Coping and Leading the Change Rapid and breathtaking technology advances are forcing radical changes in how IT delivers serviced, the Service Desk supports these services and the business utilizes these services. "If you don't like change, you'll like irrelevance even less" stated four-star US General (Ret.) Eric Shineski reflecting on the consequences of not embracing change. This session explores the impact of rapidly changing technology and business trends on the Service Desk strategy, structure, services, processes, tools and most importantly – the Service Desk professionals. In coping with this accelerated change, Service Desk leaders must take action now. McGarahan will share lessons learned from Service Desks who are incorporating practices in supporting mobility, social knowledge, multi-generational and cultural customers, virtual and cloud computing and the change in service level expectations. Please join Peter McGarahan he relates insights into:
• The urgent and undeniable need for Service Desk leaders to assess their current strategy, structure, services and skills against the current realities of business and technology advances.
• Recent game-changing developments, including virtual and cloud computing (hosted services and software solutions) mobile computing, strategic sourcing, and remote / virtual workers.
• The resulting impact in designing services with the customer top-of-mind, delivering resolution closest to the customer and knowledge at the ‘speed of conversation’ by integrating best practices with the tools, people, and existing processes.
Is the Service desk the future of the success of your business, does it hold the leaders of the future.
Damian's presentation shares the NTT Data story with examples of how they have transformed an internal IT function into a Business Focussed Service Centre.
Every aspect of the service desk has changed in recent years: people, processes, and technology; the use of data, information, and knowledge; and, perhaps most dramatically, users. Today’s technology users are increasingly savvy and self-sufficient. In this session, we explore the strategies companies are using to address trends like social support, mobile support, self-service and self-help, BYOD, and cloud computing.
Coping and Leading the Change Rapid and breathtaking technology advances are forcing radical changes in how IT delivers serviced, the Service Desk supports these services and the business utilizes these services. "If you don't like change, you'll like irrelevance even less" stated four-star US General (Ret.) Eric Shineski reflecting on the consequences of not embracing change. This session explores the impact of rapidly changing technology and business trends on the Service Desk strategy, structure, services, processes, tools and most importantly – the Service Desk professionals. In coping with this accelerated change, Service Desk leaders must take action now. McGarahan will share lessons learned from Service Desks who are incorporating practices in supporting mobility, social knowledge, multi-generational and cultural customers, virtual and cloud computing and the change in service level expectations. Please join Peter McGarahan he relates insights into:
• The urgent and undeniable need for Service Desk leaders to assess their current strategy, structure, services and skills against the current realities of business and technology advances.
• Recent game-changing developments, including virtual and cloud computing (hosted services and software solutions) mobile computing, strategic sourcing, and remote / virtual workers.
• The resulting impact in designing services with the customer top-of-mind, delivering resolution closest to the customer and knowledge at the ‘speed of conversation’ by integrating best practices with the tools, people, and existing processes.
Is the Service desk the future of the success of your business, does it hold the leaders of the future.
Damian's presentation shares the NTT Data story with examples of how they have transformed an internal IT function into a Business Focussed Service Centre.
Every aspect of the service desk has changed in recent years: people, processes, and technology; the use of data, information, and knowledge; and, perhaps most dramatically, users. Today’s technology users are increasingly savvy and self-sufficient. In this session, we explore the strategies companies are using to address trends like social support, mobile support, self-service and self-help, BYOD, and cloud computing.
Top 3 Help Desk Challenges & What You Can Do About ThemSolarWinds
Learn more about the Top 3 Help Desk Challenges and how you can best tackle them.
-- Difficulty of Handling Growing Ticket Volume
-- Complexity of Managing the Ticketing Process
-- Lack of Proper Reporting & Metrics
Modern Enterprise Service Management: Which Vendor is Right for Your Business?EasyVista
In tomorrow’s “Everything-as-a-Service World” there will not be a one-size-fits-all approach to selecting the best service management partners for your business. What’s just right for you might be completely wrong for someone else. What is certain is that choosing tomorrow’s ITSM platform based on yesterday’s requirements is a recipe for disaster. So what should you be planning for and who should you be considering?
Pink Elephant’s George Spalding dives into some of the trends shaping the industry. Joining him is Dennis Callaghan, Senior Enterprise Software Analyst with 451 Research, who reviews the current vendor landscape and highlights the “best fit” based on business needs.
