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IT Customer Relationship Management At UCSF

IT Customer Relationship Management At UCSF

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IT Customer Relationship Management At UCSF

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  1. IT Customer Relationship ManagementAt UCSF

  2. Definitions • Central IT service provider • ITS, Medical Center IT • Commodity IT service • Service which can or should serve the enterprise • Examples includes email, data storage, network, desktop support, service desk, procurement • Local IT service • Service which will not be a commodity service; closely tied to mission of its unit, department, or school • Strategic IT services • Includes planning, budgeting, communications, research and evaluation, prioritization, etc.

  3. Situation: OE IT Transition • OE is creating and centralizing commodity IT services, to be provided by ITS, MedCenter IT • Local IT provides non-commodity services, which will remain local • Local IT managers provide strategic services, which are not all replicated by central IT • Local research, education, and patient care efforts drive innovation, and will continue to do so • Schools/departments are partners in OE’s success, but may abandon OE services if they don’t deliver results • Customers need help making IT decisions • Central IT must engage stakeholders when making decisions

  4. Target: OE IT End State • Avoid IT service duplication without hindering innovation • Differentiate commodity and new/local/innovative services • Connect innovators with commodity service providers • Provide continuity, strategic planning, and innovation to customer groups • Provide customer groups with budgeting and procurement support • Guide projects for customers • Ensure return on local and central IT investments • Promote overall IT efficiency • Monitor IT SLAs • Ensure consistently good customer experience • Prioritize customer issues/projects • Communicate across IT service and customer groups

  5. Who Provides Strategic IT Services? • Local and outsourced IT leaders already provide strategic IT services • Some IT leaders will be affected by OE IT, others will not • As people are affected by OE IT, strategic IT service delivery needs to continue • Strategic IT services should be coordinated during and after the transition to OE IT

  6. Risks of not acting • No local IT leadership in some groups leads to inconsistent or no strategic IT services, poor management of local IT staff • No consistency in strategic IT services leads to poor customer experience, less efficiency, inconsistent prioritization • No local IT leadership means commodity IT service providers self-monitor SLAs with no consistent oversight from customers • No coordination of local IT leaders leads to service duplication • Inconsistent budgeting and procurement support leads to waste and inefficiency, difficulty in coordinating strategic purchases • Uncertainty for local IT leaders results in talent exodus

  7. Proposal options

  8. Actions Taken

  9. Attributes of a Successful CRM • Trusted • Innovative • Authority • Partner • Advocate • Evangelist • Accountable • Nimble • Effective • Responsive • Technical • Communicator • Subject matter expert The buck stops here!

  10. CRM Working relationships • Customer leadership and key stakeholders • IT leadership • Product and project managers • IT service line managers • Local IT specialists • Other CRMs • Customer Relationship Management group • IT governance committee • Other IT governance committees and OE groups

  11. CRM Responsibilities over time • Catalog local IT services • Manage transitions to central services • Coordinate local IT services • Evangelize central services • Enterprise IT portfolio review • Evaluate and monitor existing services • New service development • PI onboarding

  12. OLD CRM Reporting Local IT leaders perform functions which will remain in customer groups

  13. Yale IT Reporting

  14. CRMs in ITS • New operational group, expanded reporting model • Focus customer needs, feedback • Work with service providers, product managers, and customers to ensure success

  15. Sample Relationships: SF VAMC

  16. Solution Process

  17. CRMs in IT Governance • Strategic Technology Advisory Committee • Charge: providing better support to the UCSF community • Represent IT in Clinical, Education, Research, Business committees

  18. IT Governance Committee • Customer-focused advisory group • Local IT leaders • Local business leaders • CRMs • Provide forum for service providers and product managers to solve problems with customers • Provide a voice for local IT staff in IT governance

  19. How many CRMs do we need?

  20. Next Steps • Present to additional audiences • Individual SOM Managers, Chairs • Academic Senate • Formalize CRM job duties, deliverables • Answer remaining questions • Decide how many CRMs, short and long term • Based on customer population, geography, mission? • Can customers opt out? Do their SLAs change if they do? • Do local IT staff report to CRMs?

  21. Who is part of this conversation? • IT Governance Committees • SOM Technology Management & Advisory Committee • Committee on Technology & Architecture • IT, School and Department Managers • UCSF CIO, UCSF CTO, UCSF MedCenter CIO • IT Governance • IT Managers • Associate Deans • Department Managers and CFOs

  22. Discussion