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Hi everyone,

 

Please forgive any duplication due to cross-posting.

 

I know I recently saw another similar question posted to this list specifically about ITSM Implementation plans (which I am also very interested in and would welcome any info from anyone willing to share), but I also had a more specific question in regards to personnel/staffing.

 

We too are in the process of selecting a new ITSM tool (we hope to make selection in early 2014). For other universities who have implemented a big solution like this, did you request additional staff to help fulfill roles of administration of the system itself or key processes (i.e. Change Manager)?  Or did you more or less redefine people’s existing roles/job descriptions with staff you already had?

 

I know asking for and receiving are two different things, but if you did ask for additional staff or restructuring, I would certainly appreciate any advice, job descriptions, etc. that you might be able to pass on.

 

Thanks so much in advance for any information!

 

Mary Ryan

 

Service Management Analyst, IT Information Services

Webster University

314-246-8753

ryanm@webster.edu

 

********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.

Comments

We redefined roles.  
The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.
The Assistant Director for systems is in charge of the back end configuration.
All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.
There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.
Hope this was helpful.  Let me know if you have further questions.
Rich

-----------------------
Richard A. Musal, M.A., P.D.
Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471
Phone: 718-862-7933
Fax: 718-862-7877


Hi Mary et al.,

Our ITSM project team, led by one of our IT Managers, Lucas Friedrichsen, is going through a similar process in selecting an ITSM tool and trying to figure out the roles that will be necessary for success.

Mary's question is just as timely for us.  We here at Oregon State are just as interested in the responses to Mary's question on staffing and roles.

Thanks,
Scott

~~~~~~~~~~~~~~~~~~~~~~~~~~
Scott Emery
Director, Technology Support Services
Information Services
Oregon State University
Phone: 541-737-2880

From: The EDUCAUSE ITIL Constituent Group Listserv [ITIL@LISTSERV.EDUCAUSE.EDU] on behalf of Richard Musal [richard.musal@MANHATTAN.EDU]
Sent: Wednesday, November 20, 2013 10:10 AM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

We redefined roles.  
The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.
The Assistant Director for systems is in charge of the back end configuration.
All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.
There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.
Hope this was helpful.  Let me know if you have further questions.
Rich

-----------------------
Richard A. Musal, M.A., P.D.
Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471
Phone: 718-862-7933
Fax: 718-862-7877


Ditto – must be a popular topic... We are going through the same process. I would be interested in the information as well.

Derek

 

 
Derek Bierman  Vice President of Technology Services
402-844-7060 | derek@northeast.edu | fax 402-844-7400


NORTHEAST.EDU
801  E. BENJAMIN AVE. |  PO BOX 469  |  NORFOLK, NE 68702
402-371-2020    800-348-9033    FAX 402-844-7400

This email and any files transmitted with it are confidential and solely for the use of the intended recipient(s).  If you have received this email in error, please notify the sender immediately by email and delete this email from your system.  Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the College.  The recipient should check this email and any attachments for the presence of viruses.  The College accepts no liability for any damage caused by any virus transmitted by this email.

From: The EDUCAUSE ITIL Constituent Group Listserv [mailto:ITIL@LISTSERV.EDUCAUSE.EDU] On Behalf Of Emery, Scott
Sent: Wednesday, November 20, 2013 12:29 PM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

 

Hi Mary et al.,

 

Our ITSM project team, led by one of our IT Managers, Lucas Friedrichsen, is going through a similar process in selecting an ITSM tool and trying to figure out the roles that will be necessary for success.

 

Mary's question is just as timely for us.  We here at Oregon State are just as interested in the responses to Mary's question on staffing and roles.

 

Thanks,

Scott

 

~~~~~~~~~~~~~~~~~~~~~~~~~~

Scott Emery

Director, Technology Support Services

Information Services

Oregon State University

Phone: 541-737-2880

 

From: The EDUCAUSE ITIL Constituent Group Listserv [ITIL@LISTSERV.EDUCAUSE.EDU] on behalf of Richard Musal [richard.musal@MANHATTAN.EDU]
Sent: Wednesday, November 20, 2013 10:10 AM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

We redefined roles.  

The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.

The Assistant Director for systems is in charge of the back end configuration.

All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.

There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.

Hope this was helpful.  Let me know if you have further questions.
Rich


-----------------------

Richard A. Musal, M.A., P.D.

Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471

Phone: 718-862-7933

Fax: 718-862-7877

 

The size of the IT operation comes into it, but unless the operation is quite large Change Manager would not be a full-time job but rather a role that an employee could pick up along with their other duties.  It can be time consuming during implementation / transition but once running smoothly it’s not very demanding. 

 

________________________________

Regina  Kleinman – Business Analyst

University IT Services

Seton Hall University

973-275-2386

 

From: The EDUCAUSE ITIL Constituent Group Listserv [mailto:ITIL@LISTSERV.EDUCAUSE.EDU] On Behalf Of Richard Musal
Sent: Wednesday, November 20, 2013 1:11 PM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

 

We redefined roles.  

The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.

The Assistant Director for systems is in charge of the back end configuration.

All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.

There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.

Hope this was helpful.  Let me know if you have further questions.
Rich


-----------------------

Richard A. Musal, M.A., P.D.

Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471

Phone: 718-862-7933

Fax: 718-862-7877

 

It is interesting hearing everyone's perspectives!  Our ServiceNow implementation at Duke serves campus and medical center and we have taken different paths.

On the medical center side, there is an ITSM program lead and as of now four full-time process owners: incident/request; change; asset/config; and knowledge.  Their environment is very large (1,500+ IT employees) and there is significant consolidation going on as distributed entities and standalone hospitals align/merge with their central IT.

On the university side, we draw our process owners from both our customer support and service management teams and none are dedicated.  The roles are:

Team Process Owner "Day Job"
Svc Mgmt Change and Request Chg Mgmt, post-incident review, run books, SLA/SLM
Svc Mgmt Asset/Configuration App/service monitoring, CMDB (tech lead role)
Svc Mgmt N/A but supports reporting IT metrics for central IT
Cust Suppt Knowledge IT support in info commons, manages student employees
Cust Suppt Incident (co-owner) Svc Desk manager
Cust Supprt Incident (co-owner) Customer Support director

On the one hand, we're stretching everyone thin and no one feels they have an ideal balance of duties.  OTOH, all of our process owners also are engaged in direct support of our processes or operations.  There is a risk in ITSM/ITIL-land of being too focused on process and not focused enough on outcomes, and I think we have avoided that — though there are times that we can end up not disciplined enough on process.

Separately, the team supporting our ServiceNow implementation is now housed within one team (our medicine side) reporting to a development shop that more broadly supports web and JSON applications.  We tried more of a matrix-management approach before and wasn't as successful, so we've agreed that the group that comprises 70% of the user base should operate the application as well.

Kevin


---
Kevin Davis
Director, Service Management & Operational Integration
Duke University Office of Information Technology
919-668-5367 (desk) or 919-599-8194 (cell)




From: Regina C Kleinman <Regina.Kleinman@SHU.EDU>
Reply-To: The EDUCAUSE ITIL Constituent Group Listserv <ITIL@LISTSERV.EDUCAUSE.EDU>
Date: Wednesday, November 20, 2013 1:33 PM
To: "ITIL@LISTSERV.EDUCAUSE.EDU" <ITIL@LISTSERV.EDUCAUSE.EDU>
Subject: Re: [ITIL] ITSM Tool Implementation Questions

The size of the IT operation comes into it, but unless the operation is quite large Change Manager would not be a full-time job but rather a role that an employee could pick up along with their other duties.  It can be time consuming during implementation / transition but once running smoothly it’s not very demanding. 

 

________________________________

Regina  Kleinman – Business Analyst

University IT Services

Seton Hall University

973-275-2386

 

From: The EDUCAUSE ITIL Constituent Group Listserv [mailto:ITIL@LISTSERV.EDUCAUSE.EDU] On Behalf Of Richard Musal
Sent: Wednesday, November 20, 2013 1:11 PM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

 

We redefined roles.  

The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.

The Assistant Director for systems is in charge of the back end configuration.

All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.

There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.

Hope this was helpful.  Let me know if you have further questions.
Rich


-----------------------

Richard A. Musal, M.A., P.D.

Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471

Phone: 718-862-7933

Fax: 718-862-7877

 

Whoops, the formatting went askew there.  Sorry.

