Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Ā
Microsoftās rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Ā
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack ā Reporting Services, Excel, PerformancePoint and the new entry, Power View.
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Ā
Microsoftās rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
Business Intelligence Dashboard Design Best PracticesMark Ginnebaugh
Ā
Microsoft BI expert Dan Bulos spoke on Dashboard Design Best Practices to the Bay Area Microsoft Business Intelligence User Group.
This presentation shows techniques for displaying data in a dashboard for maximum impact. Dan also discusses various tools available in the Microsoft BI stack ā Reporting Services, Excel, PerformancePoint and the new entry, Power View.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Business Improvement initiatives are getting a lot of press these days: ā..our projects saved over $10M in the first 12 months of deployment using BPMā . It seems logical for an organization to jump onto the process improvement bandwagon. Much is promised of business improvement efforts, and there are many capable consultants and companies willing to support a companyās BPM deployment that can last months to years. But how does an organization know that the business improvement efforts will really result in a quantifiable benefit to the business? Process improvement initiatives are not inexpensive to start or sustain over many years, and most executives require the clear identification of benefits to justify the expenditure of training resources and driving project work before approving a long-term initiative.
Balance Sheet (Financial) ConsolidationDhiren Gala
Ā
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPVās etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data ā remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS ā Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Ā
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
Ā
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Billās session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Business Improvement initiatives are getting a lot of press these days: ā..our projects saved over $10M in the first 12 months of deployment using BPMā . It seems logical for an organization to jump onto the process improvement bandwagon. Much is promised of business improvement efforts, and there are many capable consultants and companies willing to support a companyās BPM deployment that can last months to years. But how does an organization know that the business improvement efforts will really result in a quantifiable benefit to the business? Process improvement initiatives are not inexpensive to start or sustain over many years, and most executives require the clear identification of benefits to justify the expenditure of training resources and driving project work before approving a long-term initiative.
Balance Sheet (Financial) ConsolidationDhiren Gala
Ā
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPVās etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data ā remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS ā Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Taking a Performance-Based Services Approach to Improve the Effectiveness of ...Alan McSweeney
Ā
Performance-Based Services Contracting (PBSC) is concerned with the structured of the results and measurable outcomes to be achieved rather than the manner by which the work is to be performed.
Performance-Based Services Contracting approach is about defining what the required results of a service will rather than how the contractor will perform the tasks.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
Ā
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Billās session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
Ā
Speakers: Benny Higdon, Prolifics; Howard Webb, Prolifics
Description: Introducing a new technology in to an enterprise may be fraught with problems. The same is true for Business Process Management (BPM), which are both a technology and a methodology. Establishing a properly staffed and empowered Center of Excellence (CoE) can improve your chances of success. Learn the considerations for setting up a BPM CoE in your organization.
SilverStorm "Credibility and Collaboration to achieve excellence in IT Govern...SilverStormSolutions
Ā
"Credibility and Collaboration to achieve excellence in IT Governance"
So how are we at SilverStorm helping CIOĀ“s Transform IT?
For us itĀ“s simple, Transforming IT means raising the credibility of IT to gain the collaboration of others throughout the organization.
The first step: Increase āCREDIBILITYā.
The second step: Increase āCOLLABORATIONā.
Without āCredibilityā there can never be āCollaborationā
We are helping our customers achieve measurable benefits by combing processes, people and technology.
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
We describe how we combine sales efficiency tools and technics with BI, CRM, ECM and Cloud technologies as well as workflows and BPM, in order to maxime the sales efficiency and the marketing effectiveness.
How to implement measurements to drive valueOMNINET USA
Ā
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
ā¢ not sure what to measure
ā¢ not sure how to measure
ā¢ IT metrics don't seem to support business goals
ā¢ too busy fighting fires to become more proactive
ā¢ measure too many things already
ā¢ business/IT goals not measured
ā¢ priorities focus on noise vs. what's important
ā¢ customer complaints drive improvements
ā¢ efficiency, effectiveness, quality not well understood
ā¢ reduced visibility resulting in loss of control
ā¢ not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Transformation Transparency and Accountability - A case study on changing the...Eddie Vidal
Ā
When an organization with over 14,000 employees change their service management tool, little do they realize a transformation is about to take place and the way of delivering customer service is about to change. The implementation of the tool uncovered opportunities for process improvement and changes to service delivery all adding value to the business.
