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South Florida HDI National Speakers Preview April 19 2012


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South Florida HDI National Speakers Preview April 19 2012

  1. 1. HDI National Conference Speakers Preview South Florida HDI Chapter April 19, 2012
  2. 2. Agenda1:00 PM Registration and Networking1:30 PM Welcome and Event Overview1:45 PM Keynote 1 - Rich Razon2:30 PM Keynote 2 - Eddie Vidal3:15 PM Break3:30 PM Keynote 3 - Albert Noa4:15 PM Closing Announcements, Survey’s & Raffle prizes4:30 PM Happy Hour at Titanic
  3. 3. Pre Conference Speakers Rich Razon: CIO Perspectives: From Operations to the Executive SuiteEddie Vidal: Making a Difference with Data: Aligning Metrics with Core CompetenciesAlbert Noa: Change Management – What is it really? South Florida HDI Chapter April 19, 2012
  4. 4. HDI National Conference• April 24-27, 2012 in Orlando, Florida• Interact with more than 1,600 support practitioners• Discuss real-world situations, and deliberate viable solutions• Discover emerging trends, innovations, and examine valuable best practices.• 8 In-depth tracks• 13 Pre-con sessions• 80 Sessions• 6 Keynote speakers• Expo Hall with over 100+ vendors
  5. 5. HDI 2012: A Digital Experience
  6. 6. Fusion 12
  7. 7. $100+ $1000+ $79 Conferences, events and Online resources, webinars, Research Corner, whitepapers… Training discounts $240 Value $75Focus Book Series and AnnualPractice and Salary Report Local Chapter Membership $165 $100 (only for today)
  8. 8. Thank you to our Sponsors!
  9. 9. Volunteer?
  10. 10. Rich RazonRich Razon has more than twenty-five years ofexperience in IT service management and hassuccessfully deployed metrics and performancemanagement solutions in some of the largest ITorganizations in the world. Rich is a cofounder ofPureShare, Inc., and has helped grow its client rosterto include the New York Stock Exchange, Carnival,Frito-Lay, and VISA.
  11. 11. CIO Perspectives: From Operations to the Executive Suite Session 601
  12. 12. CIO Perspectives: From Operations to the Executive Suite Agenda:  Metrics across an Organizational Hierarchy  CIO Profiles  Core Tenets at the Executive Suite  An Introduction to Executive Briefings  An Introduction to Strategic Insights  CIO Interviews  Tenets Applied: Improving Communications  A Tour of CIO Metrics in Action
  13. 13. CIO Perspectives: From Operations to the Executive Suite Objectives:  Get familiar with different communications needs at the Executive Suite  Know the metrics ‘language’ needed to bridge the gaps  Recognize opportunities for better communications across the organizational hierarchy Executive Briefings Compound Metrics Operations Executive Suite Strategic Insights
  14. 14. Changing Needs Across an Organizational Hierarchy Customers Executives • Externally Focused • Highly Summarized • Compounded VPs • Business-centric Challenge: Assure continuity and consistency of metrics that flow Directors across each level Managers • Internally Focused Team Leaders • Highly Detailed • Operations-centric Staff
  15. 15. Metrics Support the Organization Design “As you go higher in the organization, the scope of metrics expands and the need for summarization increases” Empower all levels of management  Teams focus on operations  Senior managers provide leadership, direction, and oversight  Executives concentrate on decisions that shape the company Each level has a unique profile  Tailored and connected views
  16. 16. CIO Perspectives CIO, Cisco
  17. 17. CIO Metrics Matrix Escalating the IT Value Conversation beyond IT Business Business Metrics Business External Business Metrics Improvements Innovation Internal Business Internal Business Internal Business Internal Business Improvement Process Process Metrics Metrics Innovation Metrics IT Operations IT Project Technical IT Performance Performance Innovation Operations Projects Innovation Madeline Weiss, SIM APC
  18. 18. CIO Perspectives CIO, Visa
  19. 19. 5 Core CIO Tenets: Transparency Wide open access to performance measures that apply to all organizational levels, top-to-bottom. Automation Eliminate manual handling and consolidation where possible to reduce errors and report latency. Automation builds trust and confidence. Clarity Unambiguous as to what metrics are, what they mean, who they are for and why they are important. Context Answers the question ‘So what?’ Never-Ending Metrics and performance management is not a ‘project’ with a finite end. It is a process that will continue as the business evolves.
