ITIL and Service ManagementWilliam ‘Buddy’ Gillespie

Vice President & Chief Technology Officer

John Jacoby

Manager, Data Center Operations

WellSpan Health

York, PA

www.wellspan.org

ITIL and Service Management

The Road to ITIL & Service Management

The Journey

AgendaBackground

Challenges

ITIL

Process

Implementation

Metrics & Measurements

Results/Benefits

Advice to others

WellSpan Health

Geography

Facilities

Staff

Patient Care

IT ChallengesLimited knowledge sharing

Lack of best practices

Declining budgets

Competing priorities

Evolving technologies

Changing business objectives

Business View of ITToo expensive

Difficulty managing projects

Reactive vs. proactive

Lack of business acumen

No value-added

ITIL Best Practice

What is ITIL?

The Information Technology Infrastructure Library-V3.0

Provides a systematic-best practice approach to the delivery of cost effective and quality IT services

Alerts, Exceptions & Changes

-Inquiries-Communication

-Reports and updates

-Availability plan

-Targets / thresholds

-Reports

-AMDB

System Management Tools

IT Infrastructure

-Capacity plan

-Targets / thresholds

-Reports

-CDB

-Financial plan

-Types & models

-Costs & charges

-Budget & forecasts

-IT continuity plan

-BIA & risk analysis

-Define requirements

-Disaster recovery contracts

-Security plans

-Intrusion prevention

-Security event logging

-SLAs, OLAs, SLRs, UCs

-Service catalog

-Requirements, targets, achievements

Source: W. CookUsed with permission.

Service Level Management

Availability Management

Capacity Management

IT Financial Management

IT Service Continuity

Management

Information Security

Management

Customers & Users

ITIL Service Level Management

Service Desk (Function)

Service Support: The Operational Processes

Configuration Management CMDB-CI records & relationships -Entire IT infrastructure -CMDB reports & statistics -Audit reports

-Incidents -Problems -Known Errors -Changes -Releases

-Difficulties

-Questions

-Requests

-Workarounds

-Incident status and updates

-User communications

Incidents

-Service reports

-Incident statistics

-Audit reports

-Trend analysis

-Diagnostic aids

-Problem reports

-Problem statistics

-Problem reviews

-Audit reports

-Process Request for

Changes (RFCs)

-Forward schedule

of changes (FSC)

-CAB minutes

-Change statistics

-Change reviews

-Audit reports

-Release schedule

-DSL & DHS

-Test standards

-Release statistics

-Release reviews

-Audit reports

Customers & Users

Incidents

-RFCs from IT staff,

users, customersNew releases

RFC

RFC

Automated Tools

Source: W. CookUsed with Permission

Incident Management

Problem Management

Change Management

Release Management

The ProcessStart Small

Change Advisory Board

Service Level Agreement

Educate the Staff

Select CMDB toolkit

GoalsImprove quality of our service

Standardize our service delivery…starting with Incident Mgmt

Customers should not recognize a difference in engagement; delivery; commitment or quality between IS teams

GoalsLay the foundation for seamless

support

Standardize all service delivery (incidents) within IS

Prepares us for closer engagement with….BioMed; RIS; Engineering; outside partners

In support of…Home Rads; MSO’s; etc

GoalsIntroduce ITIL/ITSM best practices

into our incident support

Prepare IS management to implement measurable SLA’s with customers when needed

Service Delivery

Four Main Components

Service Catalog (Transition Catalog)

Operational Level Agreements (OLAs)

Underpinning Contracts

Service Level Agreements (SLAs)

CMDB(s)

Service Catalog

Listing of services provided to customer

Can include varying degrees of service (e.g. gold, platinum, bronze, etc.)

Many application catalog entries encompass entire application “platforms.”

Operational Level Agreements (OLAs)

Agreements between respective areas of the I.S. department with each other

Must be able to commit to each other before committing to customer.

Needed to be able to build SLAs

Underpinning ContractsContracts with outside vendors who

provide services I.S. relies on to provide service to customers.

For example, Internet service

If the vendor can’t guarantee 99.999% uptime, then how can I.S.?