Team -- Process Owner -- "Day Job"

Svc Mgmt -- Change and Request -- Chg Mgmt, post-incident review, run books, SLA/SLM
Svc Mgmt -- Asset/Configuration -- App/service monitoring, CMDB (tech lead role)
Svc Mgmt -- N/A but supports reporting -- IT metrics for central IT
Cust Suppt — Knowledge -- IT support in info commons, manages student employees
Cust Suppt -- Incident (co-owner) -- Svc Desk manager
Cust Supprt -- Incident (co-owner) -- Customer Support director

---
Kevin Davis
Director, Service Management & Operational Integration
Duke University Office of Information Technology
919-668-5367 (desk) or 919-599-8194 (cell)




From: Kevin Davis <ksdavis@duke.edu>
Reply-To: The EDUCAUSE ITIL Constituent Group Listserv <ITIL@LISTSERV.EDUCAUSE.EDU>
Date: Wednesday, November 20, 2013 2:02 PM
To: "ITIL@LISTSERV.EDUCAUSE.EDU" <ITIL@LISTSERV.EDUCAUSE.EDU>
Subject: Re: [ITIL] ITSM Tool Implementation Questions

It is interesting hearing everyone's perspectives!  Our ServiceNow implementation at Duke serves campus and medical center and we have taken different paths.

On the medical center side, there is an ITSM program lead and as of now four full-time process owners: incident/request; change; asset/config; and knowledge.  Their environment is very large (1,500+ IT employees) and there is significant consolidation going on as distributed entities and standalone hospitals align/merge with their central IT.

On the university side, we draw our process owners from both our customer support and service management teams and none are dedicated.  The roles are:

Team Process Owner"Day Job"
Svc Mgmt Change and RequestChg Mgmt, post-incident review, run books, SLA/SLM
Svc Mgmt Asset/ConfigurationApp/service monitoring, CMDB (tech lead role)
Svc Mgmt N/A but supports reportingIT metrics for central IT
Cust Suppt KnowledgeIT support in info commons, manages student employees
Cust Suppt Incident (co-owner)Svc Desk manager
Cust Supprt Incident (co-owner)Customer Support director

On the one hand, we're stretching everyone thin and no one feels they have an ideal balance of duties.  OTOH, all of our process owners also are engaged in direct support of our processes or operations.  There is a risk in ITSM/ITIL-land of being too focused on process and not focused enough on outcomes, and I think we have avoided that — though there are times that we can end up not disciplined enough on process.

Separately, the team supporting our ServiceNow implementation is now housed within one team (our medicine side) reporting to a development shop that more broadly supports web and JSON applications.  We tried more of a matrix-management approach before and wasn't as successful, so we've agreed that the group that comprises 70% of the user base should operate the application as well.

Kevin


---
Kevin Davis
Director, Service Management & Operational Integration
Duke University Office of Information Technology
919-668-5367 (desk) or 919-599-8194 (cell)




From: Regina C Kleinman <Regina.Kleinman@SHU.EDU>
Reply-To: The EDUCAUSE ITIL Constituent Group Listserv <ITIL@LISTSERV.EDUCAUSE.EDU>
Date: Wednesday, November 20, 2013 1:33 PM
To: "ITIL@LISTSERV.EDUCAUSE.EDU" <ITIL@LISTSERV.EDUCAUSE.EDU>
Subject: Re: [ITIL] ITSM Tool Implementation Questions

The size of the IT operation comes into it, but unless the operation is quite large Change Manager would not be a full-time job but rather a role that an employee could pick up along with their other duties.  It can be time consuming during implementation / transition but once running smoothly it’s not very demanding. 

 

________________________________

Regina  Kleinman – Business Analyst

University IT Services

Seton Hall University

973-275-2386

 

From: The EDUCAUSE ITIL Constituent Group Listserv [mailto:ITIL@LISTSERV.EDUCAUSE.EDU] On Behalf Of Richard Musal
Sent: Wednesday, November 20, 2013 1:11 PM
To: ITIL@LISTSERV.EDUCAUSE.EDU
Subject: Re: [ITIL] ITSM Tool Implementation Questions

 

We redefined roles.  

The Assistant Director in charge of the service desk is responsible overall for the system front end administration.  He also acts as the resident expert.

The Assistant Director for systems is in charge of the back end configuration.

All four assistant directors are responsible for building out their services in the service catalog and making sure their staff are properly using the system.