  20. 20. CIO Perspectives Global CIO, ArcelorMittal
  21. 21. What is a Strategic Insight? Key metrics that develop penetrating understanding  Must be valuable to the user, worthy of attention  Delivered as “a bite-sized chunk of knowledge” for rapid review Types include any combination of:  Inform – Educate, provide context and/or talking points  Awareness – Make aware of current status, recent events  Progress – Show trending vs. baselines  Results – Metrics showing results vs. targets & objectives  Anticipate – Leading indicators, contributing factors
  22. 22. Connecting the Business to Strategic Insights Teams Middle Mgmt Senior The LeadersBusiness Execs Mgmt Tools Strategic Insights Exec Briefing Summary Operations Rollups Dashboards and Reports Briefing Notes Briefing Notes
  23. 23. Metrics Hub facilitates new Strategic Insights New insights from combining metrics  Added areas make framework richerInternalCoreAreas
  24. 24. Metrics Hub facilitates new Strategic Insights New insights from combining metrics  Added areas make framework richerInternal Other InternalCore Layer other areas SupportingAreas Areas  Marketing, Sales, Finance, HR, etc.  Intertwine results with the business
  25. 25. Metrics Hub facilitates new Strategic Insights New insights from combining metrics  Added areas make framework richer Internal Other Internal Core Layer other areas Supporting Areas Areas  Marketing, Sales, Finance, HR, etc.  Intertwine results with the business Industry metrics as baseline comparison  Market share, cust sat, ExecsStrategic Industry profitability, efficiency, etc.Insights Benchmarks
  26. 26. What does a Strategic Insight look like? Single row is the target format for a Wide Array of Constructs Strategic Insight  Colored Numbers  Easily consumable  Bullet Points  No mental calculations  Variance Bar  Will be stacked in a list  Flags and Bulbs  Up/Down Indicators Clear and Concise  Sparklines  Must answer ‘So What?’  Headlines  Context is key  Tickers and Scrolling lists  Use tenets as a checklist  Mini-bar, Mini-charts  Comment Asterisks Mouse-overs, drill-downs for more detail  Make supporting details readily accessible
  27. 27. Top Executive Baselines for Compound Metrics Financials  Revenue, Cost, Profit, Investment metrics People and Organizations  Staff, Competency, Compliance, Customers Infrastructure  Assets, Network devices, ports, bandwidth Company Output or Activity  Transactions, Production Volumes Sales and Marketing / Industry  Pipeline, market share, industry benchmarks
  28. 28. CIO Perspectives Former CIO, General Motors
  29. 29. CIO Dashboard Design Idea Needs of effective management shift by the moment  A summary of summaries (sound bites)  Different metrics views match different needs (per CIO metrics matrix) Org Action Center Tree Action Center  Critical alerts & messages Day-to-Day Strategic Day-to-day Highlights Highlights Insights  Personalized summary with metrics in allows Key metrics in 1 key results areas jump to summary + Series of any expandable 2 mini-briefings Strategic Insights mgmt with ability to sections level, auto- 3 drill-down  Modeled after executive briefings, Metrics Area hides move online Metrics Area Metrics Area
  30. 30. Systematic Approach towards Deploying Executive Metrics Deliver immediate value, constantly improve.. Build metrics catalog, add/refine metrics  Ultimate goal: strategic insights gained from combining metrics  Get everyone ‘on the same page’ Keep adding automated links to more data sources  Automation builds trust and confidence in the measures and their ready availability. Rollout views in web-based framework  Make results readily accessible  Adoption is success
  31. 31. Improve Your Visualization IQ:An Interactive Test
  32. 32. Executive Dashboards: A Tour of Live Examples
  33. 33. Q/A
  34. 34. Thank you for attending this session.Don’t forget to complete theevaluation!
  35. 35. Eddie VidalEddie Vidal has over twenty years of experiencein information technology, focusing on servicedelivery and support for IT infrastructures. He isthe manager of enterprise support services atthe University of Miami, supporting over30,000 users. He currently serves as presidentof the HDI South Florida chapter and on theHDI Desktop Support and Member AdvisoryBoards.