Our journey challenged us to become better by holding ourselves accountable with actionable data, collaborating more with internal teams and our customer base.
Benefits and changes realized and shared during our presentation will include:
- Organizational changes and impact to culture
- Service Level Management
- Actionable reports and dashboards
- Employee Self- Service Portal and shift left philosophy
- Communication Plan and Engagement
Communications Management Promoting the Value of your ServiceEddie Vidal
Ā
ITIL emphasizes the alignment of IT services with the business, integrating processes and improving communications. Yet it doesnāt emphasize the need for a communication plan. Have you considered defining a communication plan for your department?
Creating a communications plan for your IT organization will help define communication efforts so that your message is consistent and the value of your services is clearly articulated. In this session, learn how a communication plan can change your companyās perception of IT, enable you to promote your value, keep you on the same page as your leadership team, and keep your department aligned with the companyās goals.
Participants will learn how to create a communications plan that leverages social media and how to use the communication plan to convincing management of the importance of sending a consistent message. You will leave this session with the tools to emulate the best marketing companies in the world, right from your IT shop.
HDI Roadmap ā Building Yourself One Brick at a TimeEddie Vidal
Ā
ā
HDI, I first heard that word eight years ago. What does that stand for? Highly Developed Individuals? At that time I was your typical IT professional doing my job and unaware of the IT community that existed outside my world. I was worried about myself and had no idea how serving others, volunteering and sharing success and failure would change my life. Attending my first HDI conference and becoming an HDI Local Chapter Officer started a journey that has taken me around the world meeting hundreds of dedicated engaged IT professionals.
This journey has made me uncomfortable, scared, frighten, excited, happy and so many other feelings which are hard to describe. Learn how by saying YES, you can
learn about sharing experiences, knowledge and relationships to grow your career and along the way learn how working together we are better.
How did an unhappy couch potato, with little drive and ambition, transform his life to become a leader in his industry? In this session, attendees learn the advantages of taking risks, making mistakes, and turning failure into a positive learning experience. Youāll discover why tools like using metrics to share your story, communication principles, finding a mentor, and professional development are essential in accepting the challenge to take your career to the next level. Find out how to become a leader in your organization where failing is just another part of the journey to success.
5 Roads to Employee Engagement and Success - 2016 HDI ConferenceEddie Vidal
Ā
5 Roads Leading to Impactful Employee Engagement and Success - Studies show employee engagement results in higher profits, increased performance, higher customer satisfaction and lower employee turnover.Ā Recognizing, engaging, and rewarding your team members creates a highly energized, focused and motivated unit; a team driven by performance, delivery and accomplishment. IT leaders need to invest and make reward & recognition (R & R) a core value and find ways to improve services and performance by assuring the development and success of their most important asset; people.Ā Eddie will provide you examples and ideas to lead you down the road to success.
The Mystery Behind Leading and Sustaining a Chapter - Summit 2015 Eddie Vidal
Ā
The Mystery Behind Leading and Sustaining a Chapter - How do you keep a successful chapter running year over year? The following concepts are covered:
1. The beginning: where to start your local chapter?
2. Take off: Now what?
3. 7 year itch, how to keep the momentum going?
4. Time to move on, how to turn it over
5. A new beginning, for better or for worse?
Fusion 14 Session 607: 5 Roads Leading to Impactful Employee Engagement and S...Eddie Vidal
Ā
5 Roads Leading to Impactful Employee Engagement and Success - Studies show employee engagement results in higher profits, increased performance, higher customer satisfaction and lower employee turnover.Ā Recognizing, engaging, and rewarding your team members creates a highly energized, focused and motivated unit; a team driven by performance, delivery and accomplishment. IT leaders need to invest and make reward & recognition (R & R) a core value and find ways to improve services and performance by assuring the development and success of their most important asset; people.Ā Eddie will provide you examples and ideas to lead you down the road to success.