Service Level Agreements (SLAs)

Contractual agreement between I.S. and customer(s)

Should include all areas of service requested by customer to fulfill their departmental goals.

Must include penalties for non-compliance to be effective.

Service Level Agreements

Create four “template” SLAs

Home Access

Administrative/Financial

Clinical

Clinical + (for ED, OR, ICU, MSO)

Supporting Documentation

On-Call

Priority Listing

Call Request Transfer Rules

ServiceDesk Training

Production Handoff to HD/OPS

Escalation List and On-Call Schedule

ROI MeasurementsNecessary to ensure compliance (SLA/OLA)

Avg. Turnaround Time

Total # Daily

Customer Surveys

Customer Service Follow-up/Action Plan

Change Order Mgmt & Update Expectations

Processes

Make them work for you

Common understanding of service processes

Define Process goals

Document current processes

Swim lanes

Own your Processes

Procedures

Understand hand-offs

Understand process maturity level

Use process tools for Continual Service Improvement.

Swimlanes eCare IRT – Phase I Assessment & Activation

Cu

sto

me

rC

TO

/ C

IOD

ire

cto

r O

n-

Ca

ll

eC

are

Issu

es

IRT

IT O

pe

ratio

ns

Clinical

Downtime Mode?

IRT Recovery

Report

Confirm Service Restored with

Customer

Sending

System Alert

Messages

(SAM)

As instructed

Y

Apply

Workaround

and validate

N

YEngage in

Mill IRT

Conference

Call

Develop

Workaround

Customer

Impact

determined

Root Cause

identified?

Millennium

Issue

Escalation

IRT

Customers

informed

problem

being

addressed

Inform

Nursing

Informatics

Analysis and

Diagnosis/ May

include others

Engage in

Mill IRT

Conference

Call

N

Customers

informed

problem is

resolved

Other Services

Impacted?

Activate

Phase II

Sending

System Alert

Messages

(SAM)

As instructed

Mill down 30

minutes?

Notify other IRT or

Immediate Support

teams

Resolved?

Y

Report Status

to CTO /CIO

Invoke DR

Mobilization

Plan?

Millennium

Issues

Escalation

(IRT)

N

Initial

Assessment

Downtime MAR

printed at Nursing

Station

Inform

Nursing

Informatics

and LIT

Continue to

Operate with issue

Y

Y

Y

Y

Metrics and Measurement

Technology Metrics

Process Metrics

Service Metrics

Technology Metrics - utilization

Data Center Capacities by Item

70 69

1023

233

386

590

113 103

1218

270

800

1200

Server Racks Cooling (Ton) Electrical

Distribution

UPS Power (KW) Generator (KW) Building Utility (Amp)

Utilization Total Capacity

Technology Metrics - forecasting

0

100

200

300

400

500

600

700

800

Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09 Oct-09 Apr-10 Oct-10 Apr-11 Oct-11

KW

Maximum UPS Capacity

Maximum Generator Capacity

Data Center Electrical Capacity

UPS Load

Generator Load

Technology Metrics – Improvement analysis

1.0

1.2

1.4

1.6

1.8

2.0

2.2

Jan-06 Jul-06 Jan-07 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09

PUE = Total Data Center Power / IT Equipment Power

- 2.0 indicates that for every watt of IT power, an additional watt is consumed

to cool and distribute power.

- 1.9 Current trends in Data Center efficiency

- 1.7 Better Practices, Improved Operations

- 1.3 Best Practices and Advanced Efficiency Solutions

- 1.2 State of the Art and exotic design, equipment and operation

Source: EPA Estimated PUE Values in 2011

Current Trends

Better Practices

Best Practice

Data Center - Power Usage Efficiency (PUE)

Technology Metrics – Availability

Server Downtime Catagories

0

20

40

60

80

100

120

140

160

180

200

Mar-06 Jul-06 Nov-06 Mar-07 Jul-07 Nov-07 Mar-08 Jul-08 Nov-08 Mar-09 Jul-09 Nov-09