  36. 36. Session 207: Making a Difference with Data: Aligning Metrics with Core Competencies
  37. 37. About Us Senior Research Analyst, HDI Manager, Enterprise Support Services 719.785.5394 305-439-9240 Jenny Rains Eddie Vidal• Senior Research Analyst, HDI • Fusion 11 & 12 Track Chair• HDI Support Center Practices & • HDI 2012 Metrics Track Chair Salary Reports • HDI & Fusion Conference Speaker• HDI Desktop Support Practices & • HDI Desktop Support Advisory Board Salary Reports • HDI Member Advisory Board• HDI Research Corner • HDI Southeast Regional Director• Healthcare Provider Forum • President of South Florida HDI Local Facilitator Chapter• HDI 2011 Metrics Track Chair • Published in Support World Magazine• MA in Psychology, Research & • HDI Support Center Manager Statistics Certified • ITIL V3 Foundation & OSA Certified • itSMF Monthly Webinar Moderator 13
  38. 38. Takeaways Templates to get you started Approaches for coaching Techniques to recognize star performers Strategies for improving service
  39. 39. 15
  40. 40. What are you doing with your data?• FACT - 91% organizations measuring performance• Data when shared tells a story (whats your story?)• Are you using data to improve performance and customer experience?• Are you aligning metrics with your performance management process?• Have you considered building a program using core competencies with key metrics to provide constructive feedback during assessments of team members performance? 16
  41. 41. Service Desk Metrics• Average speed to answer• Abandonment rate • Call Monitoring• Average response time • Ticket Evaluation• Average talk time• Average handle time• Percent of tickets converted to another channel• Time to resolve• First call resolution• First contact resolution rate• First level resolution• Cost per ticket• Customer satisfaction• Number of tickets resolved• Re-open ticket rate• Ticket per analyst Reference: 2012 HDI Support Center Practices & Salary Survey 17
  42. 42. Desktop Support Metrics• Number of tickets resolved (team/FTE)• Number of tickets escalated from Support Center• Number of tickets escalated that could have been resolved at the Support Center• Average time to respond to end-user• Average time to resolve an incident• Average amount of dedicated work time on incident• Percent of tickets escalated to another department• Average percent of tickets in the queue and amount of time• First attempt resolution• Percent of tickets meeting SLA• Customer Satisfaction Reference: 2012 HDI Desktop Support Practices & Salary Report 18
  43. 43. Apply to Individual Level• Used for benchmarking your organization• Apply the concept to individual level to set goals 19
  44. 44. Why Focus on Improving? Outward facing: Improving Customer SatisfactionImproving Performance Improving Performance Evaluations Internal: Aligning with Business objectives 20
  45. 45. Method• Meet with analyst quarterly for individual review• Set goals for each metric• Share graphs of their data compared to the goal, their history, and team• Discuss strengths and weaknesses• Taking it to the next level – Analyst self review 21
  46. 46. Communication• Communication is the activity of conveying meaningful information• The communication process is complete once the receiver has understood the sender• Graphical representation of performance can help communicate goals and opportunities for improvement 22
  47. 47. Why use data?Subjective information Objective information 23
  48. 48. Why use data?Subjective Data Objective Data“You are doing “Your first callreally well and resolution rate hashave improved improved and you are meeting the goals we greatly.” have set for you.” 24
  49. 49. Core Competency• Is a specific factor that a business sees as being central to the way it, or its employees, works.• Is the result of a specific set of skills or production techniques that deliver value to the customer. 25
  50. 50. Examples of Evaluations Job Knowledge Quality of Work Productivity Customer Service 26
  51. 51. Core Competencies Sample Metrics• Job Knowledge • FCR• Quality of work • Ticket accuracy scores• Productivity • % tickets closed• Customer Service • Customer sat scores 27
  52. 52. Competency 1: Knowledge Possible Metrics:• First call resolution• First level resolution/First contact resolution• Re-open ticket rate• Call monitoring score• Ticket accuracy score 28
  53. 53. Competency 2: Quality of Work Possible Metrics:• Re-open ticket rate• Call monitoring score• Ticket accuracy score 29