Topics discussed:
- “SaaS or On Premise?” – the advantages to both, and to choice
- Vendor/Client “Culture Match” – the importance of find the right strategic fit runs deeper than just the technology
- Best of Breed vs. All-in-One” – understanding the pro’s and con’s
- “Customize vs. Vanilla Install” – what’s preferred, and what’s realistic
- “Future Proof” – a checklist to ensure long term success, not just short term gain
This webinar concludes with Russel Jesski, IT Director with FCCI Insurance. Russel will share the process his firm went through, and why they chose to partner with EasyVista.
For the full webinar replay on this topic, please watch the accompanying YouTube video.
Enterprise Service Management: Improving Service Delivery Across the BusinessIvanti
Do other departments in your organization ask IT how you've improved your service delivery? Departments such as HR, Facilities and Business Services also offer employee services that can be created, requested, or updated but are often difficult to find or require many manual steps to fulfill. Join us to hear how one of the world's largest staffing companies is leveraging their ITSM solution and working with other departments to improve the delivery of non-IT services for a more consistent, engaging and satisfying user experience.
Leadership Strategies for High Performance Contact CentresTina Arora
This Presentation was prepared & shared by me as a Guest Speaker at a Conference on 'Customer Experience and Service Quality Excellence', organised by Gripel (www.gripel.com), on 27 and 28 May 2011.
The service desk as a strategic functionHigherEdITMgt
Service Desks are traditionally thought of as a cost center–something to outsource or to minimize.
This presentation will review why Service Desks are thought of as cost centers, and argue for thinking about your Service Desk as a potential area for investment.
Why invest in the Service Desk? The Service Desk triggers expensive IT processes. The Service Desk is the face of IT–and customer stories affect perception more than service level reviews. Many internal IT areas lack the voice of the customer; the Service Desk is one of the few areas that can speak credibly on behalf of the customer. The information collected by the Service Desk can identify potential opportunities for continual service improvement, grounded in the user experience.
This presentation provides a practical view into call centre quality assurance procedures.
It suggest certain actions to be undertaken to ensure a effiecient implementation of the practices
Network Support and IT Maintenance in Thailand
Reduced Cost
Potential eliminating of costs
CONTINUITY of your IT and therefore your business;
Access to a full team of experts.
Improved IT skills
No need for recruitment;
Access to skilled IT engineers
You always have a highly-trained team on hand at all times.
Improved Productivity:
Using latest technology for your business needs:
Getting value added services
Presentation for #TFT12: ITSM Goodness: Never mind all the theory and industry debate about ITIL and Cloud and Mobile and BYOD and all that.
This session from Barclay Rae (ITSMTV's pundit, the Service Desk Inspector and ITSM consultant) is packed with lots of simple tips, ideas and reflections on how to be practically successful with ITSM. Pies might also be mentioned.
See Barclay's TFT speaker Pinterest board: http://pinterest.com/servicedesk/barclay-rae/
Slides from workshop focused on service management excellence and end user experience measurement.
Sessions:
1. Service Management Process Automation, with Bright Horse
2. Enlightened Executives, with CitrusCollab
3. From SLA to XLA: Re-Thinking End-User KPIs, with Nexthink
4. Adopting an Experience Mind-Set, with G2G3
3. Great Customer Service is The Experience, with Chris Markiewicz
Follow these 7 habits to optimize your service delivery operations and processes.
This article was written by CSDP’s CEO, Jerry Edinger and it originally appeared in Field Technologies Magazine in February, 2013. The 7 Habits of Highly Effective People, published in 1989 by Stephen R. Covey, provides great insights, and many of the ideas in the book can be translated to field service. This presentation presents the 7 habits of highly successful field service organizations.
1. Deliver Proactive Service
Analytics can help by utilizing information gained from companies with the same products or profiles. This careful data analysis paired with proper use of your service lifecycle management software can uncover trends and ways to differentiate your service.
For example, say several companies experience a breakage with a certain machine component after the usage has reached a certain number of cycles. You know this component is expensive to replace, but that it can be repaired cheaper before it reaches maximum usage. Therefore, you can proactively service the machines with the problem component before it needs to be replaced.
2. Begin and End With Customer Feedback
Many companies collect customer feedback and some of them use the feedback to take care of immediate concerns. However, very few companies actually take their gathered feedback and bring it into their service lifecycle management system to analyze the data, take action, and close the loop with the customer.