There was talk of hiring a project manager to be overall responsible for tracking all projects since most projects involve several assistant directors but I do not think a formal request was put in.

Hope this was helpful.  Let me know if you have further questions.
Rich


-----------------------

Richard A. Musal, M.A., P.D.

Senior Assistant Director of Client Services & Operations/Adjunct Professor of CIS

Riverdale, NY 10471

Phone: 718-862-7933

Fax: 718-862-7877

 

We’re re-implementing our ITSM tool right now, and we have no full-time process managers.  (For scale comparison, we have 145 central IT staff.)  We have commitment from Directors to be Process Owners, to make sure the processes we’re re-designing meet management expectations.  We have designed several managers and senior staff as Process Managers, and they’re doing the actual work of defining what the process should look like for us.  Part of their project job is to define what the ongoing operational role would look like for their particular process, and recommend a particular staffing level. - David

 

David McGuire, MBA

Assoc Director, IT Project & Service Mgmt

Information Technologies

University of New Mexico

505-277-0093

 

It’s probably helpful to provide context of the implementation, so our background is:

 

We have a distributed IT environment at UC Davis – there are roughly 1000 IT employees on campus, and about 250 of those are in the “central” IT group.  I work for the central IT organization, and we kicked off our project by implementing ServiceNow in one of the decentralized units (about 35 IT employees), with an eye toward ensuring all functionality and workflows would also meet the needs of central IT. That project was a whirlwind and we went live with Incident Management after 2 months in February 2013. I would not recommend that approach – we paid the price for the lack of planning and careful, controlled consideration of processes. We implemented too many customizations and ended up backing many of them out in the following months. Once we stabilized the Incident Mgmt environment, central IT was onboarded in August 2013, along with a couple of other small IT units. We now have our onboarding process fairly streamlined and can onboard a group in as little as 2 weeks.

 

We plan and implement releases on a monthly basis, so we spend about 2 weeks in development, and then 2 weeks with release activities, such as updating training, UAT and communications with the user base. We are currently working on rolling out knowledge mgmt. and migration of our existing knowledge base into ServiceNow, as well as an automated interface with Bomgar. In January, we’ll get started with our customer-facing components of the service catalog and exposing knowledge to the campus community.

 

We defined new positions as well as roles for our implementation of ServiceNow. We are implementing using agile methodology, so we are making very small, incremental improvements as we progress. Before the project kicked off, we recruited:

·         Business Process Analyst – an ITIL Expert to provide guidance, direction and alignment with ITIL process

·         Knowledge Management Analyst – to “own” the knowledge base and knowledge program

·         Application Developer – configurations and customizations

 

Our project team is small:

·         Product owner

·         Scrum master (project manager)

·         Business process analyst

·         Service Desk manager

·         Community Administrator (a role we created – someone from one of the colleges that provides input and guidance based on perspective from the decentralized units, and also maintains full admin privileges in Dev environment)

·         Application Developer

·         Knowledge mgmt. analyst (also serves as the trainer for all new content and modules)

 

We also have a governance structure to help define the roadmap and provide input into our development planning.

 

We have yet to formalize “process owners,” yet expect we will need to as we deploy additional modules and we reach a point where the small project team can no longer keep up with all of the project activity. We’ll then assign the process roles to existing positions (Change Mgmt to the App Dev Manager, for instance). We were surprised to find our most constrained resource is the business process analyst – given we are implementing the tool, as well as redefining process as we implement new features & functionality.

 

Final note – we’re worried about scaling – we won’t be able to throw more resources as the project and user base grows. Therefore, we configure configure configure. NO customizations. (at least, that is the mantra we try to adhere to).  We focus on adopting the tool’s process, rather than forcing the tool to adapt to our process. In the first phase of our project, we’d customize the tool to adapt to our unique needs, and then, down the road, something wouldn’t work because of that customization. Ever since we fine-tuned our strategy and focus on configs only, our world has become so much simpler. If you join the ServiceNow community, you join the current processes. It seems everyone that comes into the environment has to give up a little to begin with, but then, once they join the community they can help us shape future releases.

 

Our website is http://itsm.ucdavis.edu

 

Anita Nichols

Client Services Manager & Product Owner

Information & Educational Technology

University of California, Davis

530.752.4386

 

 

 

 

 

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