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Feb2007 Kelly Services Hdi Chapter Meeting 020807 Public Domain


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Feb2007 Kelly Services Hdi Chapter Meeting 020807 Public Domain

  1. 1. <ul><li>Welcomes </li></ul>Kelly Services, Inc.
  2. 2. HDI Motown Chapter Meeting Thursday, February 8 th , 2007
  3. 3. Agenda <ul><li>1:00 – 1:15 Gathering & Introduction – Dan Wilson </li></ul><ul><li>1:15 – 2:30 Presentation </li></ul><ul><li>2:30 – 2:50 Break & Networking - All </li></ul><ul><li>2:50 – 3:10 Presentation </li></ul><ul><li>3:10 – 3:30 Q&A “Open Discussion” - All </li></ul><ul><li>3:30 – 4:00 HDI news & Wrap-up - Dan Wilson </li></ul>Setting the Stage for a successful ITIL implementation program “The Transformation of an IT Service Desk”
  4. 4. Kelly Services Overview <ul><li>Kelly Services, Inc. (NASDAQ: KELYA, KELYB) </li></ul><ul><li>Fortune 500 company (ranked 389), HQ in Troy, MI </li></ul><ul><ul><li>8000 FTE Corporate & Field personnel </li></ul></ul><ul><ul><li>Provide employment to 700,000 employees annually </li></ul></ul><ul><ul><li>2006 Revenue, released on 1/25/07, $5.6B (up 6.7%) </li></ul></ul><ul><ul><li>2006 Earnings $63.5MM (62% growth over 05’) </li></ul></ul><ul><ul><li>2005 Revenue up 6.1%, Earnings up 85% </li></ul></ul><ul><ul><li>30 Countries </li></ul></ul><ul><ul><li>New Global Model - 3 Regions (Americas, EMEA, APAC) </li></ul></ul><ul><ul><li>Corporate offices in Troy (HQ), UK, Sidney & Singapore </li></ul></ul><ul><ul><li>Data Center & Help Desk in all 3 regions (4 locations) </li></ul></ul><ul><ul><li>3 Divisions – Commercial, PTSA, Staffing Alternatives </li></ul></ul>
  5. 5. Kelly Services History <ul><li>William Russell Kelly – Founded in Detroit October 7, 1946 </li></ul><ul><li>Became Kelly Girl Services in 1957 </li></ul><ul><li>Public – January 9, 1962 </li></ul><ul><li>International 1968, expanded to Europe in 1972 </li></ul><ul><li>Fortune 500 since 1985 </li></ul><ul><li>Clients – 92% of Fortune 500 & 96% of Fortune 100 </li></ul><ul><li>Ranked 5 th largest in Staffing Services sector </li></ul><ul><li>Opened the “Hotline” in 1976 – First in Industry for Temp Staff </li></ul><ul><ul><li>Originally intended to provide support to the Kelly Temps who were placed on assignment at our clients “How To” questions. </li></ul></ul><ul><li>Allison Everett – Current CIO, appointed 2003 </li></ul>
  6. 6. Information Technology <ul><li>Perception of Kelly Internal IT: </li></ul><ul><ul><li>Processes lacked maturity </li></ul></ul><ul><ul><ul><li>Inefficient, not optimized, antiquated, lacked accountability (RASIC) </li></ul></ul></ul><ul><ul><li>Conflicting roles & priorities – projects vs. production </li></ul></ul><ul><ul><li>Inappropriate use of Metrics & Reporting </li></ul></ul><ul><ul><li>Success based on Heroics (not process maturity) </li></ul></ul><ul><ul><li>IT not viewed as a business enabler or services partner, but as an underling cost or expense </li></ul></ul><ul><ul><li>Who are our Customers? - conflict between Clients, Business Customers and User expectations </li></ul></ul><ul><ul><li>Unresponsive – missed business opportunities </li></ul></ul><ul><ul><li>Need to be more Proactive – lacked IT stewardship – help to solve business challenges through the appropriate use of IT </li></ul></ul><ul><ul><li>Resistant to change – in both process & technology </li></ul></ul><ul><ul><li>Lacked perspective on best practices – how to improve? </li></ul></ul>
  7. 7. ITSM Goals for Kelly? <ul><ul><li>To align IT Services and Capabilities with the current and future needs of the business </li></ul></ul><ul><ul><li>To improve the quality of IT service delivered </li></ul></ul><ul><ul><li>Can we realize cost savings associated with IT service provisioning & support </li></ul></ul><ul><ul><ul><li>channel expense to new projects & service initiatives </li></ul></ul></ul><ul><li>IT Service Management – foundation for ITIL </li></ul>“ Management of IT Services to meet the requirements and expectations of the customer, where services are defined as a set of related and configurable IT components that are assembled in a solution to support one or more business processes. They exists solely to support the business and it’s efficient and effective operation.”
