Ohio State University explains why they chose ITIL®, and how improving service from the functional and process level usually leads to customer satisfaction.
Bob Gribben has been with Ohio State University (OSU) since 2009 and currently holds the role of Director of Service Operations. He oversees the Service Desk, Data Center Operators, End-Point Management and the ITSM Knowledge Management System. Bob has been involved with ITIL® since 2001 and has served in different roles within the ITSM world. He has been a Trainer, Consultant and currently serves as the Process owner of Incident Management, Request Fulfilment and Problem Management for the OCIO at The Ohio State University. He is an ITIL v2 Service Manager as well as an ITIL v3 Expert and is currently working towards COBIT® 5.
Altogether, the department supports over 120,000 faculty, staff and students, utilizing phone, email, chat and walk-in areas to support their community 24 hours a day, seven days a week. They are spread throughout the campus in various locations.
ITIL provided a framework that made sense for us. It was easy to understand and easier to apply, because it wasn’t just a ‘cookie-cutter’ recipe. It allowed us to choose what we required based upon the nature of our business.
Several years before we adopted ITIL as our framework of choice, I had actually done some training and consultation for the University, introducing them to the benefits of a measurable and repeatable approach to Service Management. I was brought in to look at the current level of service being provided to the University and to address any lack of process. From my own personal experience, I recognized ITIL best practices as a way of reining in the organized chaos that rules most organizations.
Customers understandably complain about the delivery of a service or the timely resolution of their issues. The Service Desk had for years been a part of the organization that customers did not want to work with. Improving service from the functional and process level usually leads to customer satisfaction.
We started with our immediate pain point, the Service Desk function and the Incident Management process. From there, we were able to see the benefits of adding Request and Change Management.
The process for the adoption was a plan of inclusion and communication. We wanted to include a representative from different parts of the organization help us to build out the processes, making them champions for the process. Once finished and signed-off by the Process Owner, the next steps were to communicate and train on the change, to ease our users into the cultural change.
There was buy-in from the top of the organization to the bottom.
We spent time drafting out the Incident Management process, making sure to document the complete process. A cross-functional team was included for buy-in within the entire organization. Process Owners were named for every process we rolled out. Their participation on the Process Governance team was mandatory.
Too many ideas about how things should be accomplished and done. Everybody has an opinion of what ITSM can and will do, but most of those opinions are not backed-up by enough data.
It’s very hard to change the mentality of an institution that has never had documented, repeatable processes and procedures. If you communicate and show the benefits of the proposed improvements early enough before implementation, the initial dislike of the idea will begin to fade with time as they start to use it. The objective was to not make such a large disruption to the users and their ways of doing the job, all the while changing the way they do it.
A smaller initial process design team. The phrase “Too many cooks in the kitchen does spoil the broth” best descibes the situation.
Winning the Pink Elephant 2010 ITIL Project of the Year for Incident Management. Being asked to speak at several industry conferences on the subject.
As we discuss how to grow, we will define new processes and the metrics to measure we need their value. We are beginning to look at Demand, Event, and Availability Management.
With defined SLAs and OLAs and the metrics for those services. Are we meeting the goals we have set for each service we provide? If you can’t measure it, why provide it? Holding Service Owners accountable to the service they provide is important.
ITSM processes should work to provide a measureable, repeatable means to deliver services to meet the goals of the organization. E.g., if you provide a service, and the support for the service user is slow, then a goal for the organization would be to improve support response times. Defined Request Fulfilment and Incident Management processes with good tools, good training and good people will help achieve the goals.
Happy customers! Happy users! Through the use of transactional surveys and yearly surveys, we get an idea of what the user thinks of us.
Extremely. It allows the organization to understand why we do what we do. We begin to speak a common language. The training paints a great picture of how the processes work together to deliver services.
Create a one-stop shop based upon whoever is logged in and their individual access and affiliations.
Example: A user with an Administrative Web Interface (AWI) account will see that option but someone without access to AWI will not. The same for University Email Service (UES) delegates and Online Account Management (OAM) account holders. Students will see a slightly different catalogue to staff.
Keep it simple. 3-click mentality, OSU-branded, built on the ServiceNow platform and fed by ServiceNow and COMIT whenever possible.
This just developed over time using the criteria listed above and lots of user feedback. We focused on customer needs and streamlined functionality.
A combination of OSU-branded CSS (Cascading Style Sheet). Bootstrap 3.0, ServiceNow CMS (Content Management System) and some Apache Jelly manipulation.
After intensive testing with internal staff and students, the Minor Change process defined by Change Management was followed to move this to production.
Google Analytics; Incidents; feedback submissions.
Pretty darn well! No downtime and no complaints so far. This version (3.0) has had a 60% increase in traffic with over a million visits in the last nine months.
We have had little, but the majority is very positive feedback from users. We have had a lot of positive feedback from other ServiceNow Developers.
Yes. The next version will be released this summer. Some of the updates are:
AXELOS is a joint venture company, created by the Cabinet Office on behalf of Her Majesty’s Government (HMG) in the United Kingdom and Capita plc to run the Global Best Practice portfolio. It boasts and already enviable track record and an unmatched portfolio of products, including ITIL, PRINCE2®, and RESILIA™ – the new Cyber Resilience Best Practice portfolio.
Used in the private, public and voluntary sectors in more than 180 countries worldwide, the Global Best Practice products have long been associated with achievement, heightened standards and truly measurable improved quality.
AXELOS has an ambitious programme of investment for developing innovative new solutions, and stimulating the growth of a vibrant, open international ecosystem of training, consultancy and examination organizations.
Developments to the portfolio also include the launch of PRINCE2 Agile®, the ITIL Practitioner qualification and a Professional Development programme, fully aligned to AXELOS Global Best Practice, for practitioners. Latest news about how AXELOS is ‘Making organizations more effective’ and registration details to join the online community can be found on the website www.AXELOS.com. If you have specific queries, requests or would like to be added to the AXELOS mailing list please contact [email protected].
AXELOS, the AXELOS logo, the AXELOS swirl logo, ITIL, PRINCE2, PRINCE2,MSP, M_o_R, P3M3, P3O, MoP and MoV are registered trade marks of AXELOS Limited. PRINCE2 Agile and RESILIA are trade marks of AXELOS Limited.
Reuse of any content in this Case Study is permitted solely in accordance with the permission terms at https://www.axelos.com/policies/legal/permitted-use-of-white-papers-and-case-studies.
A copy of these terms can be provided on application to AXELOS at [email protected].
© Copyright AXELOS Limited 2015.
Permission has been granted for imagery to be used by OHIO State University and is © Copyright OHIO State University.
COBIT® is a registered trademark owned by ISACA.
Our Case Study series should not be taken as constituting advice of any sort and no liability is accepted for any loss resulting from use of or reliance on its content. While every effort is made to ensure the accuracy and reliability of the information, AXELOS cannot accept responsibility for errors, omissions or inaccuracies. Content, diagrams, logos, and jackets are correct at time of going to press but may be subject to change without notice.
Sourced and published on www.AXELOS.com.