Start the conference off on the right foot. Gain insight on how you can make your conference experience anything but ordinary. This interactive orientation is especially recommended for first-timers.
Communicating your Chapters Message - Templates to get you startedEddie Vidal
Ā
This is a presentation from the Southeast Region HDI call in December 2009. This is the foundation used to communicate your message for groups, chapters or any organization. The model used for the South Florida HDI chapter can be replicated for your organization.
Ten Step Plan for Speaking at ConferenceEddie Vidal
Ā
This presentation was delivered during the HDI Local Chapter August 2013 call. Ever wonder how speakers are selected to present at HDI National Conference on a yearly basis? Use this guide to help you get selected for this or any conference!
Motivating Employees Myths and Realities
Motivation comes in many different shapes and sizes. How you motivate yourself does not apply to others. In a Jeopardy style game show format, learn myths and realities about motivation. Attend this session and learn different methods to motivate your team members with little or no budget. Takeaways Eddie will discuss are lessons learned, successes and failures. He will provide exercises for you to use your creative minds to leave with ideas to take back to your organization.
South Florida HDI Event: Mobility Creates Transparency and Increases Business...Eddie Vidal
Ā
In this session, attendees will learn how to:
Improve end-user satisfaction (employees and customers) by providing instant access to available services, self-service tools, and status updates for service requests.
Appease your CIO with instant access to real-time performance dashboards, emergency change requests, and customer satisfaction ratings.
Free IT support staff from their desk, allowing them to manage their entire workflows from their smart phone or tablet.
Give your Help Desk team the power to demonstrate the value they bring to organization.
2013 HDI Session 607: Call Monitoring Scoring for SuccessEddie Vidal
Ā
April 18, 2013
Session 607: Call Monitoring: Scoring for Success
The expectations you set for your analysts will go a long way toward helping them create the perfect customer experience. Walk away from this session with the tools you need to turn your team members into quality service agents; learn the importance of showering them with praise when they perform successfully and working with them privately on their weaknesses. Eddie Vidal will explain why itās important to greet the customer in a professional, consistent manner, focus on key points during the call, and train your agents in the right techniques for closing the customer loop.
2013 HDI Session 206: Performance Dashboards The University of Miami ApproachEddie Vidal
Ā
Session 206: Performance Dashboards: The University of Miami Approach
Wednesday, April 17 at 11:30 AM
Measurement is important because it puts vague concepts in context; it is simply not enough to say you want to deliver quality serviceāyou must define it before you can know if youāre succeeding. In this session, Eddie Vidal will introduce the tools and templates youāll need to grade and rank your service desk analysts in eight different categories (based on the same program he implemented at the University of Miami). Since all of these numbers and measurements will get you nowhere without the buy-in and contribution of the analysts you are measuring, Eddie will walk attendees through the steps he followed to gain that buy-in, and provide you with a starting point for implementing analyst dashboards in your organization and improving the quality of service you provide to your customers.
2013 HDI Conference Maximizer April 16, 2013Eddie Vidal
Ā
HDI 2013 Conference Maximizer Orientation SessionWednesday, April 17, 7:30 a.m. ā 8:15 a.m.Make the most of your conference experience from the very first day! Open to all conference attendees, this session is especially recommended for first-timers. Join us for an entertaining look at how you can minimize confusion and maximize learning at HDI 2013.
South florida HDI Value & Benefits IT Palooza Dec 2012Eddie Vidal
Ā
Presentation for IT Palooza event at Nova Southeastern University, December 2012. South Florida HDI benefits and values were shared to introduce attendees to the local chapter and how they can make a difference in the South Florida IT professional community.
South Florida HDI Event IT Industry Awards Celebration January 10, 2013Eddie Vidal
Ā
The Analyst of the Year and Desktop Support Technician of the Year awards are an amazing opportunity and honor for our chapter and for the eventual winner who will represent the South Florida HDI chapter. The winners will also compete at the HDI Southeast regional level.
