IT Service Delivery Model
Changing the shape of IT at the University of Auckland, creating an “Integrated IT” team
Elizabeth CoulterDirector, ITSUniversity of Auckland
22nd October 2014
32,657 EFTS - 40,784 students5,019 Staff FTE – 10,269 StaffFive campuses North Island. 4 in the City, 1 Northland, satellite locations
University of Auckland
AustralasianUniversities
University Centralised % Total IT Staff
EFTS FTE
Monash 98.7% 614 49,626 8,071Melbourne 78.2% 510 38,243 7,937Sydney 70.4% 365 40,916 7,519Queensland 49.5% 444 37,022 7,704UNSW (+ ADFA) 59.7% 375 37,245 6,704Auckland 56.5% 400 32,657 5,019ANU 42.3% 369 14,368 4,413Griffith 100% 336 31,221 4,378QUT 78.2% 432 32,627 4,247UWA 31.2% 276 20,387 4,025Otago 56.5% 230 19,197 3,755
Source: CAUDIT Benchmarking 2012 figures / CAUDIT web site
UoA’s Data Centres
Epsom campus
Tamaki Data Centre
Grafton Data Centre(small – research support focus)
City Data Centre(Owen G Glenn Building)
Newmarket
Technology Overview
Applications500+
Compute3750; 250 physical;
3,500 VMs
Storage6PB and Growing
Network35,000 unique Wireless Users Per Day
17,500 peak concurrent wireless connections30,000 wired network ports
Spaces180 Lecture Spaces
Other meeting spaces: 450+
Background
• IT Roles and Responsibilities Project
– 1 University Email server– All staff logins on one domain– 584 VM Servers migrated, 341 VMs decommissioned,– Storage hosted in the data centre – Faculty Server/Storage Capital moved to ITS– Service Management – ServiceNow, ITIL processes– Standard Lab Image – 2200 PCs
Planned Transitions
Email and UoA Migrations
Desktop
File Storage Email & Calendar Desktop Design Block Storage Active Directory Desktop Standards Server Hosting Management
+Introduce standard
servicesOne way of doing things+ =
Better, more
efficient services
Improve services, now and over time
Reduce duplicationDo things where they’re best done
What’s the aim of IT R&R?
Measureable? Benefit Description Benefit OwnerGovernance Group Member Benefit Source Benefit Status
Y Reduction in support and maintenance personnel A. Cleland SP Business Case AmberY Enhanced Service Delivery in ITS L. Coulter BO Business Case GreenY Savings in CAPEX on R&R infrastructure A. Cleland SP Business Case AmberY Other OPEX savings as a result of centralisation of services A. Cleland SP Business Case AmberY Improved user experience L. Coulter BO Business Case GreenY Reduction in risk L. Coulter BO Business Case Green
Benefits
Faculty Arts Faculty Law
Service Desk
Desktop Support
Servers & Storage
Local Apps Support &
Development
Web Support &
Development
AV Support
Faculty Science
Service Desk
Desktop Support
Servers & Storage
Research Server
Support
Local Apps Support &
Development
Web Support &
Development
AV Support
Faculty Engineering
Service Desk
Desktop Support
Servers & Storage
Local Apps Support &
Development
Web Support &
Development
AV Support
National Institute of Creative Arts and Industries
Service Desk
Desktop Support
Servers & Storage
Local Apps Support &
Development
Web Support &
Development
AV Support
Faculty Business and Economics
Desktop Support
Servers & Storage
Local Apps Support &
Development
Web Support &
Development
AV Support
Faculty FMHS
Desktop Support
Servers & Storage
Local Apps Support &
Development
Web Support &
Development
AV Support
Service DivisionsABI/NIHI/NeSI
Various
Faculty Structures
Faculty Administration Review
• Standardising on roles/role descriptions• Rightsizing
– Uniforum Benchmarking– PWC– Go8 Survey/Benchmarking– Gartner
• Shared Services• Staff Service Centre
University Desktop Support for: Ratio
Uni A Whole University ex “Engineering & Comp Science” 600:1
Engineering & Comp Sci 200:1
Uni B Whole University ex Engineering 321:1
Science 362:1Engineering 360:1
Uni C Whole University 278:1Uni D Whole University 455:1
Uni E
Whole University
390:1except Engineering, Architecture, Science, Medicine
Science 274:1Engineering: 230:1
Uni F Whole University 473:1Gartner 313:1
UoA Professional Staff/postgrad 313:1
Student Labs 600:1Science Lab 425:1Engineering Lab 350:1
Academic Staff Research Faculty 250:1
Academic Staff Engineering 100:1
Academic Staff Other 275:12 other unis stated that they use 600:1 as a ratio for Student machines.
G08 Benchmarking
UoA: 127:1
• Duplication of Roles, Responsibilities and Services
• Few consistent end to end processes
• Increasing cyber security threat, increased by personal information held
outside of core systems on servers across the University, server patching and
risk management differed.
• Several core services have been consolidated, but there is still duplication of
services.
• Local applications have widely varying practices and development
frameworks
• IT services to students and staff differs by faculty,
• No staff mobility outside of wireless
• Few metrics / difficult to measure
IT Issues ….
The IT SDM
The ITS Service Delivery Model has been initiated for the purposes of improving customer service, creating
efficiencies within IT services at University of Auckland, enhancing IT service standards and
streamlining processes.