  8. 8. Where to Start? <ul><li>Current Situation Analysis </li></ul><ul><ul><li>Consult with experienced professionals </li></ul></ul><ul><ul><ul><li>Pink Elephant – accelerate knowledge & understanding of ITIL </li></ul></ul></ul><ul><ul><ul><li>INS – Process Maturity Assessment </li></ul></ul></ul><ul><ul><ul><li>Unisys – Master Certified ITIL, Six Sigma Black belts </li></ul></ul></ul><ul><ul><li>ITIL Process Maturity Assessment </li></ul></ul><ul><ul><li>Based on assessment look for Low-Hanging fruit </li></ul></ul><ul><ul><ul><li>What areas are the easiest & quickest ( obvious ) to address </li></ul></ul></ul><ul><ul><ul><li>What areas are most troublesome </li></ul></ul></ul><ul><ul><ul><li>What areas are most visible </li></ul></ul></ul><ul><ul><ul><li>Obtain Quick-wins </li></ul></ul></ul><ul><ul><ul><li>Avoid taking on too big of a task as a first step </li></ul></ul></ul>
  9. 9. <ul><li>IT Service Management Capability Maturity Model </li></ul><ul><li>Assessment model based on the original SEI Capability Maturity Model </li></ul><ul><ul><li>5 levels (Initial, Repeatable, Defined, Managed, Optimized) </li></ul></ul><ul><li>Capability Maturity Model Integration (CMMI) – released 2000 </li></ul><ul><ul><li>5 levels (Initial, Managed, Defined, Quantitatively Managed, Optimized) </li></ul></ul><ul><li>Post ITIL Implementation Assessment Kit </li></ul><ul><li>To establish the extent to which an organization has adopted the OGC ITIL Best Practices </li></ul><ul><ul><li>1 Prerequisites Availability of Minimum Prerequisites to support process activities </li></ul></ul><ul><ul><li>1.5 Management Intent Existence of Organizational Policy, MBO, Strategy, Vision </li></ul></ul><ul><ul><li>2 Process Capability Process Capability – minimum steps defined to execute work </li></ul></ul><ul><ul><li>2.5 Internal Integration Internal IT Integration of processes to fulfill the intent of the process </li></ul></ul><ul><ul><li>3 Products Are all IT Products & Services being produced through the processes </li></ul></ul><ul><ul><li>3.5 Quality Control Review and Verification of process outputs </li></ul></ul><ul><ul><li>4 Management Information IT Governance and Decision based on adequate and timely process information </li></ul></ul><ul><ul><li>4.5 External Integration BPM IT process integration with non-IT Business Units across the enterprise </li></ul></ul><ul><ul><li>5 Customer Interface External Review and Validation of Services and process output to ensure CSAT </li></ul></ul>
  10. 10. ITSM Process Maturity Rosette - example Cover text
  11. 11. ITSM Assessment Sample Questionnaire
  12. 12. ITSM Capability Maturity Model & Six Sigma Integration Disciplined Approach Standard & Consistent Predictable ITIL Framework will only allow you to achieve IT CMM Level 3 Process Management Technique (e.g. Six Sigma) is needed to obtain Process Optimization Continuously Improving Process & Service Quality Variation High Low <ul><li>Initial Unpredictable & Poorly Controlled </li></ul><ul><li>Repeatable Can repeat previously mastered tasks </li></ul><ul><li>Defined Processes characterized, fairly well understood </li></ul><ul><li>Managed Process measured & controlled </li></ul><ul><li>Optimized Focus on process improvement </li></ul>
