make a picture. Flow charts are your friend!

Swim lanes Who does what and when?

A complex flow chart = complex process.

Keep it simple. Make it real.

Does it directly support the established mission?


LAY IT OUT



SCOPE


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Incident Management Mission Simplified

Common Definition What is an incident?

Incident Reporting Who do I tell?

Full Description of the Issue What information do I need to provide?

Priority & SLAs Where should I devote my attention?

Escalation If I cant fix it, how do I get it quickly to someone who can?

Resolution Fix it!


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Incident Management Keep it simple. Make it real.

Incident Definition: What is an incident?

ITIL: Any event that is not part of the standard operation of aservice and that causes, or may cause, an interruption to, or a

reduction in, the quality of that service.

ITIL-Lite: Something is broken and is (or could be)preventing the business from doing its job.


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Incident Reporting: Who do I tell if something is broken? Clear, concise, and repetitive marketing.

Embed in all IT support communications.

It will take time.

Having an issue with your computer?

IT Service Desk

Call x5555Or log your own ticket at http://support

24x7

Your new one stop shop for IT issues!

x5555


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Issue Description: What information do I need to provide? Universal template for providing incident details

Users Know what information to provide.

Service Desk Know what information to ask and document.

Escalation Points Know enough information to work on incident.

SAMWIC Another catchy acronym!

System used.

Application name.

Message or error?

When did it last work?

Impacts how many people? Context for when issue occurs.


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Priority Levels: What do I work on first?

As objective as possible. Assigned by IT based on user input. Determines resolution SLA.

P1 Critical Resolution: ASAP Total system outage. Breach of client performance guarantee. Single User: Totally unable to work.

P2 High Resolution: < 1 business day Multiple Users: Unable to perform non-immediate but critical system

function.

Single User: Mostly productive. Unable to perform critical function.P3 Medium Resolution: < 2 business days Fully productive but unable to perform non-immediate business function.

P4 Low Resolution: Scheduled (< 10 business days) Unable to complete occasional non-critical business function.


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Incident Management SLAs/Metrics:

Personal contact within 2 hours of incident report.

Confirm details.

Set resolution or next status expectations.

Recorded in incident ticket.

Personal contact upon resolution, prior to ticket close. Recorded in incident ticket.

Resolve and close 90% by priority-based due date.


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Escalation: If I cant fix it, how do I get it quickly to someone who can? Matrix used to assign incident tickets to the group responsible for resolution. Owned and maintained by Service Desk. Priority-Based Escalation:

P1 Always escalated via direct call P2-P4 Assign ticket to group

GroupOn-CallContact

GroupOn-CallContact

ApplicationName

P2-P4P1P2-P4P1

Infrastructure/Local IssueApplication IssueCategory Tree

Sample Escalation Matrix


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Incident Management Process Flow


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TRANSLATE & TRAIN


Answer the question Whats my job?

Document the process as it applies to each individual team.

Swim lane flow chart

Roles & Responsiblities Outline Companion to flow chart.

Corresponds process steps/phases with individual roles.

Quick Guide

Step by step how to


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Sample Roles & Responsibility Outline

Opening an Incident

User:

Report issue to the Service Desk - SAMWIC

Service Desk:

Open a new ticket to log the details of the incident:

Category Tree (Application)

Priority

Description (SAMWIC)

IT Engineer

Upon discovering an unlogged incident: Open a new ticket to log the details of the incident

If contacted directly by a user, refer them to Service Desk forfuture incident reports.

Repeat format for all phases (escalation, updates, and resolution.)

* Send me an email if interested in seeing a detailed sample role outline.


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TRANSLATE & TRAIN


Oh, so THATs my job!

Avoid academic mumbo jumbo.

Relate it to what theyre doing everyday.

Highlight where it will help them do what theyre doing everyday. Address All Learning Types:

Documents for those that like to read instructions. Pictures for those who like a visual.. Demo for those who learn via experience.


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Primes Training Plan Incident Management

Week of Go Live - 30 Minute Sessions

Scheduled separately with each team. Online (WebX) and teleconference for remote locations.

Mandatory participation.

Adapt to their schedule.

Get To the Point Agenda

Individualized Covered only what they needed to know and do.

Clear expectations for performance measurement.

Integrated in all IT annual performance goals.

Proved the simplicity. Demonstrated the benefits.

During Go Live Be available to answer questions.

Actively interact to seek out questions.

Validate the process against the data.


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Mission Accomplished!

Streamlined and centralized incident reporting & escalation. Consistent incident prioritization and management

Real time access to incident metrics.

Dashboard reporting for client go-live status calls.

Total opened. Total unresolved with current status.

SLA Performance: % closed by priority-based due date.

Variety of data views:

By priority.

By reporting user, client, or department.

By application (category tree.)

By assign to group or staff


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EVOLVEREPEAT

Never stop growing! Forward momentum.

Walk the walk. Talk the talk.

Embed the process, language, and thinking into everything you do.

Continually revisit and evolve the process to ensure its meeting thebusiness needs:

Metrics

Business Feedback

Annual task force


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Evolution of Incident Management

Outage/Availability Management

Unique process for managing P1 total system outages

Directly integrated with incident management

Real Time Outage Communication

Application-based (category tree) outage subscriptions

Business-Centric Availability Management What applications (category tree) were not available?

Duration, Level, Type

Standardized application availability tiers

Attached to category tree

Availability vs. Uptime

Focus on measuring business ability to access an application not necessarily application uptime.

Postmortem analysis of all P1 system outages

Email me if interested in a sample P1 outage roles outline.


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P1 Outage Management Flow


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ConclusionLooking back and moving ahead.


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Lessons Learned If we had to do it again

Time You can always use more.

Incident Prioritization:

Objective Priority Matrix.

Less emphasis on 10+ people

Metrics. You get what you measure.

On-Call Expectations Categorizing an incident versus assigning a ticket

Knowledge Base Not ITIL v2 (but it will be in ITIL v3)

Long Term Vision versus Immediate Needs

Reporting

Workflow

Tool Choice

Service Desk resources


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ITIL-Lite: Beyond Incident Management

Other Successful Service Management Implementations:

Change/Release Management

Mission: Coordinate IT production implementations and modifications tohelp prevent them from breaking something, interrupting something, ornegatively impacting productivity. Ensure (or at least attempt to ensure)everyone who needs to know about or approve the change does sobefore it occurs.

Asset Management Desktop Equipment Mission: Create and manage a central list of IT desktop equipment and

its current status/location.


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Whats Next? Planned or In Progress

Problem Management

Mission: Central list of Known Issues and Unknown Causes *Email me if youd like a sample Problem Management process flow

Asset Management Beyond the Desktop

Mission: What are all of the assets IT owns and where are they?

Configuration Management

Mission: What applications (category tree) reside on what assetsand how do they interconnect?

Service Request Enhancements

Mission: I need something new from IT. How do I request it? Whenwill I get it?

Business Relevant Metrics

Mission: Move beyond presenting Huh, interesting reports.

Service Desk Evolution

Mission: Move front line support and resolution as close to first usercontact as possible.


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The Vision Tying it All Together


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Jason D. Towley

Manager IT Shared Services

[email protected]

Mission Possible: ITIL-LiteA Real World Approach to IT Service Management