By combining customer satisfaction, service, and operational information, companies are able to take immediate action on customer feedback and address underlying operational issues that may be adding cost or draining resources.
3. Prioritize Your Contract Renewals & Process
Many companies have warranty, contract, and other entitlement data in multiple systems that are not connected. It is imperative to connect those systems (watch case study video) or use a service lifecycle management solution that uses entitlements as the foundation of the system.
You can then put safeguards in place to be notified when a contract is due or send automatic invoices based on renewal dates, so your service organization will never miss a contract up for renewal again. And with contract information readily available, service staff can recognize out-of-contract and out-of-warranty circumstances.
4. Think Mobility
Your field technicians need to have access to your field service software while on-site in order to know the customer’s products and services purchase history. Armed with this information, technicians can do things like identify recurring service issues and recommend replacements or upgrades or have alerts sent to the sales/account manager about up-sell opportunities.
5. Understand Your Parts Inventory
6. Synergize Your People, Processes, and Technology
7. Sharpen Your Dispatch and Scheduling
PPT is based on CRM Voice & CCE course in Skill India, It also includes topics like Time, Anger, Stress & Team Management, Plus an added Financial Litercay, Creativity & Entrepreneurship content & Work Ethics
Top 3 Help Desk Challenges & What You Can Do About ThemSolarWinds
Learn more about the Top 3 Help Desk Challenges and how you can best tackle them.
-- Difficulty of Handling Growing Ticket Volume
-- Complexity of Managing the Ticketing Process
-- Lack of Proper Reporting & Metrics
Modern Enterprise Service Management: Which Vendor is Right for Your Business?EasyVista
In tomorrow’s “Everything-as-a-Service World” there will not be a one-size-fits-all approach to selecting the best service management partners for your business. What’s just right for you might be completely wrong for someone else. What is certain is that choosing tomorrow’s ITSM platform based on yesterday’s requirements is a recipe for disaster. So what should you be planning for and who should you be considering?
Pink Elephant’s George Spalding dives into some of the trends shaping the industry. Joining him is Dennis Callaghan, Senior Enterprise Software Analyst with 451 Research, who reviews the current vendor landscape and highlights the “best fit” based on business needs.
Topics discussed:
- “SaaS or On Premise?” – the advantages to both, and to choice
- Vendor/Client “Culture Match” – the importance of find the right strategic fit runs deeper than just the technology
- Best of Breed vs. All-in-One” – understanding the pro’s and con’s
- “Customize vs. Vanilla Install” – what’s preferred, and what’s realistic
- “Future Proof” – a checklist to ensure long term success, not just short term gain
This webinar concludes with Russel Jesski, IT Director with FCCI Insurance. Russel will share the process his firm went through, and why they chose to partner with EasyVista.
For the full webinar replay on this topic, please watch the accompanying YouTube video.
Enterprise Service Management: Improving Service Delivery Across the BusinessIvanti
Do other departments in your organization ask IT how you've improved your service delivery? Departments such as HR, Facilities and Business Services also offer employee services that can be created, requested, or updated but are often difficult to find or require many manual steps to fulfill. Join us to hear how one of the world's largest staffing companies is leveraging their ITSM solution and working with other departments to improve the delivery of non-IT services for a more consistent, engaging and satisfying user experience.
Leadership Strategies for High Performance Contact CentresTina Arora
This Presentation was prepared & shared by me as a Guest Speaker at a Conference on 'Customer Experience and Service Quality Excellence', organised by Gripel (www.gripel.com), on 27 and 28 May 2011.
The service desk as a strategic functionHigherEdITMgt
Service Desks are traditionally thought of as a cost center–something to outsource or to minimize.
This presentation will review why Service Desks are thought of as cost centers, and argue for thinking about your Service Desk as a potential area for investment.
Why invest in the Service Desk? The Service Desk triggers expensive IT processes. The Service Desk is the face of IT–and customer stories affect perception more than service level reviews. Many internal IT areas lack the voice of the customer; the Service Desk is one of the few areas that can speak credibly on behalf of the customer. The information collected by the Service Desk can identify potential opportunities for continual service improvement, grounded in the user experience.
This presentation provides a practical view into call centre quality assurance procedures.