  13. 13. Where did Kelly begin? <ul><li>IT Service Desk </li></ul><ul><ul><li>People, Process, Technology </li></ul></ul><ul><ul><li>Service Support Model </li></ul></ul><ul><ul><li>Team Structure & Charter </li></ul></ul><ul><ul><li>Incident Management process </li></ul></ul><ul><ul><li>Staffing & Recruiting practices </li></ul></ul><ul><ul><li>Knowledge Management </li></ul></ul><ul><ul><li>Critical Success Factors (CSFs) & Key Performance Indicators (KPIs) </li></ul></ul><ul><ul><li>Metrics & Reporting – BPM & Dashboard </li></ul></ul><ul><li>Problem Management </li></ul><ul><ul><li>Problem Management </li></ul></ul><ul><ul><li>RCA & Corrective Action </li></ul></ul>
  14. 14. IT Governance <ul><li>Vision </li></ul><ul><li>Mission </li></ul><ul><li>Objectives </li></ul><ul><li>Policies </li></ul><ul><li>Principles </li></ul><ul><li>Business Plan </li></ul>Industry Standards & Best Practices Methodologies PM PMI/PMP (PMBOK) SDLC Waterfall RAD/RUP Six Sigma IT Service Management Dimensions Regulatory Compliance Sarbanes-Oxley CISP HIPAA SSNPA ITPA People Process (BPM) Technology Organizational Model COBIT ITIL Deming TQM/KQMS
  15. 15. Why did we start there? <ul><li>“ Hotline” Help Desk - 30 years of evolution </li></ul><ul><ul><li>C3, Help Desk, IT Service Desk </li></ul></ul><ul><ul><li>Extensive shuffling within Kelly for the Hotline </li></ul></ul><ul><ul><li>Cross Functional Help Desk model </li></ul></ul><ul><ul><ul><li>Universal Agents - all agents, all calls, all the time </li></ul></ul></ul><ul><ul><ul><li>“ Jack of all trades, Master of none” </li></ul></ul></ul><ul><ul><li>9 Severity Levels - lost its effect </li></ul></ul><ul><ul><li>Ineffective Functional & Hierarchical Escalation </li></ul></ul><ul><ul><li>No Quality Assurance or Data Integrity checks on KEDB (KM) </li></ul></ul><ul><ul><li>Integrated Incident/Problem management process including notification with RCA on all “urgent” issues regardless of error status. </li></ul></ul><ul><ul><li>Poor service performance – metrics that were below industry norms </li></ul></ul>
  16. 16. The Transformation of an IT Service Desk! <ul><li>No sacred cows – “we changed everything” – significant paradigm shift </li></ul><ul><li>Are we an IT Service Desk or C3? – Charter “SPOC for the support of our IT Services & Solutions” </li></ul><ul><li>Negotiated Service Level Objectives with Senior BU Leaders </li></ul><ul><ul><li>FCR > 75% </li></ul></ul><ul><ul><li>ASA < 45 seconds </li></ul></ul><ul><ul><li>Call Answer Percentage – “70% calls < 45 seconds” </li></ul></ul><ul><ul><li>CAR < 5% </li></ul></ul><ul><ul><li>MTTR – Sev1 (1 hr), Sev2 (4 hrs), Sev3 (24 hours), Sev4 (72 hrs) </li></ul></ul><ul><ul><li>RFS/MAC (5 Business Days) – (24 hours???) </li></ul></ul><ul><li>Transition to a split-functional Service Desk model </li></ul><ul><ul><li>Established 5 core competencies: </li></ul></ul><ul><ul><ul><li>DCE, COTS, Enterprise “ECOTS” (Oracle, PeopleSoft, Notes), Kelly Proprietary Apps, ASP </li></ul></ul></ul><ul><li>Established 2 teams Technical & Business </li></ul><ul><ul><li>Technical – DCE & COTS </li></ul></ul><ul><ul><li>Business – ECOTS, Kelly Proprietary Business Apps, ASP Services </li></ul></ul>