(Collaborative model focusing local support on research and, learning and teaching)
Vision
Our vision is for efficient and effective “Integrated IT”
IT Service Delivery Model Principles
Based on The Hackett Group; Service Delivery Model, Volume 14, Number 2, 2011
Strategic alignment
Eliminate
Simplify
Standardise
Automate
Consolidate, rightsource
Coordinate
Self service knowledgebase
Shared Transactions
Centre
Face to Face Service
Service Delivery Options
1
22
3
4
5
1
2
3
4
5
Determine services needed to meet strategic objectives
Eliminate duplicated services, including infrastructure management and duplicated or poorly maintained local applications
Standardise service processes, and desktop design, delivery and support. Reduce manual effort and errors
Automate monitoring, patching, remote desktop management
Simplify desktop and local application design and delivery. Implement best practice across the University
6
6 Deliver standard service through best service points
(Transactional centre of excellence)
(Faculties & Service Divisions)
Staff & Student Service Centres
(Knowledge centre of excellence)
SONAS 9513 ESXi HOSTS XiV
Infrastructure Management
Standard University Desktop
All AV Spaces
Enterprise application development and support managed centrallyNon-enterprise application development and support managed in the faculties.
Applications
Assets Transfer of IT and AV Assets and depreciation to a central budget (not desktops) Transfer of associate consumables, maintenance etc to support assets
Procurement All IT hardware, services and maintenance procurement to be lead by IT Procurement. All software licenses to be procured through IT Procurement. (automation) Enhance asset management support
ITSDM - Technology
IPAM
REANNZ
SDM Staffing Requirements
• Standardised Faculty Roles• Faculty IS Manager
• Applications Specialists
• Desktop and End User Support
• Research Support Specialist (Engineering/Science)
• Staff Service Centre
• ITS Service Desk
• New permanent roles being created within ITS.
• 2nd Level Service Desk
• End User Infrastructure Support - Packaging team
• Platform Services
• A number of fixed term roles to support transition
Project/Stream DescriptionIPAM Replacement of IP Address Management
Web Content Management System (WCMS)
Migration of all University sites to the University’s new Adobe Experience Web Content Management System
KPI Reporting Improving IT service reporting across the University
UoA Local App Task Force Helping faculties co-ordinate local application support and development to consistent standards and common priorities
Service Descriptions/Service Level Agreements
Updating of these documents, with a focus on priority services to faculties
Active Directory Migrations (AD) Migration of faculties to a common directory platform
Enterprise Monitoring Enhancing monitoring and reporting of the performance of our infrastructure and services
SUDI (Standard University Desktop Initiative)
Introduction of common design of end user devices across the University
Total Systems Service Transition(Platform Services)
Central management of servers, and introduction of standard managed platforms for applications
SONAS Migrations (File Service Migrations)
Migration of storage to the University’s preferred platforms
AV Audit and Transition Audit of non-teaching spaces and service transition
Procurement Improvement in procurement processes. Reducing workload in the faculties.
L2 Service Desk Transition Transition of remote management, and other services to L2
Other Areas
• IT Governance• IT Community of Practice• Reference Groups• Cyber Security• Culture• Service Reliability• Continuous Improvement
• A service promise to staff and students that is consistent across IT
• Consistency in technology:
• A staff Service Centre – answers at the first point of contact
• Self-Service Options – FAQs and “How to” articles that you can search and contribute to
– Look at the status of a call
– Software/storage self-service
– Automation – on-boarding, off-boarding, storage
– Research and Learning and teaching platforms for innovation – on premise/cloud
• Improved ability to manage IT security – protecting university and
researcher intellectual property and privacy
• Improved resilience
• Improved Return on Investment (ROI) of our IT assets
What will IT look like?
• Focus on activities adding value to the university
• Focused support on Research and Teaching and Learning and
supporting administrative activities
• Focus on innovation, sharing ideas, collaboration across
disciplines
• Focus on local applications within a framework enabling wider
adoption and support
• CAREER PATHWAYS
What will IT look like?
Integrated IT
ProcessesCommunications
Resource Planning Technical Consolidation
Go Live
• Staff Service Centre – 1st Sept
• ITSDM – 16th Sept
• FAR Implementation – 1st Oct
Change and Communications
Awareness
Desire
Knowledge
Ability
Reinforcement®
The Prosci®
ADKAR® Model
Awareness of the need to change
Desire to participate and support the change
Knowledge of how to change (and what the change looks like)
Ability to implement the change on a day-to-day basis
Reinforcement to keep the change in place
Organisational Effectiveness Measurement Tools
Leadership Culture Performance
Staff Survey (Extrinsic Factors )• Reward & recognition• Leadership• Career Development• Image & reputation• Innovation & empowerment
Creating an environment that enables people to do their best work (LSI)
The behavioural patterns that members believe are required to ‘fit-in’ and ‘meet expectations’ within their organisation’ (OCI)
Organisational Effectiveness
Inventory (OEI)Levers for change
Engagement
Culture:
Where are we now?
• Teething Issue: Bi-weekly discussions• Team dialogue: “Integrated IT” and “Being
Customer Centric” (tours/induction)• Productive dialogue with IS Managers• ITS providing support for Faculties• Positive feedback from IT staff• It is now becoming real
Next Steps
• Embed the ITSDM across the university• Culture of an “Integrated IT”• Strengthening relationships• Developing a constructive culture• Service Promise/Standards• IT Strategy Development/Prioritisation• Funding processes –• Supporting Research and T&L • Service consolidation• Process improvements• Demonstrating benefits• Continuous Service Improvement• Involve staff & students more in the process• Communicate, Communicate, Communicate• Listen, Listen, Listen• Follow through
Lessons Learnt
• Started off on the wrong foot• Focussed on IS Managers and not own staff and other
Service Divisions• A lot of informing but needed more involvement -
workshops in the first instance• In ITS - more team involvement rather than
informing• IS Managers requiring assistance with involving their
own staff• Culture work started with ITS – how do we expand
this to Faculties and Service Divisions• Positive: Stay focussed and be clear about the vision
and benefits - “Integrated IT”