BUSINESS CASE
SERVICE DELIVERY
TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................................................. 2
1. Problem Definition .......................................................................................................... 3
2. Addressing Problem with CWU existing tools and products. ............................................. 3
3. Organizational Impact ..................................................................................................... 3
4. Benefits .......................................................................................................................... 4
5. Strategic Alignment ......................................................................................................... 4
6. Cost ................................................................................................................................ 5
7. Alternatives (add lines as necessary) ............................................................................... 5
8. Timing / Schedule (add lines as necessary)....................................................................... 6
9. Technology Migration/Resource Identification ................................................................ 6
10.
Product Life/Application Sunsetting or Decommissioning ............................................. 6
11.
References ................................................................................................................... 6
12.
Recommendation ......................................................................................................... 6
13.
Approvals..................................................................................................................... 7
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EXECUTIVE SUMMARY
In our current environment, there is no centralized Service Delivery platform to align our information
technology services with the needs of the business. Normally, a Service Delivery platform is used to
establish integration with the organization's strategy, deliver value, and maintain a minimum level of
service. In our case, it allows the institution to establish a baseline from which it can plan, implement,
and measure improvements associated with its information services. Essentially, there is a clear need to
implement a system where tickets, request for service, and incidents can be managed and controlled.
The need for this centralized Service Delivery platform is evident in that the university technology
professionals currently rely on three disparate systems to provide services to our customers. None of
these three systems communicate with one another, resulting in minimal information sharing between
functional groups. Some functional groups rely solely on e-mail for communication while other groups
use internal chat applications. It also does not allow for the establishment of Service Level Agreements
and projecting of future needs.
With the iCAT project, we are introducing a large number of changes not only in our PeopleSoft
environments but in all service processes. We are relying more and more on a single sign-on solution
that will tie many of our separate information systems and services together. Not having an effective,
centralized, and clearly defined Service Delivery solution in place will negatively impact all these efforts.
The need for a collaborative and centralized Service Delivery platform is driven primarily by:
1. Business Need: The success of many of our projects hinges on excellent Service Delivery and a
strong support environment. Moving forward, this solution will become an integral part of all
the services we provide.
2. Best Practices: The Information Technology Infrastructure Library (ITIL) clearly stipulates a need
for a deliberate and intentional approach to service deliver.
3. BerryDunn Report: The BerryDunn report clearly stipulates and directs improvement in
customer service and Service Delivery.
Sponsoring Department(s): Security Services Department
Date of Business Case Preparation: 4/21/2014
Contact Person Name/Phone: Gene Shoda
New Product/Service
If there is a draft or sample contract, please provide a copy.
Renewal of Existing Product/Service – if checked, include background information.
If there is a site license agreement, existing contract or new contract draft, please provide a
copy.
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1. Problem Definition
Central Washington University currently does not have a centralized Service Delivery
platform to align our information technology services with the needs of the business. In
order to provide for a unified Service Delivery platform, Central Washington University
needs to implement a Customer Relationship Management system from TeamDynamix.
The BarryDunn report states:
“It will be important for the resulting team of [IS] Directors and the CIO to work
collaboratively to strengthen customer service, improve communications, promote
managerial and leadership competencies throughout the organization, and proactively plan
for future needs. “
The report continues:
“[IS] staff and stakeholders reported that the level of customer service in [IS] needs
improvement. While there is a recognition that many individuals within [IS] strive to be
helpful and responsive, the overall culture of customer service needs to be more consistent
across the ITS organization.”
The ability to proactively plan for future needs and support a consistent culture of customer
service is not possible with our current tools and processes.
2. Addressing Problem with CWU existing tools and products.
CWU’s existing helpdesk applications does not have the ticketing or reporting capacity
needed for Central Washington University’s information infrastructure. None of them is
suited as an enterprise application and they do not offer the features needed to bridge the
current customer service gap.
3. Organizational Impact
Stakeholders: The primary stakeholders are the Information Services and Security Services
departments.
There will be an impact on the university faculty, students, and staff in that the way they
interface with the helpdesk will change. This change is not significant and the processes will
for the most part remain the same. Meaning, you can currently e-mail the helpdesk for
assistance and you will be able to do so in the future. The main difference is that now a
ticket will be generated automatically and the customer will have a better experience
getting his/her issue resolved.
Training Requirements:
There will be a training requirement on the internal staff and external customers. The
internal staff will be trained as part of the implementation of the TeamDynamix product.
The external customer will be trained internally through Change Management and
Computer Support Services.