  17. 17. People <ul><li>Restructured Job Descriptions (JDQs) for Analysts </li></ul><ul><ul><li>Went from 3 (Agent, SME, Senior) to 2 (SME, Senior) </li></ul></ul><ul><ul><li>SME - all Agents must have SME status in one or more core competencies </li></ul></ul><ul><ul><li>Seniors – call patterns, parent-child relationships, special cause/common cause, event correlation, review all Sev 1 cases </li></ul></ul><ul><li>Recruit MIS & CIS professionals – changing the makeup of the team overtime </li></ul><ul><li>Springboard into IT – BA, PM, SQA, DBA, Developers, Engineering, Systems Administration, Security </li></ul>
  18. 18. <ul><li>Shift Responsibility </li></ul><ul><ul><li>Transition application & institutional knowledge to Level 1 </li></ul></ul><ul><ul><li>Transfer all Password resets to Level 1 </li></ul></ul><ul><ul><li>Transition Remote Desktop Support responsibilities to Level 1 </li></ul></ul><ul><ul><li>Place Hotline Analysts on TDY assignments and projects </li></ul></ul><ul><li>Employee & Team Recognition </li></ul><ul><ul><li>Highest Call Volume </li></ul></ul><ul><ul><li>Highest Number of Resolved Incidents </li></ul></ul><ul><ul><li>Highest FCR % </li></ul></ul><ul><ul><li>Established Recognition & Suggestions email address </li></ul></ul><ul><ul><li>Healthy “Fun” Team Competition </li></ul></ul>People
  19. 19. Process Improvements <ul><li>IM Process </li></ul><ul><ul><li>2 nd Level Case Ownership – Functional Escalation through Case/Sub-case capability </li></ul></ul><ul><ul><li>Parent/Child Case Management capabilities </li></ul></ul><ul><ul><li>Recognition/Identification of Common Cause & Special Cause cases </li></ul></ul><ul><ul><li>SLOs for MTTR including process provisions for hierarchical escalation </li></ul></ul><ul><ul><li>Incident Notification </li></ul></ul><ul><ul><ul><li>IT </li></ul></ul></ul><ul><ul><ul><li>Customer (Kelly BUs) </li></ul></ul></ul><ul><ul><li>Introduction of Severity based on </li></ul></ul><ul><ul><ul><li>Scope – objective </li></ul></ul></ul><ul><ul><ul><li>Impact – subjective </li></ul></ul></ul><ul><ul><li>Weekly Operational Review: </li></ul></ul><ul><ul><ul><li>Performance Measurements </li></ul></ul></ul><ul><ul><ul><li>Case Volumes </li></ul></ul></ul><ul><ul><ul><li>Case Correlation to Change & Release </li></ul></ul></ul><ul><ul><ul><li>Detailed review of all Sev1 cases </li></ul></ul></ul>
  20. 20. Process Improvements <ul><li>PM Process </li></ul><ul><ul><li>Identification of Unknown errors stemming from Sev1 incidents </li></ul></ul><ul><ul><li>Pattern Recognition – high volume trending </li></ul></ul><ul><ul><li>Introduction of Knowledge Management, Problem Manager and Problem Analysts roles </li></ul></ul><ul><ul><li>Adoption of Ishikawa “Cause/Effect” & 5 Whys method for RCA </li></ul></ul><ul><ul><li>Error Control – KEDB, Corrective Action </li></ul></ul><ul><li>PM SLOs </li></ul><ul><ul><li>RCA performed on all problem cases within 5 business days </li></ul></ul><ul><ul><li>75% incident resolution due to accurate error control and solutions (work-arounds) in the KEDB </li></ul></ul><ul><ul><li>Reduce Number of Incidents per user per month to 1.5 </li></ul></ul><ul><ul><li>Percentage of repeat Problem Cases as a result of misdiagnosis of Root Cause or ineffective Corrective Action </li></ul></ul><ul><li>Dashboard </li></ul><ul><ul><li>Visibility into SLOs (CSFs & KPIs) </li></ul></ul><ul><ul><li>Share the news – both good and bad </li></ul></ul><ul><ul><li>Demonstrate the value of solid management practices based on metrics and data analytics </li></ul></ul>
