In these slides accompanying an AXELOS webinar in March 2015, Sharon Mossman of Newcastle University discusses their journey through ITIL adoption.
You can read the full case study at: www.axelos.com/case-studies-and-white-papers/newcastle-university-it-service
2. About Sharon
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• Around 30-years
experience in IT in a
diverse range of
organisations
• ITIL V2 service manager
then ‘bridged’ to V3;
PRINCE2® practitioner
• Joined Newcastle
University in April 2011
5. • Member of the Russell Group, an
association of 24 of the UK’s leading
research universities
• We have over 23,000 students and over
5,500 staff
• Our main teaching and research activities
take place in Newcastle, with campuses also
in Malaysia and Singapore
• We are a civic university, with three societal
challenge themes supported by our
research
– Ageing
– Social Renewal
– Sustainability
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Newcastle University
6. Newcastle University
Our Vision and Mission
We aim to be a world-class, research-intensive
university, to deliver teaching and learning
of the highest quality, and to play a leading
role in the economic, social and cultural
development of the North East of England.
‘Our vision is of Newcastle as a civic
university with a global reputation
for academic excellence.’
7. The IT Service
Our Service
Around 220 people,
central and distributed
(faculty-based) IT teams
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8. I’m responsible for managing….
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• IT Service Desk - full first-line IT support service via telephone,
email and online contact methods;
• Cluster Room Support (CRS) team - first-line face-to-face
support and some email support for students and staff;
• Service Process team - developing, supporting and embedding
ITIL® processes and maintaining the ITSM system.
9. Why ITIL?
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ITIL’s ‘common-sense’ framework addresses
what to do, but most appealing is its
adaptability to suit the organisation
‘Adopt and Adapt’
10. Our challenges
• By 2011, the IT department had
already made some efforts to adopt
some ITIL processes
– Simple Incident and Major
Incident management
processes in place
– Draft service catalogue,
categories in the existing ITSM
tool
• But we were missing opportunities
to learn from our experiences, and
improve management of services
• The main IT process challenge was
controlling IT changes
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11. Where to start?
• Assess ITSM process
maturity
• Launch the Service
Catalogue
• Introduce the concept
of IT Service ownership
• Review and improve
the Major Incident
management process
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12. And then…
• Replaced the ITSM system
• Introduced customer self-service
• Introduced new methods of measuring customer satisfaction
• Introduced new ITIL processes
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13. Some benefits
• The new Major Incident process
– Getting people together to talk
about service-related issues,
improving communication and
instilling a service-oriented culture
• More transparency around service
provision
– Change planning and visibility
– Metrics and reporting
• Common terminology really helps in a
support context
• Improve the quality of service provision
to our customers, evidenced by
recently being awarded Service Desk
Institute certification at 3-star level
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16. Potential pitfalls to avoid or mitigate
1. Resistance to change
2. Lack of leadership
support
3. Trying to do too
much, too soon
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17. I’d recommend…
DO:
• Engage early with the people who will be
working with and within the processes;
consult and include them in process
development decision-making wherever
possible
• Communicate (use a RACI model)
• Set out the planned benefits (ROI) for each
stage and ensure you review to show how
well they’ve been achieved; use this
information to inform next stage planning
and to celebrate success
• Work with the culture of the organisation
(not against it)
• Review and improve – it’s never finished.
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18. I’d recommend…
DON’T:
• Don’t do it all at once – find the biggest
pain points and try to address those first
• Don’t aim for perfection – do the best
possible within a defined timescale, then
improve
• Don’t be afraid to ask for help – there are
so many resources and forums, lots of help
and support available
• Don’t be daunted if something doesn’t
work – there’s usually another way
• Don’t be a slave to the book – take
advantage of ‘adopt and adapt’ and make
it work for your organisation.
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