It suggest certain actions to be undertaken to ensure a effiecient implementation of the practices
Network Support and IT Maintenance in Thailand
Reduced Cost
Potential eliminating of costs
CONTINUITY of your IT and therefore your business;
Access to a full team of experts.
Improved IT skills
No need for recruitment;
Access to skilled IT engineers
You always have a highly-trained team on hand at all times.
Improved Productivity:
Using latest technology for your business needs:
Getting value added services
Presentation for #TFT12: ITSM Goodness: Never mind all the theory and industry debate about ITIL and Cloud and Mobile and BYOD and all that.
This session from Barclay Rae (ITSMTV's pundit, the Service Desk Inspector and ITSM consultant) is packed with lots of simple tips, ideas and reflections on how to be practically successful with ITSM. Pies might also be mentioned.
See Barclay's TFT speaker Pinterest board: http://pinterest.com/servicedesk/barclay-rae/
Slides from workshop focused on service management excellence and end user experience measurement.
Sessions:
1. Service Management Process Automation, with Bright Horse
2. Enlightened Executives, with CitrusCollab
3. From SLA to XLA: Re-Thinking End-User KPIs, with Nexthink
4. Adopting an Experience Mind-Set, with G2G3
3. Great Customer Service is The Experience, with Chris Markiewicz
Follow these 7 habits to optimize your service delivery operations and processes.
This article was written by CSDP’s CEO, Jerry Edinger and it originally appeared in Field Technologies Magazine in February, 2013. The 7 Habits of Highly Effective People, published in 1989 by Stephen R. Covey, provides great insights, and many of the ideas in the book can be translated to field service. This presentation presents the 7 habits of highly successful field service organizations.
1. Deliver Proactive Service
Analytics can help by utilizing information gained from companies with the same products or profiles. This careful data analysis paired with proper use of your service lifecycle management software can uncover trends and ways to differentiate your service.
For example, say several companies experience a breakage with a certain machine component after the usage has reached a certain number of cycles. You know this component is expensive to replace, but that it can be repaired cheaper before it reaches maximum usage. Therefore, you can proactively service the machines with the problem component before it needs to be replaced.
2. Begin and End With Customer Feedback
Many companies collect customer feedback and some of them use the feedback to take care of immediate concerns. However, very few companies actually take their gathered feedback and bring it into their service lifecycle management system to analyze the data, take action, and close the loop with the customer.
By combining customer satisfaction, service, and operational information, companies are able to take immediate action on customer feedback and address underlying operational issues that may be adding cost or draining resources.
3. Prioritize Your Contract Renewals & Process
Many companies have warranty, contract, and other entitlement data in multiple systems that are not connected. It is imperative to connect those systems (watch case study video) or use a service lifecycle management solution that uses entitlements as the foundation of the system.
You can then put safeguards in place to be notified when a contract is due or send automatic invoices based on renewal dates, so your service organization will never miss a contract up for renewal again. And with contract information readily available, service staff can recognize out-of-contract and out-of-warranty circumstances.
4. Think Mobility
Your field technicians need to have access to your field service software while on-site in order to know the customer’s products and services purchase history. Armed with this information, technicians can do things like identify recurring service issues and recommend replacements or upgrades or have alerts sent to the sales/account manager about up-sell opportunities.
5. Understand Your Parts Inventory
6. Synergize Your People, Processes, and Technology
7. Sharpen Your Dispatch and Scheduling
PPT is based on CRM Voice & CCE course in Skill India, It also includes topics like Time, Anger, Stress & Team Management, Plus an added Financial Litercay, Creativity & Entrepreneurship content & Work Ethics
How Judson ISD Implemented and Tracks IT Metrics & Key Performance IndicatorsSteve Young
This presentation looks at the challenges around all the information technology staff sift through daily (or don’t as the case may be.) Judson ISD wanted to better track what it was doing and how it was doing, so we developed a web application KPI Dashboard to help our staff and customers see how our services and our staff are performing.
Running a high-performance Service Desk requires IT organizations to develop multiple capabilities around Knowledge Management, Training, Quality, Reporting & Innovation that they typically lack the scale, focus, or money to build and maintain on their own.
A lot of CIOs that are looking to outsource their help desk initially target the very obvious pain points that outsourcing can solve for them, including the rising IT labor costs and talent shortages in the US. But what about quality and continuous improvement?