South Florida HDI Event, Mobile Technology in Business Today, November 15, 2012Eddie Vidal
Ā
Mobile technology is not only a part of your everyday personal life but also a critical part of your business success. How are you adapting to support mobile devices from laptops to smartphones to tablets? Itās not only about tracking the device but managing and securing them as well ā anywhere, anytime; on or off the network.
Building Your Employer Brand with Social MediaLuanWise
Ā
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement ā helping to position your organization as an employer of choice in today's competitive talent landscape.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Ā
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.š¤Æ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience š„
2. How to leverage your testimonials to boost your sales š²
3. How you can capture more CRM data to understand your audience better through video testimonials. š
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
buy old yahoo accounts buy yahoo accountsSusan Laney
Ā
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
Ā
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratās DholeraAvirahi City Dholera
Ā
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnāt just any project; itās a potential game changer for Indiaās chipmaking aspirations and a boon for investors seeking promisingĀ residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Best practices for project execution and deliveryCLIVE MINCHIN
Ā
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
Ā
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
Ā
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
Ā
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Å tancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
3. Pre Conference Speakers
Rich Razon: CIO Perspectives:
From Operations to the Executive Suite
Eddie Vidal: Making a Difference with Data: Aligning
Metrics with Core Competencies
Albert Noa: Change Management ā What is it really?
South Florida HDI Chapter
April 19, 2012
4. HDI National Conference
ā¢ April 24-27, 2012 in Orlando, Florida
ā¢ Interact with more than 1,600 support practitioners
ā¢ Discuss real-world situations, and deliberate viable
solutions
ā¢ Discover emerging trends, innovations, and examine
valuable best practices.
ā¢ 8 In-depth tracks
ā¢ 13 Pre-con sessions
ā¢ 80 Sessions
ā¢ 6 Keynote speakers
ā¢ Expo Hall with over 100+ vendors
7. $100+
$1000+
$79 Conferences, events and
Online resources, webinars,
Research Corner, whitepapersā¦ Training discounts
$240 Value $75
Focus Book Series and Annual
Practice and Salary Report Local Chapter Membership
$165
$100 (only for today)
10. Rich Razon
Rich Razon has more than twenty-five years of
experience in IT service management and has
successfully deployed metrics and performance
management solutions in some of the largest IT
organizations in the world. Rich is a cofounder of
PureShare, Inc., and has helped grow its client roster
to include the New York Stock Exchange, Carnival,
Frito-Lay, and VISA.
12. CIO Perspectives: From Operations to the Executive Suite
Agenda:
ļ§ Metrics across an Organizational Hierarchy
ļ§ CIO Profiles
ļ§ Core Tenets at the Executive Suite
ļ§ An Introduction to Executive Briefings
ļ§ An Introduction to Strategic Insights
ļ§ CIO Interviews
ļ§ Tenets Applied: Improving Communications
ļ§ A Tour of CIO Metrics in Action
13. CIO Perspectives: From Operations to the Executive Suite
Objectives:
ļ§ Get familiar with different communications needs at the
Executive Suite
ļ§ Know the metrics ālanguageā needed to bridge the gaps
ļ§ Recognize opportunities for better communications across
the organizational hierarchy
Executive Briefings
Compound Metrics
Operations Executive Suite
Strategic Insights
14. Changing Needs Across an Organizational Hierarchy
Customers
Executives ā¢ Externally Focused
ā¢ Highly Summarized
ā¢ Compounded
VPs ā¢ Business-centric
Challenge: Assure continuity and
consistency of metrics that flow
Directors across each level
Managers
ā¢ Internally Focused
Team Leaders
ā¢ Highly Detailed
ā¢ Operations-centric
Staff
15. Metrics Support the Organization Design
āAs you go higher in the organization, the scope of
metrics expands and the need for summarization
increasesā
Empower all levels of management
ļ§ Teams focus on operations
ļ§ Senior managers provide leadership, direction, and
oversight
ļ§ Executives concentrate on decisions that shape the
company
Each level has a unique profile
ļ§ Tailored and connected views
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
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 āSo what?ā
Never-Ending
Metrics and performance management is not a āprojectā with a finite end.
It is a process that will continue as the business evolves.