  21. 21. Technology <ul><li>Restructure ACD </li></ul><ul><ul><li>Revised menu options </li></ul></ul><ul><ul><ul><li>Introduced more options – 9 specific to our services with highest call volume at the beginning </li></ul></ul></ul><ul><ul><ul><li>Introduced more call numbers – Based on user constituencies & clients </li></ul></ul></ul><ul><ul><ul><li>Restructured agent prioritization and overflow handling </li></ul></ul></ul><ul><li>Modify Clarify CHD to allow Case/Sub-Case, Parent Child, Auto User Notification </li></ul><ul><li>CSI & User Survey integration </li></ul><ul><li>Enable use of Remote Assistance & Remote Desktop </li></ul><ul><li>Severity 1 broadcast messaging on Kelly Intranet – “Kellyweb” </li></ul><ul><li>Roadmap for Service Desk Tools Architecture </li></ul><ul><ul><li>Auto Quality Assurance Monitoring </li></ul></ul><ul><ul><li>Resource Management </li></ul></ul><ul><ul><li>CTI – Desktop Management, Asset Management & User Profile Integration </li></ul></ul>
  22. 22. <ul><li>Kelly IT Resources business unit established in 1999 </li></ul><ul><li>2005 total revenue of $280 million </li></ul><ul><li>Current workforce consists of more than 8000 IT professionals </li></ul><ul><li>Over 40 dedicated Kelly IT Resources branches domestically </li></ul><ul><li>International operations (Canada, France, Netherlands, Russia and Singapore) </li></ul><ul><li>Contract Staffing (contract, contract to direct, direct hire) </li></ul><ul><li>Group Staffing and Human Capital Management </li></ul><ul><li>Master Vendor or Managed Service Provider </li></ul><ul><li>Project Solutions </li></ul><ul><ul><li>Help Desk (IT technical call centers) </li></ul></ul><ul><ul><li>Technology Deployments </li></ul></ul><ul><ul><li>Staff Augmentation (Support, Development) </li></ul></ul><ul><ul><li>Project Management </li></ul></ul>Kelly IT Resources – “KITR” Business Unit Joseph M. Licavoli Sales Manager (248) 404-9567
  23. 23. US Branch Locations West Region Central Region Southeast Region Northeast Region
  24. 24. KITR – IT Classification Breakdown 2005 KITR Employees
  25. 25. KITR Resources Industry Segmentation 2005 Industry Segmentation
  26. 26. Break & Network 2:30 – 2:50
  27. 27. Hotline Statistics- U.S. Based Operations <ul><li>Monday-Friday, 5:30 AM to 8:30 PM </li></ul><ul><li>15 Technical Team Analysts </li></ul><ul><li>15 Business Team Analysts </li></ul><ul><li>2 Supervisors </li></ul><ul><li>35,000 of users </li></ul><ul><li>150 Applications </li></ul><ul><li>User Constituencies: Full Time Branch, Kelly Temps, Clients, Vendors, Corporate Customers </li></ul><ul><li>Call Volume-2006 Average 3881/week </li></ul><ul><li>Case Volume-2006 Average 3440/week </li></ul><ul><li>Email Volume-2006 Average 319/week </li></ul>
