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December 4, 2014
Leveraging Service Catalog to Transform Service Delivery
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Speaker Bios
DON CASSON, CEO, EVERGREEN SYSTEMS
Don has led Evergreen Systems since its founding in 1997. Over the years he has spoken at conferences, authored white papers and been interviewed for numerous industry periodicals.
Contact: [email protected]
JACK SCHMIDT, IT PROCESS / SERVICE MANAGER, ARGONNE NATIONAL LABS
Jack leads IT Service and Process Management at Argonne and is focused on helping proactively align IT with the Lab’s mission of science. Jack has strong backgrounds in ITIL and ISO 20000.
Contact:[email protected]
JEFF BENEDICT, ITSM PRACTICE MANAGER, EVERGREEN SYSTEMS
Jeff manages the ITSM practice at Evergreen and has worked with ITSM tools for 15+ years. Jeff is an active contributor to the Evergreen Blog and Twitter. (twitter.com/JeffSBenedict)
Contact: [email protected]
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Today’s Agenda
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Background, Challenge and Project Objectives1
Project Observations2
Project Recommendations and Road Map3
Demo 4
Q & A5
• 80-person U.S. IT Consulting Firm
• Worked with hundreds of Mid-Market andFortune 1000 Companies
• Full lifecycle firm with deep ITSM / ITIL transformation experience
• One of Top 5 ServiceNow U.S. partners
• Primary Strategic Focus – “User-Centric IT Service Management”
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About Evergreen Systems
Sample ClientsQuick Facts
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About Argonne
• Argonne is a multi-disciplinary science and engineering research center in Argonne, IL– 6 user facilities
• 3,350 employees• 1,250 scientists and
engineers• 750 PhDs
– 17 research divisions with key focus on clean energy, environment, technology and national security
– Collaborate with more than 600 companies, federal agencies and hundreds of research institutes worldwide
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Core Missions and Capabilities
Energy Security National SecurityBiological & Environmental Systems
Science & Technology
Use Inspired Science and Engineering…
… Discovery and Transformational Science and Engineering
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The Challenge
• Argonne’s Mission - Support the Science• Customer service ethic runs deep• But lots of stove-piped support functions make
service delivery manual and inefficient• Saw the opportunity to leverage the ServiceNow
platform to transform Mission Support– Needed both short-term proof and a long-term strategy
delivered within 60 days• Partnered with Evergreen
– Deep Service Catalog expertise– Process re-engineering capability– Unique, rapid Plan / Analyze / Pilot offering
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Agenda
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Background, Challenge and Project Objectives1
2
Project Recommendations and Road Map3
Demo 4
Q & A5
Project Observations
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Plan / Analyze / Pilot – Summary Outcomes
• Executive Presentation – Actionable Service Catalog Road Map– Service Catalog Governance Recommendations– Identify Key Resources by Phases of the Road Map
• Updated Service Catalog Pilot Environment– Event Request (Complex, Multi-Team Request)– Other Division-Specific Service Requests
• CEP / Conference Attendance Request • CIS / Request A New ServiceNow Catalog Item • ESQ / Ergonomic Evaluation Request • HEW / Ask A Question • NWM / Container Request
• Common Workflow Templates – 4 Reusable Templates Developed and Transitioned
• Divisions exhibited a strong work ethic; dedicated to support the mission of science
• Mostly a reactive environment; everyone is extremely busy working on today’s highest priority
• Limited management visibility into customer demand, work efficiency and customer satisfaction
• Few standard, packaged solutions – all work is essentially custom
• Interdivision work is manual and complicated by multiple, non-integrated technologies
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Project Observations
CustomerFocus
ToolsProcesses
Service Delivery
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Customer Focus
Service Delivery
Customer Focus
Processes
Tools
Finding Customer Experience
Execution Effectiveness
Governance & Accountability
Customer interaction means is legacy – phone, email, in person
Slow, manual experience, but very personal
Inconsistent quality
Do not capture inbound demand data. Unsure of request status and who is working on them
Customer is the Integrator for multi-unit interactions
Inefficient, frustrating, duplicated interactions
Duplicate data, no visibility regarding status
Very limited visibility into quality, cost and value
Customer Focus
Tools
Processes
Service Delivery
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Service Delivery
Finding Customer Experience
Execution Effectiveness
Governance & Accountability
No Demand Management / Performance Reporting
Inconsistent experience
Demand is unpredictable, affects consistency
Little understanding of demand pipeline or volume of requests being processed
Few recommended offerings and packaged pricing – limited up-front visibility
Slow buying experience, hard to make price tradeoffs, want a few targeted recommendations
All “custom” means slower, more complex, less consistent, less predictable, more re-work, more expensive
Inability to measure or streamline activities, measure cost, effectiveness or determine best team composition
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Processes
Service Delivery
Tools
Customer Focus
Processes
Finding Customer Experience
Execution Effectiveness
Governance & Accountability
Manual, stove- piped processes
Inconsistent service experience
Slow, complex, less consistent, more re-work, handoff errors and inefficiency
Little understanding of workload / performance, cost of service, potential for improvement
Limited Management and Governance Insight / Reporting
Inability to improve customer experience
Inability to eliminate inefficiencies
Limited visibility into quality, cost, value, demand and performance
Processes
Service Delivery
Customer Focus
Tools
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Tools