21. What is a Strategic Insight?
Key metrics that develop penetrating understanding
ļ§ Must be valuable to the user, worthy of attention
ļ§ Delivered as āa bite-sized chunk of knowledgeā for rapid review
Types include any combination of:
ļ§ Inform ā Educate, provide context and/or talking points
ļ§ Awareness ā Make aware of current status, recent events
ļ§ Progress ā Show trending vs. baselines
ļ§ Results ā Metrics showing results vs. targets & objectives
ļ§ Anticipate ā Leading indicators, contributing factors
22. Connecting the Business to Strategic Insights
Teams
Middle
Mgmt
Senior
The Leaders
Business Execs
Mgmt
Tools Strategic
Insights
Exec Briefing
Summary
Operations Rollups
Dashboards and
Reports Briefing
Notes
Briefing
Notes
23. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
ļ§ Added areas make framework richer
Internal
Core
Areas
24. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
ļ§ Added areas make framework richer
Internal Other Internal
Core Layer other areas
Supporting
Areas Areas ļ§ Marketing, Sales, Finance,
HR, etc.
ļ§ Intertwine results with the
business
25. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
ļ§ Added areas make framework richer
Internal Other Internal
Core Layer other areas
Supporting
Areas Areas ļ§ Marketing, Sales, Finance,
HR, etc.
ļ§ Intertwine results with the
business
Industry metrics as baseline
comparison
ļ§ Market share, cust sat,
Execs
Strategic Industry profitability, efficiency, etc.
Insights Benchmarks
26. What does a Strategic Insight look like?
Single row is the target format for a Wide Array of Constructs
Strategic Insight
ļ§ Colored Numbers
ļ§ Easily consumable
ļ§ Bullet Points
ļ§ No mental calculations
ļ§ Variance Bar
ļ§ Will be stacked in a list
ļ§ Flags and Bulbs
ļ§ Up/Down Indicators
Clear and Concise ļ§ Sparklines
ļ§ Must answer āSo What?ā ļ§ Headlines
ļ§ Context is key ļ§ Tickers and Scrolling lists
ļ§ Use tenets as a checklist ļ§ Mini-bar, Mini-charts
ļ§ Comment Asterisks
Mouse-overs, drill-downs for more detail
ļ§ Make supporting details readily
accessible
27. Top Executive Baselines for Compound Metrics
Financials
ļ§ Revenue, Cost, Profit, Investment metrics
People and Organizations
ļ§ Staff, Competency, Compliance, Customers
Infrastructure
ļ§ Assets, Network devices, ports, bandwidth
Company Output or Activity
ļ§ Transactions, Production Volumes
Sales and Marketing / Industry
ļ§ Pipeline, market share, industry benchmarks
29. CIO Dashboard Design Idea
Needs of effective management shift by the moment
ļ§ A summary of summaries (sound bites)
ļ§ Different metrics views match different needs (per CIO metrics matrix)
Org
Action Center
Tree Action Center ļ§ Critical alerts & messages
Day-to-Day Strategic Day-to-day Highlights
Highlights Insights ļ§ 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 ļ§ Modeled after executive briefings,
Metrics Area
hides move online
Metrics Area
Metrics Area
30. Systematic Approach towards Deploying Executive Metrics
Deliver immediate value, constantly improve..
Build metrics catalog, add/refine metrics
ļ§ Ultimate goal: strategic insights gained from combining metrics
ļ§ Get everyone āon the same pageā
Keep adding automated links to more data sources
ļ§ Automation builds trust and confidence in the measures and their ready
availability.
Rollout views in web-based framework
ļ§ Make results readily accessible
ļ§ Adoption is success
37. Thank you for attending this session.
Donāt forget to complete the
evaluation!
38. Eddie Vidal
Eddie Vidal has over twenty years of experience
in information technology, focusing on service
delivery and support for IT infrastructures. He is
the manager of enterprise support services at
the University of Miami, supporting over
30,000 users. He currently serves as president
of the HDI South Florida chapter and on the
HDI Desktop Support and Member Advisory
Boards.