Join our panel of experts on April 27th to learn the key hidden benefits of help desk outsourcing and how organizations are leveraging Auxis’ Help Desk Center of Excellence (“COE”) to get the required supporting functions that they cannot afford to ensure steady and reliable levels of service.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
Your Challenge
Service desk managers with immature service desk processes struggle with:
Low business satisfaction.
High cost to resolve incidents and implement requests.
Confused and unhappy end users.
High ticket volumes and a lack of root-cause analysis to reduce recurring issues.
Wasted IT time and wages resolving the same issues time and again.
Ineffective demand planning.
Our Advice
Critical Insight
Don’t be fooled by a tool that’s new. A new service desk tool alone won’t solve the problem. Service desk maturity improvements depend on putting in place the right people and processes to support the technology.
Service desk improvement is an exercise in organizational change. Engage specialists across the IT organization in building the solution, and emphasize how everyone stands to benefit from the initiative.
Organizations are sometimes tempted to track their work under a single ticket type. Unfortunately, the practice obscures the fact that incidents, requests, and projects require radically different amounts of time and resources, and can create the impression that IT is underperforming. Distinguish between incidents, requests, and projects, and design specific processes to support and track the performance of each activity.
Remember, the value of any IT service management (ITSM) tool is a function of the processes it supports and the adoption of those processes. The ITSM tool with the best functionality is worth little if you do not build the right processes, configure the tool to support them, and work to improve tool adoption in your organization.
Impact and Result
Increase business satisfaction.
Reduce recurring issues and ticket volumes.
Reduce average incident resolution time and average request implementation time.
Increase efficiency and lower operating costs.
Enhance demand planning.
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How technology and innovative processes can make your legal team more efficientEversheds Sutherland
It has never been a more exciting or challenging time to be an in-house lawyer or delivering legal work in-house. We will explore some of the key challenges and latest trends for delivering in-house legal work including; delivering more for less, increasing strategic focus, risk management, the use of technology, future planning and the increasing demand from the business to demonstrate value.
GSS America\'s Workplace Services aim at equipping customer’s business with round-the-clock support, through its Global Operations Command Center (GOCC). Its comprehensive range of workplace services gives customers the ability to reduce their costs and improve their service levels. GSS intends to help global enterprises cut down on their infrastructure maintenance costs and provide access to expert skills.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Chapter 3 - Islamic Banking Products and Services.pptx
Reengineering helpdesk
1. Reengineering an Information Management Help Desk “a quality improvement process” MAJ Louis Schwartz, CPHIMS
2. The process we used to achieve a marked improvement in our Facilities Information Management Help Desk. “ Analysis, Survey, Feedback” “ Gathering Information” “ Define the Problem” “ Make a Tentative Plan” “ Implementing the Plan”
3.
4. Staffing Model TOTAL 45.65 31 4 Model developed by Booz, Allen, & Hamilton for US Army Medical Command Information Mgt. Staff Component Formula Study Recommendation Actual Staffing Application Support Based on 8 common Dept. of Defense systems 6.31 9 Network Administration 1 technician per 200 users 10 3 E-Mail Administration 1 technician per 1000 users 2 1 Help Desk Support (troubleshooter) 1 analyst per 150 users 20 7 Desktop Support (hardware) 1 technician per 500 devices 4 4 Voice Communications Support 1 technician per 1000 devices 2.5 2 Video Conference Support Management 1 technician per 80 Video Tele-Conferences per month .75 1
5.