Scheduled Server Downtime

Unscheduled Server Downtime

Technology Metrics – big pictureAvailability and Growth

Server Downtime against Server Count

0

100

200

300

400

500

600

700

800

900

Mar-06 Jul-06 Nov-06 Mar-07 Jul-07 Nov-07 Mar-08 Jul-08 Nov-08 Mar-09 Jul-09 Nov-09

Server Count

Scheduled Server Downtime

Unscheduled Server Downtime

Technology Metrics – big picture Availability and Growth analysis

Server Downtime against Server Count - 2 axis

0

20

40

60

80

100

120

140

160

180

200

Mar-06 Sep-06 Mar-07 Sep-07 Mar-08 Sep-08 Mar-09 Sep-09

0

100

200

300

400

500

600

700

800

900

Server Count

Scheduled Server Downtime

Unscheduled Server Downtime

Process Metrics – volume/valueWorkload Jobs by month

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

50000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Total Started

Process Metrics - QualityPercentage based on jobs started - Nov

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

11-01-2009

11-02-2009

11-03-2009

11-04-2009

11-05-2009

11-06-2009

11-07-2009

11-08-2009

11-09-2009

11-10-2009

11-11-2009

11-12-2009

11-13-2009

11-14-2009

11-15-2009

11-16-2009

11-17-2009

11-18-2009

11-19-2009

11-20-2009

11-21-2009

11-22-2009

11-23-2009

11-24-2009

11-25-2009

11-26-2009

11-27-2009

11-28-2009

11-29-2009

11-30-2009

Failed Canceled Manual

Process Metrics - Compliance

2009 Scheduling Practices for Change Notices

0

20

40

60

80

100

120

140

Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09

Emergency Scheduled Unscheduled

Process Metrics - Quality

Year 2009 Change Notices - Successful/Unsuccessful

-10

5

20

35

50

65

80

95

110

125

140

155

170

185

200

215

Jan-09

Feb-09

Mar-09

Apr-09

May-09

Jun-09

Jul-09

Aug-09

Sep-09

Oct-09

Nov-09

Dec-09

Successful CN Unsuccessful CN

Service Metrics – Time to delivery

Run Times for: Bill Run - Eclipsys

0

60

120

180

240

300

360

420

480

540

600

660

720

780

840

1/1/

2003

4/1/

2003

7/1/

2003

10/1

/200

3

1/1/

2004

4/1/

2004

7/1/

2004

10/1

/200

4

1/1/

2005

4/1/

2005

7/1/

2005

10/1

/200

5

1/1/

2006

4/1/

2006

7/1/

2006

10/1

/200

6

1/1/

2007

4/1/

2007

7/1/

2007

10/1

/200

7

1/1/

2008

4/1/

2008

7/1/

2008

10/1

/200

8

1/1/

2009

4/1/

2009

7/1/

2009

10/1

/200

9

1/1/

2010

Date

Ela

pse

d T

ime

(Min

ute

s)

Next StepsOLA’s

Approve and implement updated OLA docs

– IS On-call policy

– IS Common expectations

–Service Desk Incident Objectives (in place)

Service Catalog & Underpinning Contracts

Next StepsSelect CMDB Toolkit & Collect CI

Information

Continue ITIL Foundations Training

Integrate ITIL Best Practice with PMO

Collaborate with Finance Department on ITIL Financial Management Best Practice

Advice

Educate the Staff/Get Buy-in

Take small bites of the elephant

Send a consistent message

Celebrate successes

Repeat all of the above

Success Story

" Embracing ITIL as a methodology has allowed our organization to reap the time and cost reduction benefits of re-engineered and streamlined processes. Empowering the staff to constructively question the usefulness or integrity of processes that they use to regularly perform their jobs has greatly enhanced our resource's contributions to the success of the ISC Computer Operations department."

Donna M. ManleyIT Sr. DirectorUniversity of Pennsylvania

Another Perspective

Thank You!

William ‘Buddy’ Gillespie

Vice President and Chief Technology Officer

www.wellspan.org

William ‘Buddy’ Gillespie

Vice President and Chief Technology Officer

www.wellspan.org