  28. 28. Performance Based Improvements <ul><li>Revised Quality Monitoring-subjective vs. objective, higher points on “key” points of call and case </li></ul><ul><li>Revised Work Instructions and process flows-designed to mirror ITIL Incident Management process </li></ul><ul><li>Implemented monthly stat sheet-emphasis on key performance metrics (productivity, quality score, wrap up time, tardiness) </li></ul><ul><li>Autonomy to make more decisions and track call patterns </li></ul><ul><li>Assignment of Projects to Analysts </li></ul><ul><li>In Process: Defining Senior Analyst role to include more leadership responsibility </li></ul><ul><li>Monthly Employee Awards-metrics based recognition honoring two of the following categories drawn randomly: wrap up time, number of calls answered, highest quality monitor score, highest productivity, highest score on monthly stat sheet, highest call resolution percentage </li></ul>
  29. 29. Additional Changes <ul><li>Changed phone scripting and prompts </li></ul><ul><li>Repaired SYMON display boards </li></ul><ul><li>Repaired SYMON Desktop displays </li></ul><ul><li>Developed process and “mindset” to answer inbound calls first and foremost </li></ul><ul><li>Charged Seniors with queue monitoring </li></ul><ul><li>Technical Team created “quads” </li></ul><ul><li>Strengthen core competencies in individuals-Notes SME, RA/RD SME </li></ul>
  30. 30. Hotline IT Service Desk Improvements 65% 60% 55% N/A 70%<45 Seconds Speed to Answer Call Percentage 70 Seconds 84 Seconds 108 Seconds 126 Seconds 45 Seconds Avg. Speed to Answer 11% 13% 16% 23% 5% Call Abandon Rate 82% 78% 74% 58% 75% First Call Resolution 4 th Qtr. 2006 Average Avg. since June 3, 2006 2006 Average 2005 Average ITIL Based Service Level Objective SLO
  31. 31. IT Infrastructure Operations & Services ITIL Service Support Dashboard For Week Ending 2/3/2007
  32. 32. Plans for 2007 <ul><li>Change Management Module </li></ul><ul><ul><li>expanding the role of the CAB </li></ul></ul><ul><ul><li>Enforce compliance to the CM process, process rigor </li></ul></ul><ul><li>Service Level Management </li></ul><ul><ul><li>SLA template based on Performance, Availability, Quality & Security - complete </li></ul></ul><ul><ul><li>OLA templates for inter-functional departmental services </li></ul></ul><ul><li>Availability Management </li></ul><ul><ul><li>Business Service Management – complete tools architecture </li></ul></ul><ul><ul><li>End User Experience (EUE) – Application Performance Monitoring </li></ul></ul><ul><ul><ul><li>Synthetic Transaction Monitoring </li></ul></ul></ul><ul><ul><ul><li>Passive Monitoring and Performance Baselining using “real” network traffic </li></ul></ul></ul><ul><ul><ul><li>External monitoring of our ASP and Managed Hosting Vendors </li></ul></ul></ul><ul><li>Enterprise Operations Command Center </li></ul><ul><ul><li>Virtual centralization of “support” functions </li></ul></ul><ul><ul><li>Separation of Duties </li></ul></ul><ul><ul><li>Audit Compliance </li></ul></ul><ul><ul><li>Dashboard monitoring of IT Services & Solutions </li></ul></ul><ul><ul><li>Proactive “trend-based” alerting </li></ul></ul>
  33. 33. <ul><li>Questions </li></ul><ul><li>& </li></ul><ul><li>Answers </li></ul>
  34. 34. <ul><li>HDI News & Wrap-up </li></ul><ul><li>Dan Wilson </li></ul>
  35. 35. <ul><li>Thank You! </li></ul><ul><li>for inviting </li></ul><ul><li>to host the </li></ul><ul><li>February HDI Meeting </li></ul>Kelly Services, Inc. “Kelly Talent”