39. Session 207: Making a Difference with Data:
Aligning Metrics with Core Competencies
40. About Us
Senior Research Analyst, HDI Manager, Enterprise Support Services
jrains@thinkhdi.com evidal@miami.edu
719.785.5394 305-439-9240
Jenny Rains Eddie Vidal
ā¢ Senior Research Analyst, HDI ā¢ Fusion 11 & 12 Track Chair
ā¢ HDI Support Center Practices & ā¢ HDI 2012 Metrics Track Chair
Salary Reports ā¢ HDI & Fusion Conference Speaker
ā¢ HDI Desktop Support Practices & ā¢ HDI Desktop Support Advisory Board
Salary Reports ā¢ HDI Member Advisory Board
ā¢ HDI Research Corner ā¢ HDI Southeast Regional Director
ā¢ Healthcare Provider Forum ā¢ President of South Florida HDI Local
Facilitator Chapter
ā¢ HDI 2011 Metrics Track Chair ā¢ Published in Support World Magazine
ā¢ MA in Psychology, Research & ā¢ HDI Support Center Manager
Statistics Certified
ā¢ ITIL V3 Foundation & OSA Certified
ā¢ itSMF Monthly Webinar Moderator
13
41. Takeaways
ļ¼ Templates to get you started
ļ¼ Approaches for coaching
ļ¼ Techniques to recognize star
performers
ļ¼ Strategies for improving service
43. What are you doing with your data?
ā¢ FACT - 91% organizations measuring performance
ā¢ Data when shared tells a story (what's your
story?)
ā¢ Are you using data to improve performance and
customer experience?
ā¢ Are you aligning metrics with your performance
management process?
ā¢ Have you considered building a program using
core competencies with key metrics to provide
constructive feedback during assessments of
team members performance?
16
44. Service Desk Metrics
ā¢ Average speed to answer
ā¢ Abandonment rate ā¢ Call Monitoring
ā¢ Average response time ā¢ Ticket Evaluation
ā¢ Average talk time
ā¢ Average handle time
ā¢ Percent of tickets converted to another channel
ā¢ Time to resolve
ā¢ First call resolution
ā¢ First contact resolution rate
ā¢ First level resolution
ā¢ Cost per ticket
ā¢ Customer satisfaction
ā¢ Number of tickets resolved
ā¢ Re-open ticket rate
ā¢ Ticket per analyst
Reference: 2012 HDI Support Center Practices & Salary Survey
17
45. Desktop Support Metrics
ā¢ Number of tickets resolved (team/FTE)
ā¢ Number of tickets escalated from Support Center
ā¢ Number of tickets escalated that could have been resolved at the
Support Center
ā¢ Average time to respond to end-user
ā¢ Average time to resolve an incident
ā¢ Average amount of dedicated work time on incident
ā¢ Percent of tickets escalated to another department
ā¢ Average percent of tickets in the queue and amount of time
ā¢ First attempt resolution
ā¢ Percent of tickets meeting SLA
ā¢ Customer Satisfaction
Reference: 2012 HDI Desktop Support Practices & Salary Report
18
46. Apply to Individual Level
ā¢ Used for benchmarking your organization
ā¢ Apply the concept to individual level to set goals
19
47. Why Focus on Improving?
Outward facing:
Improving
Customer Satisfaction
Improving Performance
Improving Performance
Evaluations
Internal:
Aligning with Business
objectives
20
48. Method
ā¢ Meet with analyst quarterly for individual
review
ā¢ Set goals for each metric
ā¢ Share graphs of their data compared to the
goal, their history, and team
ā¢ Discuss strengths and weaknesses
ā¢ Taking it to the next level
ā Analyst self review
21
49. Communication
ā¢ Communication is the
activity of conveying
meaningful information
ā¢ The communication
process is complete once
the receiver has
understood the sender
ā¢ Graphical representation
of performance can help
communicate goals and
opportunities for
improvement
22
51. Why use data?
Subjective Data Objective Data
āYou are doing āYour first call
really well and resolution rate has
have improved improved and you are
meeting the goals we
greatly.ā
have set for you.ā
24
52. Core Competency
ā¢ Is a specific factor that a business sees as
being central to the way it, or its employees,
works.