  54. 54. Quality• Ticket Accuracy Review – Has the customer been contacted within 24 hours? – Are the diary entries user friendly? – Has the customer been kept in the loop? – Was customer sign-off obtained? 30
  55. 55. Ticket Evaluation Template 31
  56. 56. Call Monitoring• Greeting the customer• Key points during the call• Ending the call• Behavioral Questions 32
  57. 57. Call Monitoring Score 33
  58. 58. Competency 3: Productivity Possible Metrics:• Percent of tickets closed• Call tracking• First call resolution 34
  59. 59. Customer Service "If the customer feels like it was poor service, then it was poor service. We are in the customer service perception business”
  60. 60. Competency 4: Customer Service Possible Metrics:• Customer satisfaction score• Percent of satisfied customers• First Call/Contact Resolution• Re-open ticket rate• Call monitoring score 36
  61. 61. Customer Surveys University of Miami HDI CSI1. Overall quality of IT Support How satisfied are you with: Center Staff? 1. The courtesy of the analyst?2. IT Support Staff handling my problem was 2. The technical knowledgeable? skills/knowledge of the3. IT Support Staff handling my analyst? problem was courteous and 3. The timeliness of the service professional? provided?4. Incident was resolved to my 4. The quality of the service complete satisfaction? provided?5. Resolution of your incident 5. The overall service completed in a timely manner? experience?
  62. 62. Sample Form 38
  63. 63. Sample Data Sheet 39
  64. 64. 40
  65. 65. 41
  66. 66. 42
  67. 67. Recognizing Top Performers•Certificates•Movie Tickets•Employee chooses award•Nominated for HDI award•Wall of Fame•Monthly $20 award / up to 5 people•Recognition at meetings•Analyst/Technician of the period•Coffee cards or other gift cards•Service super stars share cake/dinner•Hand written “thank-you” note from manager•Name in agency newsletter 43
  68. 68. Why use data?Score, who won, results? 44
  69. 69. Takeaways Templates to get you started Approaches for coaching Techniques to recognize star performers Strategies for improving service
  70. 70. Resources• LinkedIn Groups – HDI – HDI Desktop Support Professional Discussion Forum• @hdiresearch• @eddievidal••• 46
  71. 71. Thank You for Attending Contact Information Please Complete the Session EvaluationJenny Rains719-785-5394jrains@thinkhdi.comEddie 47
  72. 72. Albert NoaAlbert Noa has over twenty-five years of experience inStrategy Development and Execution, System Design& Implementation, Performance Management andProcess Improvement across various industries. Albertis a co-founder and member the of the executivemanagement team at Sanova Group. Prior to Sanova,Albert was the Director of Strategic Consulting atStratasys Group; additionally holding lead andmanagement positions with KPMG LLP and FPL(Florida Power & Light)
  74. 74. CHANGE MANAGEMENTThe session will discuss and provide insight into thecritical practice of Change Management. As one of thefour pillars of great management, it is important that weunderstand Change Management and the impact it hason the success of the organization. You will learn aboutthe foundations of Change Management and how toimplement models that transcend and broaden thereach of traditional IT Change Management. WHAT WHY HOW WHEN 50
  75. 75. What is it?CHANGE MANAGEMENT 51
  76. 76. Ensures that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of Change-related incidents upon service quality, and consequently to improve the day-to-day operations of the organization Coordinate and control all changes to IT services to minimize adverse impacts of those changes to business operations and the users of IT services.Change management is the overall processes and procedures that control thelifecycle of any change. The goal of change management is to have the bestchange with minimal destruction to the other IT services or the business. Collection of systems and tools that help to manage change. 52
  77. 77. CHANGE MANAGEMENT IS… not a stand-alone process  the processes, tools and for designing a business techniques for managing solution the people-side of change not a process improvement  a method for reducing and method managing resistance to not a stand-alone change when technique for improving implementing process, organizational technology or performance organizational change  a necessary component for any organizational performance improvement process to succeed (programs like: Six Sigma, Business Process Reengineering, Total Quality Management, etc…) ABOUT MANAGING CHANGE TO REALIZE BUSINESS RESULTS. 53