6. Information Mgt. Division (IMD) Needs Assessment 4. a. How do you rate the support you receive from Information Management Division in the following areas (where applicable): ( 1 – very satisfied, 2 – satisfied, 3 – somewhat dissatisfied, 4 – dissatisfied, X – not applicable) Help Desk Support Information Desk Telephone Service End User Computing Center Medical TV Medical Illustration/Graphics Photographic Services Video Teleconferencing Forms, Printing and Publications Systems Support (e.g., ADS, CHCS) IMD-Sponsored Training Mail Services Self-Help Distribution Systems Order Processing, Approval, and Advice
7. Average time to complete IM office automation requests JAN- JUL 99 prior to start of project Snapshot in time 5.4 days Average
9. “ Happy with our quality of service but our response time is slow”
10. Internal Process Analysis How to get service from IMD Customer request is completed Type of request Multiple methods of problem and support, tracking, analysis, and resolution: manually, telephonic, and computer assisted Determine which section handles request Military Health Computer Systems Office Automation E-Mail Audio/Visual Phones Enterprise Clinical Information System (CHCS) Medical Illustration
11. Root Problem five elements that effect customer service limited home grown database Office Automation (OA) help desk manual processes Admin. Service manual closeouts not done by service provider OA help desk No tracking DOD Systems tracking Work order Assignment inefficient OA help desk, Admin. Service, DOD Systems No consolidated knowledge base DOD Systems OA help desk No automatic trend analysis All analysis Multiple phone numbers to call All Limited Information for customer Admin, DOD Systems, OA help desk reporting multiple pieces of equipment & software to service OA help desk DOD Systems limited cross-training All training limited numbers All personnel Slow Resolution Time
12.
13. Team Members Management Section Leaders Computer Analysts Outside Advisor Staff Members Civilian Contractors Military
14.
15.
16.
17.
18.
19. Implementing the Plan New office One number to call Server upgrade/PCs & phones/Problem Mgt System Reorganization and additional personnel NT and Magic Software Documentation and streamline processes Intranet and management marketing better customer resolution time space telephones equipment personnel training processes
Why this topic? As a new director of Information Systems I was given a requirement to improve the ability of our hospital staff to get prompt service from our two help desks, clinical information systems, and our administrative information systems help desk. Though the entire process took over a year, I learned many valuable lessons which are important in solving not only information technology problems, but, systems process problems in any type of service organization. Having served as the plans and resources officer, within the Information Management Division, I luckily had some insight as to the process and methods the Information Systems Branch used to resolve customer problems. In addition, the Chief Information Officer wanted some immediate resolutions, so I made the decision early on to modify the problem solving process I chose by limiting the number of personnel involved in developing and gathering data, and making a tentative plan. I chose this to speed the process, but I took some risk in that they would not have as much say in the plan (buy-in). Another variable was I was the new boss, and many employees were not yet comfortable with my leadership style.
Although the process as depicted on the slide is recommended, the slide doesn’t depict the amount of time spent on each step. Based on my experience, I believe that gathering information is the most important step because all other steps come from what your team or individuals find. Therefore we spent the majority of our first few months just gathering data, so we could truly define our problem - which set the scope of the project.
Again, I believe this is the most important step. From our analysis, the problems - or should I say, - the opportunities clearly stood out and really determined our course of action. From the staffing model and benchmarking a baseline of where our organization should be was established. O bservations , interviews, needs assessment, and analysis products produced where we actually were.
Our higher headquarters provided the medical facilities within the Army like us, a staffing model to compare our organization. Although the definitions of the components did not always exactly match our organization personnel job descriptions, it did show, without question, the need for more help desk support personnel. I also realized, I had to get management involved in resolving customer problems. The chart illustrates we had four management personnel that provided little support to the customer. Although it is not part of this presentation, we realized later that we needed another mail administrator. Then we cross trained all of our System Administrators to be mail administrators. This has significantly decreased the time it takes to create new email accounts .
Benchmarking was an “eye opener” for me. I had worked with an individual that moved from an IS shop at an energy plant to our hospital. He had a vast amount of experience and loved to share his knowledge. From him, I learned what a help desk must have to be successful. Such things as remote seat management, a web based problem resolution system, a multi-phone system. We also learned the industry standard for customer resolution at the time was one hour. In addition, I looked to a major Information Management magazine that ranked organizations based on employee satisfaction and cemented in me the four areas under the employees bullet above: Flextime, Education Opportunities, Stability, Promotion Potential.
We used our I.M.D. Needs Assessment to gauge our customer’s satisfaction. We post this survey on our intranet annually. This assessment is a J.C.A.H.O. requirement. (If you would like a copy of our entire survey please email me)
The C.I.O. took data from our customer problem access database to devise the pie chart above. This information was critical in seeing where we were. The industry standard is one hour, so when we saw we were at 5.4 business days, we truly realized we had a problem ( Houston we have a problem ) . This showed us where we need to be but not how to get there. We took the information from bench marking and the staff model to figure out how to get there.