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All Stakeholders:
Department
Name
Information Services
Gene Shoda
Security Services
Andreas Bohman
Computer Support Services
Chris Pratz
Helpdesk
Colleen Halvorson
Business Analysts
Jill Hernandez
4. Benefits
Our current environment does not allow for a centralized Service Delivery platform. This
means we are not able to track tickets and requests across the University; instead, we track
them independently in three disparate systems. The new Service Delivery solution from
TeamDynamix would be able to address this need.
We are unable to track Service Level Agreements and we do not know if we are delivering
appropriate and timely services. The new Service Delivery solution from TeamDynamix
would be able to address this need.
Currently, we do not have a workflow system in place that allows for approvals associated
with certain services and security requests. The new Service Delivery solution from
TeamDynamix would be able to address this need.
As we integrate more and more information system in our single sign-on solution, we have
to ensure we also allow our customers a centralized and effective way to resolve issues,
request service, and report incidents.
The definition and adherence to Service Level Agreements can be integrated within the new
service desk solution. This will greatly increase customer satisfaction and reduce resolution
times.
5. Strategic Alignment
Student success: CWU believes that student success is best achieved by providing
supportive learning and living environments that encourage intellectual inquiry, exploration,
and application.
Strategic Alignment: By providing for a centralized and campus-wide Service Delivery
solution, we ensure ready access to information while still ensuring our services are aligned
with the overall business needs of the organization.
Shared Governance: CWU believes that shared governance is most effective when
information systems and decision-making processes are both robust and transparent. CWU
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believes that communication channels should be open and two-way and that faculty, staff,
and students should be empowered to participate in the governance systems.
Strategic Alignment: Implementing this system will allow for shared ownership and
governance across several functional groups and business units.
6. Cost
There is currently no funding for this business case.
In working with the vendor, the expected cost breakdown is as follows:
Item
Software Licensing
- Current TeamDynamix *
- Current ehelp desk **
Total Licensing
Cost
$ 40,328
$ (21,500)
$ (5,200)
$ 13,678
Implementation
$ 32,025
Total One-Time
$ 45,703
Current Ongoing
Additional Ongoing
Total Ongoing
$ 26,750
$ 13,678
$ 40,428
* We currently own the Project Management suite from TeamDynamix
with current annual licensing cost of $21,500.00 Project Management is
included as part of the TeamDynamix quote for Software Licensing.
**We currently use Grouplink’s ehelpdesk with an annual cost of $5,200
that would be replaced with TeamDynamix ticketing.
7. Alternatives (add lines as necessary)
Alternative
Reasons For Not Selecting Alternative
Do nothing
Our current environment cannot support
the growth an expansion seen with iCAT
and our Single Sign-On environment.
Purchase different Service Delivery
solution.
The Service Delivery solutions with similar
feature sets were very expensive. We
evaluated both Remedy and HEAT both of
which
would
cost
approximately
$120,000.00 annually. We also evaluated
less expensive solutions but they did not
have the feature sets we were looking for.
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8. Timing / Schedule (add lines as necessary)
Task
Target Date
Initiation
6/01/2014
On-Site Assessment
6/20/2014
System Configuration
6/25/2014
Rollout Preparation
07/31/2014
End-User Training
08/05/2014
Go-Live
08/19/2014
Support Transition and Project Closure
08/31/2014
9. Technology Migration/Resource Identification
Resource
Jan
Feb
Mar
Apr
May
June
July
Aug
Information
Services
Security Services
15
5
10
20
10
10
Computer Support
Services
Business Analysts
30
15
20
6
3
3
Total Hours
71
33
43
Sept
Oct
Nov
Dec
10. Product Life/Application Sunsetting or Decommissioning
The expected product life for the TeamDynamix current version is 5-6 years.
11. References
BarryDunn Report
12. Recommendation
It is recommended that CWU purchases a Customer Relationship Management solution
from TeamDynamix in order to provide for a centralized and clearly defined Service Delivery
solution to our customers.
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13. Approvals
The following actions have been taken by the appropriate Sub-Council (ATAC or NonAcademic Sub-Council) and Enterprise Information Systems Committee:
Date
Action
By
1/14/2014
Approved to go to EISC
Non-Academic Sub-Council
2/3/2014
On hold – Evaluate use of PM Side of
TeamDynamix first.
EISC
Upon approval by the Enterprise Information Systems Committee or one of the two SubCouncils (Academic or Non-Academic), CWU procurement policies and procedures should be
used to initiate a purchase. Please contact the Purchasing office at x1001 with any questions
regarding the procurement process.
If you have any questions, please contact Ginger McIntosh 963-1466, Sue Noce 963-2927, or
Tina Short 963-2910.
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