Darach Glennon is the Director for ICT Service Management for the Office of the CIO, HSE Ireland. Darach has vast experience in both the private and public sectors. He has worked with many US multinational medical device companies including Abbott Laboratories, Mallinckrodt Medical, Nellcor Puritan Bennett and Tyco Healthcare since 1990, running large scale ICT operations, data centres, Application development, ERP system deployments and specialising in company mergers at a European level. He joined the Irish health service as Director of ICT for the former Western Health Board, driving change while working for the CEO of that organisation.
Darach is a qualified facilitator, a TQM (total quality management) professional as well as being an ICT qualified professional. Since joining the public sector in 2002, he has led an ICT organisation at the most senior level, benchmarked ICT infrastructure across the Irish health sector for the first time and headed up ICT operations nationally and, most recently, ICT application services nationally prior to taking on his Service Management role. Over his career, he has been directly involved and responsible for all facets of ICT including strategy and delivery as well as being involved at a managerial level in non-ICT related developments in both sectors.
Darach has taken up the role of creating a new national ICT Service Management function with the aim of creating and consolidating an ICT service culture across eHealth Ireland.
What is Service Management?
- Service management is a new function that is being designed to cover end to end ICT service (People, process and technology)
- It will have a customer service focus and will be the single point of contact for service consumers
- A combination of both external and internal services delivered in a business focused and consistent way
- It includes areas such as application support, project transition support, IT security and helpdesk services and risk management
- It will be based on standard ITIL service management principles including standardised processes and continuous improvement programmes
- Engage 3rd party suppliers / vendors in their service provision and endeavour to measure and improve same
Where are we?
- Historical context – Service is spread across existing ICT structures in all functions with many helpdesks (some more technology focused, others Applications focused)
- The beginning of a transformation into a new way of delivering ICT service
What do we need to do?
- Review areas that will be covered by Service Management and seek to combine existing elements into one function
- Explore, in conjunction with the new delivery areas and Change and Portfolio Management and Infrastructure and Technology how we can best deliver ICT services for both existing and new systems
- Design a service catalogue
- Capacity planning
- Review and standard Service Level Agreements
Progress Update :
Over the last few months we have been concentrating on “our customers“ (the HSE staff), planning and implementing new services to improve the interaction between health care delivery staff and management with ICT services. Below is an extract of two of those developments with many more planned this year and into 2016.
National Service Desk Update
The core functionality of Service Management relies on the establishment of a single national helpdesk with a single contact number for all of the HSE for requesting services and reporting incidents that have occurred.
This Service Desk is a convergence of the existing 8 helpdesks from around the country who have been re-aligned via the transformation of the Office of the CIO to its new Operating model. It will allow Service Management to target key areas of concern for our customers (the staff of the HSE), who will benefit from having access to a wider knowledge-base of expertise across the whole of the ICT function. This is the first step towards the enhancement of service delivery to the HSE user community in 2016 and onwards.
The initial rollout of the service is scheduled before the end of this year.
Critical Incident Management
One of the top priorities for the Service Management function is the creation of a national Critical Incident Management process whereby a single point of contact would manage an incident and steer it through to resolution.
The Critical Incident Manager is the liaison between the User community, the technical staff involved in bringing about a resolution, and 3rd party suppliers where necessary. They will provide regular updates to stakeholders until such time a resolution is reached, and they will carry out a Root Cause Analysis after the event to identify where measures can be put in place to alleviate or prevent the issue recurring.
The initial rollout of the service is live over the last few weeks and will continue to be fine tuned in the immediate future.