  78. 78. CHANGE MANAGEMENT IS…A framework that establishes processes andmechanisms (both formal & informal) to enableDESIRED change across an organization… in order toreach defined goals and/or perform to identifiedexpectations: • Organizationally (Company / Division) • Functionally (IT, HR, MKT…etc.) • Program / Project • Process 54
  79. 79. CHANGE MANAGEMENT COMPONENTS Stakeholder / Customers / Clients Change Managers Communications Impact Assessment Training Change Readiness (managing risk) 55
  80. 80. Why?CHANGE MANAGEMENT 56
  81. 81. CHANGE IS THE ONLY CONSTANT. - Heraclitus. Greek philosopher Velocity TRANSFORMATION AL Intensity 57
  82. 82. S=Q+A 58
  85. 85. How do we do it?CHANGE MANAGEMENT 61
  86. 86. CHANGE PROCESS Preparing for Change (Preparation, assessment and strategy development)Reinforcing Change Managing Change (Data gathering, (Detailed planning andcorrective action and change management recognition) implementation) 62
  87. 87. LEWIN’S CHANGE MODELunfreeze change freeze • Decrease • Facilitate and • Institutionalize strength of old training to and stabilize; values, minimize reinforce the attitudes and resistance change behaviors through new norms and operating procedures 63
  88. 88. KOTTER’S 8 STEP CHANGE MODEL (1-4) • For change to happen you must CREATE URGENCY really want it FORM A POWERFUL • Convince people that change is COALITION necessaryCREATE A VISION FOR • Develop a common vision, one CHANGE that all can grasp and easily remember COMMUNICATE THE • Frequently and Powerfully…be VISION consistent in your message 64
  89. 89. KOTTER’S 8 STEP CHANGE MODEL (4-8) • Develop a structure for changeREMOVE OBSTACLES and continuously check for barriersCREATE SHORT TERM • Nothing motivates more than WINS success BUILD ON THE • Reel change runs deep CHANGE ANCHOR THE CHANGE IN • Make is part of the core of the CORPORATE organization CULTURE 65
  90. 90. REACTION TO CHANGE shock denial frustration depression experimentation decisions integrations 66
  92. 92. Plan well Allow for discussion andCHANGE MANAGERS negotiationsResponsible for garnering Allow for participationsupport for change andovercoming resistance to Emphasize the financial benefitschange. Avoid too much change Gain political support Share successful change Reduce uncertainty Ask questions to involve stakeholders Build strong working relationships 68
  93. 93. When?CHANGE MANAGEMENT 69
  97. 97. ITILInformation Technology Infrastructure Library (ITIL), is a set of practices for IT servicemanagement (ITSM) that focuses on aligning IT services with the needs of business 73
  98. 98. ITIL CHANGE MANAGEMENT TERMINOLOGY (ITILV3 GLOSSARY) Change: Any addition, modification or removal of any entity that may affect on IT services/configuration. Any change in any document is also a part of the scope. Change case: To predict what kind of impact of the proposed change on our environment. It’s important for any change or cost analysis. Change Advisory Board (CAB): It’s a board for change management; they are assessing, prioritizing and scheduling the changes. It has to be presented to all 3rdparties and other business units. Change History: documentation in the database has all information about changes. It’s history for all records. Change model: It’s logical/repeatable method for handling particular change category. It’s predefined steps to make changes for particular item. This type of change does not require approval such as changing password. Change record: It’s a row in the database or spreadsheet. It’s a record for all changes. Request For Change (RFC): Should be stored in Configuration Management System (CMS) even if it’s rejected. Change schedule: It’s a document which contains list of all approved changes and their schedules. It’s called forward schedule of change. Change management: It’s the overall processes and procedures that control the lifecycle of any change. The goal of change management is to have the best change with minimal destruction to the other IT services or the business. 74
  99. 99. Closing & Raffle• Additional Networking Sponsored by TEKsystems Happy Hour Location Titanic Brewery & Restaurant 5813 Ponce De Leon Blvd Coral Gables, FL 33146 (305) 668-1742 (Right next to the University of Miami Baseball Field)• Next Meeting June 21st at Carnival Cruise Lines
  100. 100. Thank You• Find us on Facebook•• Find us on Twitter• @HDI_So_Florida• Find us on LinkedIn