If we look across any organization, we can see that all groups or departments are essentially working together in various ways – sometimes it is a project, other times it is satisfying a request. For instance, there could be a request to marketing for creative support or a request to HR to change a name or a request from HR to IT for onboarding an employee. All these interaction points represent potential drops in productivity if they are not managed properly.
For this reason, many organizations are implementing a single, enterprise wide, platform that can manage both project work and service requests.
When implementing Enterprise Service Management (ESM) , it’s important to consider your project management tools and processes – especially if you’re working with limited resources. By bringing ESM and Project Portfolio Management (PPM) together – you can gain a 360 view of your entire organization. Every project, problem, service request– it’s all at your fingertips.
When using ESM and PPM together, for example, your marketing department can leverage ESM to manage requests for event support, while leveraging PPM to manage the actual event. By combining ESM and PPM, the marketing team can see all their work and available resources within a single tool. This can be a crucial benefit as most organizations are working with limited resources and don’t want to waste time duplicating efforts across multiple tools or systems.
Texas Woman’s University (TWU) came to TeamDynamix to update an aging legacy system. “We needed a solution for project management and ITSM as well,” said Heather Davis, manager of IT training and development. As TWU Technology discovered in its evaluation, TDX provides an integrated ITSM platform to extend beyond IT to support facilities, admission, marketing, and HR. This one platform can expand and interact with PPM and resource management to meet both current and future university needs.
“One benefit of a centralized solution is it provides a holistic picture. With the ability to tie service usage to project and support requests, we are better able to manage prioritization and workload,” said Lena McLain, Sr. Applications Developer at TWU Technology. “ESM helps us align with the university’s strategic plan and goals while maintaining excellent service through the ITIL framework in ITSM.”
At Covenant HealthCare, CIO Frank Fear recognized the value in having a combined ESM/PPM strategy, “As the CIO, I have IT resources, and I need to assess their capacity,” he said. “I look at what capacity do they have to work on projects, to work on change requests, to work on support requests. At the 40,000-foot level, having a comprehensive project management solution that also operates with the service management platform, allows me visibility for insight into those areas, and allows me to plan for project-based work based on the capacity to handle support requests and change requests.”
According to Fear, like many other business and organizations Covenant is becoming a digital business that provides healthcare, “Our customers need our support, so the demand is escalating and it’s only going to increase.”
Driving that increase, in part, for Covenant and hospital-based organizations nationwide, is the post-EHR (electronic health record) operation environment, “Just a small number of years ago, a relatively small percentage of patient care organizations in the United States had digital health records, so naturally, the first step was to implement EHRs… We’re now over 90-percent fully electronic in our processes. So now, we need to learn how to work different, and we need to leverage information technology to help create those process and performance changes,” Fear said.
Because of the move towards a more digital experience, it’s more important than ever for Fear to be able to clearly articulate what his IT organizations capability is when looking at the needs of the entire organization.
“IT service management and project management must be conceptualized at the highest levels of an organization, and must be governed actively and consciously, in close relation to the organization’s core business objectives and needs,” Fear said. And those needs continue to accelerate dramatically, especially in the wake of the pandemic.
“CIOs and other healthcare IT leaders can no longer rely on anecdotally based, guesstimated evaluations of needs and resources in their organizations,” Fear said. “A more evidence based, quantifiable and quantifying, set of processes, is needed. An organized, comprehensive, strategic process of service management and project management needs to be delivered in an integrated way, via a flexible, supportive platform.”
To learn more about how Fear and other CIOs across different industries are handling increased demands for service management, check out our eBook Leveling Up.
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