This slide depicts where the organization was early in the project. We publish this graph every week so our staff can see where we are so they could try and positively effect it. This graph shows the opposite of what we wanted. The red bars are the total number of open requests and the blue are the age (time opened) of the customer requests. We wanted the majority of customer problems opened between 4 hrs and 1 business day and few to none after that. This graph depicts about 40% of our work was still opened after 5 days. Later in the presentation you will see where we currently are.
This data was generated by our I.M.D. Needs Assessment. The data told us our staff could do its job (for customers PC’s), but we could tell it was taking too long for our work orders to be completed based on the research we did with our own problem tracking database.
From our I nternal Process analysis, the need for stream lining how a customer gets service jumped out at us. We had numerous methods to resolve customer problems; everything from word of mouth, and or manual processing to a limited automated process. A prime example of this type of problem was : was getting a wall plate to be activated. A helpdesk technician had to hunt down a network engineer to activate it. This required the technician to stop his work, go and find an engineer and activate the wall plate. Through the process of streamlining, we assigned a Network Engineer to provide a beeper number to the help desk technicians in order to dispatch the network enigneer. The idea state which we incorporated in our system later was the process of referring the work through our web based system to the network section. With little work and straight forward solutions we dramatically decreased the time required to perform simples processes.
We performed a root problem analysis on slow resolution time, what we found where their we common problems among numerous areas within the branches of the resolution tree which effected many of the same areas within the organization. So if we could find a product that addressed multiple areas we could address multiple opportunities with one item. These like areas, shown above, validated our benchmarking specific product type we were in search of, a web-based problem resolution system .
Because we spent a lot of time gathering data, and a lot of our opportunities jumped out at us during the first phase of the process. We were able to make a very relevant opportunity statement. We looked for people to be on the team that would foster the process.
Not only did we want to bring in members from different levels within the organization, but also different “types” of people. This is particularly difficult in a military healthcare organization because of the wide variety of folks.
At this point we developed an opportunity statement as depicted above. Although we had a very good idea of what our problem was, we wanted and needed buy-in by the folks that were going to be doing the work and using the system. In order to get that buy-in we showed them our “gap analysis” motivating them so they could develop the statement above. This statement was our vision and a charter for the Information Technology Branch. It caused us to focus on root problems so we wouldn’t stray from the goal.
In making a plan we used the following: Semper Gumbie – “always flexible”. Based on our analysis our team knew which way to go, but because we are an operation shop we had our daily workload and projects which affected the timeline and priority for our action items. Therefore, it’s important to know timeline and priorities might change but the opportunity statement of the group shouldn’t.
We listed the action items. The things we need to do, “the honey do list”. Then we combed the list for redundancy and missing items.
This to do list had to be prioritized. Priority is generally dictated by funding and the need for approval for outside resources. We placed the highest priority on things we could do with our own funding and items that didn’t require higher authority approval. If we could use our internal funds and did not require approval from a higher level of authority those items went right to the top except for more personnel. I took that on as my most important action item, because regardless of technological advances, streamlining etc., we would never really improve until we have sufficient staff.
In hindsight, we developed formal time lines for item A and item C through E after we completed the re- engineering because of our operations tempo and funding approval requirements, which affected the ability of our organization to accomplish the actions items. We knew the steps required to complete a request for funding, but bargaining for space and the union negations were beyond our control.
Through the use of team leaders within our organization, we assigned action items or parts of action items to each. They lead the change. Several action items, specifically the problem resolution system and streamlining processes, had numerous parts to complete in order to complete that entire action item. As an example: In order for our organization to field our web based problem resolution system, we required new workstations for our technicians, another server for the Oracle database, a system administrator for the system, the documentation and grouping for our work procedures, and the upgrade of our current server’s hardware. All of these tasks had to be completed prior to installation of the web based problem resolution system.
We used the same methods of gathering information that we used previously to see if we had made improvements. We could do more to search for additional opportunities to improve on our process, but we are still working on two major issues, client standardization and the combining of our help desks.
Here we are today. This report is a snapshot which we can create at any given time from a “canned” report within our problem management system. An individual can discern that we no longer report out to five days, but only to 3 business days. In addition we resolve over 1500 customer problems a month so a majority of our current workload is closed during the call “which is our new goal.” When we started, we had at any given time anywhere from 200-300 open calls as compared to our current level of only 40-50. What this means is if we open 50 calls per day and we have closed 26 we are resolving 50% of our calls on the phone.