ā¢ Is the result of a specific set of skills or
production techniques that deliver value to
the customer.
25
54. Core Competencies
Sample Metrics
ā¢ Job Knowledge ā¢ FCR
ā¢ Quality of work ā¢ Ticket accuracy scores
ā¢ Productivity ā¢ % tickets closed
ā¢ Customer Service ā¢ Customer sat scores
27
55. Competency 1: Knowledge
Possible Metrics:
ā¢ First call resolution
ā¢ First level resolution/First
contact resolution
ā¢ Re-open ticket rate
ā¢ Call monitoring score
ā¢ Ticket accuracy score
28
56. Competency 2: Quality of Work
Possible Metrics:
ā¢ Re-open ticket rate
ā¢ Call monitoring score
ā¢ Ticket accuracy score
29
57. Quality
ā¢ Ticket Accuracy Review
ā Has the customer been contacted within 24
hours?
ā Are the diary entries user friendly?
ā Has the customer been kept in the loop?
ā Was customer sign-off obtained?
30
61. Competency 3: Productivity
Possible Metrics:
ā¢ Percent of tickets closed
ā¢ Call tracking
ā¢ First call resolution
34
62. Customer Service
"If the customer feels
like it was poor
service, then it was
poor service. We are in
the customer service
perception businessā
63. Competency 4: Customer Service
Possible Metrics:
ā¢ Customer satisfaction
score
ā¢ Percent of satisfied
customers
ā¢ First Call/Contact
Resolution
ā¢ Re-open ticket rate
ā¢ Call monitoring score
36
64. Customer Surveys
University of Miami HDI CSI
1. 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 the
3. 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?
70. Recognizing Top Performers
ā¢Certificates
ā¢Movie Tickets
ā¢Employee chooses award
ā¢Nominated for HDI award
ā¢Wall of Fame
ā¢Monthly $20 award / up to 5 people
ā¢Recognition at meetings
ā¢Analyst/Technician of the period
ā¢Coffee cards or other gift cards
ā¢Service super stars share cake/dinner
ā¢Hand written āthank-youā note from manager
ā¢Name in agency newsletter
43
72. Takeaways
ļ¼ Templates to get you started
ļ¼ Approaches for coaching
ļ¼ Techniques to recognize star
performers
ļ¼ Strategies for improving service
73. Resources
ā¢ LinkedIn Groups
ā HDI
ā HDI Desktop Support Professional Discussion Forum
ā¢ @hdiresearch
ā¢ @eddievidal
ā¢ www.thinkhdi.com/the2012Survey
ā¢ www.thinkhdi.com/resources
ā¢
46
74. Thank You for Attending
Contact Information Please Complete the
Session Evaluation
Jenny Rains
719-785-5394
jrains@thinkhdi.com
Eddie Vidal
305-439-9240
eddie_vidal@yahoo.com
evidal@miami.edu
47
75. Albert Noa
Albert Noa has over twenty-five years of experience in
Strategy Development and Execution, System Design
& Implementation, Performance Management and
Process Improvement across various industries. Albert
is a co-founder and member the of the executive
management team at Sanova Group. Prior to Sanova,
Albert was the Director of Strategic Consulting at
Stratasys Group; additionally holding lead and
management positions with KPMG LLP and FPL
(Florida Power & Light)
76. CHANGE MANAGEMENT: WHAT IS IT REALLY?
APRIL 19TH , 2012
ALBERT NOA
anoa@sanovagroup.com
www.sanovagroup.com 49
77. CHANGE MANAGEMENT
The session will discuss and provide insight into the
critical practice of Change Management. As one of the
four pillars of great management, it is important that we
understand Change Management and the impact it has
on the success of the organization. You will learn about
the foundations of Change Management and how to
implement models that transcend and broaden the
reach of traditional IT Change Management.
WHAT WHY HOW WHEN
50
79. 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 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.
Collection of systems and tools that help to manage change.
