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IT Customer Relationship Management At UCSF

IT Customer Relationship Management At UCSF. 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

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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

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