Finding Customer Experience
Execution Effectiveness
Governance & Accountability
No self-service capabilities
Difficult to check status, impossible if compound request
Staff time wasted manually fulfilling requests or determining status
Less insight into demand
Multiple tools for customer requests and provider fulfillment
Inconsistent request submission, status check and workflow
Wasted time making a simple request
Lack of visibility to overall demand, reporting is incomplete
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Tools Inventory (partial list based on project scope)
Customer Experience:• Email• Phone• Xink Forms • Department-Specific Forms / Templates• Inside Argonne – Intranet • Exchange Calendar – Resource Scheduling• My Health – Axiom Portal (HEW)• NEMO – Notification Broker (NWM)
Execution Effectiveness:• Document Center – Document Repository• FMax – Asset Management • SCCM – IT Asset Discovery / Windows Update Tool• Eracent – Software License Tracking Tool• CASPER – IT Asset Discovery Tool / OSX Update Tool• ANGUS – Work Management (TCS)• iManage – Calendar (HEW)• MedBook – Calendar (HEW)• WMS – Radioactive Management System (NWM)• ANGUS – Work Management (TCS)• TMS – Training Management System (ESQ)• Coral – Chemical Management System (ESQ)
Governance & Accountability:• Dayforce – Time Tracking, Payroll• SCOAR – Cost Recovery, Chargeback• ISAAC – Authorizations, Group Lists
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Agenda
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Background, Challenge and Project Objectives1
2 Project Observations
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Demo 4
Q & A5
Project Recommendations and Road Map
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High-Level Recommendations (1/2)
• Adopt ServiceNow as the platform for Mission Support Requests• Single platform for all requests • Enhanced customer experience • Request Automation, Self Service and Process Streamlining can produce a strong ROI• Common data model improves forecasting, management and reporting of all requests
• Create a consistent “Service Quality Experience” • Foundational for program success• Delivered through a “Services Lifecycle Factory”
• Rationalize the tools to reduce user confusion and costs
• Drive adoption by users and providers, phase by phase – Create the services every step of the way with the Customers, Providers and Managers– Deliver a beautiful, intuitive user interface with self-service capabilities– Enable high-value services – Make the Mission Support Catalog the preferred means of interaction
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High-Level Recommendations (2/2)
• Establish a governance team with a Service Management focus– Dedicated leadership with authority at the enterprise level– Mission Support Catalog enablement is a top priority
• Assign process owners for each process area– Responsible for it’s operations and overall success– Individuals overseeing multiple processes is acceptable short term but should be
addressed over time
Phase 1 – Enhanced
Service Catalog Interface
Establish Service Request “factory” with
clear expectations regarding delivery
timeframesCapture performance
baselines and key performance indicators
Enable mobile access and reporting
dashboards Establish Process /
Service Management Governance Team
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Phase 2 – Expanded Mission Support Catalog
ScopeDouble volume of Requests and expand scope to other
Mission Support DivisionsEnable integrations to
enable service pricing data exchange between systemsExpand dashboard reporting
and communicate operational improvements 3
Strategic Phased Approach
Phase 3 – Optimized
Delivery and Automation
Critical mass (~80%) of Request volume enabled
in ServiceNow Enable automated
fulfillment of Service Requests
Requires:
• Strategic Approach to adopt ServiceNow as the Enterprise Service Management Tool
• Strong Executive Sponsorship to ensure ongoing support across multiple years
• Set Customer Expectations regarding the timeline to expand scope and improve processes over time
• Mix of both Internal and External Technical Resources required to fulfill demand
Service Components as CIs Create Reusable Building Blocks
This enables reuse of and combinations of components for new services. Reduces time to build new services and the proliferation of essentially duplicated single-use services.
Service Transformation Has 3 Constituents
The Customer, the Provider and Management are all required and integral to creating durable, sustainable services.
Rapid Solution Piloting Is a Secret Weapon for Cultural Resistance
Rapid piloting combined with a clear, shared direction quickly helps break down cultural resistance to change.
Business Process Reengineering Can Be Bottom Up not Top Down
The ServiceNow platform makes bottom up “agile” BPR possible – engaging the service providers in rapid, grassroots transformation.
Service Catalogs Begin with the Customer
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Key Take Aways
Service Catalogs are built from the customer in rather than IT out. If not, they will not be adopted.
Service Catalog & Event Request Demo
• Argonne’s Initial Service Catalog Release
• Event Request Pilot
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Create a New Enticing Front Door for Your Customers
By delivering beautiful, customer-centric services, IT can truly enable its customers and better align with the mission of Argonne National Laboratory.
Design Principles:• Beautiful• Simple• Complete• Predictive• Leading
Result:• Simplistic web design• Responsive elements• Logically structured
taxonomy• Full featured
Event Request Pilot Overview
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• Argonne hosts small to large multi-day events with global attendance
• Multiple Shared Services departments involved
Communications, Education & Public Affairs (CEPA)
o Photography o Video o Print Materials
Computing and Information Systems (CIS)
o Audiovisual & IT Services Facilities Management and Services (FMS)
o Food, Transportation, Custodial, Ground and Room Configuration Services
Pilot Solution Functionality
• Single User Portal• End to End Workflow shared
across departments• Integration with existing systems
including e mail and auto forms