52
80. CHANGE MANAGEMENT ISā¦
ļ§ not a stand-alone process ļ§ the processes, tools and
for designing a business techniques for managing
solution the people-side of change
ļ§ not a process improvement ļ§ a method for reducing and
method managing resistance to
ļ§ not a stand-alone change when
technique for improving implementing process,
organizational technology or
performance organizational change
ļ§ a necessary component for
any organizational
performance improvement
process to succeed (programs
like: Six Sigma, Business Process
Reengineering, Total Quality Management,
etcā¦)
ABOUT MANAGING CHANGE TO REALIZE BUSINESS RESULTS.
53
81. CHANGE MANAGEMENT ISā¦
A framework that establishes processes and
mechanisms (both formal & informal) to enable
DESIRED change across an organizationā¦ in order to
reach defined goals and/or perform to identified
expectations:
ā¢ Organizationally (Company / Division)
ā¢ Functionally (IT, HR, MKTā¦etc.)
ā¢ Program / Project
ā¢ Process
54
89. CHANGE PROCESS
Preparing for Change
(Preparation,
assessment and
strategy development)
Reinforcing Change Managing Change
(Data gathering, (Detailed planning and
corrective action and change management
recognition) implementation)
62
90. LEWINāS CHANGE MODEL
unfreeze change freeze
ā¢ Decrease ā¢ Facilitate and ā¢ Institutionalize
strength of old training to and stabilize;
values, minimize reinforce the
attitudes and resistance change
behaviors through new
norms and
operating
procedures
63
91. KOTTERāS 8 STEP CHANGE MODEL
(1-4)
ā¢ For change to happen you must
CREATE URGENCY really want it
FORM A POWERFUL ā¢ Convince people that change is
COALITION necessary
CREATE A VISION FOR ā¢ Develop a common vision, one
CHANGE that all can grasp and easily
remember
COMMUNICATE THE ā¢ Frequently and Powerfullyā¦be
VISION consistent in your message
64
92. KOTTERāS 8 STEP CHANGE MODEL
(4-8)
ā¢ Develop a structure for change
REMOVE OBSTACLES and continuously check for
barriers
CREATE SHORT TERM ā¢ Nothing motivates more than
WINS success
BUILD ON THE ā¢ Reel change runs deep
CHANGE
ANCHOR THE
CHANGE IN ā¢ Make is part of the core of the
CORPORATE organization
CULTURE
65
95. Plan well
Allow for discussion and
CHANGE MANAGERS negotiations
Responsible for garnering Allow for participation
support for change and
overcoming resistance to
Emphasize the financial benefits
change.
Avoid too much change
Gain political support
Share successful change
Reduce uncertainty
Ask questions to involve
stakeholders
Build strong working relationships
68
99. CHANGE MANAGEMENT
APRIL 19TH , 2012
ALBERT NOA
anoa@sanovagroup.com
www.sanovagroup.com 72
100. ITIL
Information Technology Infrastructure Library
(ITIL), is a set of practices for IT service
management (ITSM) that focuses on aligning IT
services with the needs of business
73
101. ITIL CHANGE MANAGEMENT TERMINOLOGY
(ITILV3 GLOSSARY)
ļ§ 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.
ļ§ Change case: To predict what kind of impact of the proposed change on our environment.
Itās important for any change or cost analysis.
ļ§ Change Advisory Board (CAB): Itās 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.
ļ§ Change History: documentation in the database has all information about changes. Itās
history for all records.
ļ§ Change model: Itās logical/repeatable method for handling particular change category. Itās
predefined steps to make changes for particular item.
This type of change does not require approval such as changing password.
ļ§ Change record: Itās a row in the database or spreadsheet. Itās a record for all changes.
ļ§ Request For Change (RFC): Should be stored in Configuration Management System
(CMS) even if itās rejected.
ļ§ Change schedule: Itās a document which contains list of all approved changes and their
schedules. Itās called forward schedule of change.
ļ§ Change management: Itās 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
102. Closing & Raffle
ā¢ 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)
ā¢ Next Meeting June 21st at Carnival Cruise Lines
103. Thank You
ā¢ Find us on Facebook
ā¢ https://www.facebook.com/soflahdi
ā¢ Find us on Twitter
ā¢ @HDI_So_Florida
ā¢ Find us on LinkedIn