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What’s Your Score?
Using XLAs to quantify service
experience
Dave D’Agostino
Nexthink
The ideal world of an End-user
Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
Why is being in the Flow Zone important?
• In a state of flow, people perform at their best
• Flow is restorative and drives an upward spiral
• Interruption-driven work environments lead to lower-quality decisions and reduce speed
on complex tasks.
In high-complexity knowledge
work, such as engineers,
systems analysts, and project
managers, those ‘in-flow’ are
127% more productive than
average performers.
Distracted workers tend to skip
or put off tasks with high value,
like planning and problem
solving
Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
Companies with engaged employees
enjoy 81% higher customer
satisfaction and 103% improvement
in employee turnover.
Source: James K. Harter, Frank L. Schmidt, and Theodore L. Hayes, "Business-Unit-Level Relationship Between
Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis," Journal of Applied
Psychology, April 2002
However, the reality might be different
Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
90 percent of surveyed executives
said end users struggled with
business-technology problems they
“have no way to detect.”
The result? Workers don’t believe IT can assist them and in many cases
will only make things worse.
Forrester: Technology Adoption Profile, 2014
What is his
experience ?
Step 1: Get a complete view of your Service
In the
country of
the blind,
the one-eyed
man is king
Eye T Guy
Service
Where does the service start?
Storage
Network
Storage
Power
Power Web Server
Data
Center
Where does the service stop?
Storage
Network
Storage
Power
Power Web Server
Data
Center
Storage
Network
Storage
Power
Power Web Server
Data
Center
User ?
Storage
Network
Storage
Power
Power Web Server
Data
Center
User Location Device App Port Server Domain
80% of security threats
50% of performance issues
70% of support issues
70% of all IT initiatives
Avoidable spend of
$500+/year/user
Storage
Network
Storage
Power
Power Web Server
Data
Center
User
Location Device App Port Server Domain
Storage
Network
Storage
Power
Power Web Server
Data
Center
User Location Device App Port Server Domain
SLA
XLA
➜Performance
➜Behavior
➜Compliance
➜Experience
➜Sentiment
➜Communication
Step 2: Step out of the process comfort zone
What’s your score? Using XLAs to quantify service experience
OPERATIONS
Idea Demand
Project
TestRisk Release Change Incident Problem
Resource
Cost
Know-
ledge
GRC
SDLC
SLA
Vendor
APM
Service Pipeline Service Catalogue
Service Design Package
Finance
Service
Contract
Auto-
mation
Service
Mapping
Model
Surveys
Service Health
• Operational
Reports
• SLA
• Capacity
• NPS
• Financial
• Compliance
• Bang/Buck
Service Maturity
• Availability
• %Auto Change
• Resilience
• Alignment
• Forecast
• Agility
Request
CMDB
Asset
Continual Service Improvement
• Over
Optimisation
– “I want the
same tools that
worked for me
last time, but
shinier”
OPERATIONS
Change Incident Problem
Know-
ledge
SLA
Service
Surveys
Service Health
• Operational
Reports
Service Maturity
• NONE
… doomed to keep making the same mistakes
Record
• Low capture rate
• Incomplete Data
• Inaccurate data
• Unclear &
subjective
Classify
• Mis-Categorized
• Bad Assignment
• Ping Pong
• Hard to prioritize
• Lack of Facts
Investigate
• Excessive onsite
• No insight into
device behavior
• No sight of services
consumed
• No History
• Unnecessary
escalations
Resolve
• Low reuse of
previous fixes
• Manual and time
consuming
resolution
procedures
• Low adoption ➝
knowledge
Close
• Lack of user
feedback
• Inaccurate and
incomplete CSAT /
NPS
Behold the Incident Process
Record
• Low capture rate
• Incomplete Data
• Inaccurate data
• Unclear & subjective
Classify
• Mis-Categorized
• Bad Assignment
• Ping Pong
• Hard to prioritize
• Lack of Facts
Investigate
• Excessive onsite
• No insight into
device behavior
• No sight of services
consumed
• No History
• Unnecessary
escalations
Resolve
• Low reuse of
previous fixes
• Manual and time
consuming
resolution
procedures
• Low adoption ➝
knowledge
Close
• Lack of user feedback
• Inaccurate and
incomplete CSAT /
NPS
MTBF
MTTR
What’s your score? Using XLAs to quantify service experience
Step 3: We can’t fix what we can’t see
Reactive
Proactive
4
incidents
72 Users experienced
101 crashes in 7 days
3266 devices exposed to
same issue
Issue 3: We can’t fix what we can’t see
What’s your score? Using XLAs to quantify service experience
Step 4: Jaw, Jaw
Surveys
What’s your score? Using XLAs to quantify service experience
But we all knew this, right?
It’s not as if we didn’t already know this stuff
The most important IT monitoring tools are those that measure the end user experience
IT Skeptic Blog, August 2008
In some ways ITIL gives us an unhealthily inward view of IT service - it's not truly customer
oriented.
IT Skeptic Blog, October 2010
ITIL is clearly still a body of knowledge written by IT geeks for IT geeks and focused inward on IT
IT Skeptic Blog, May 2011
What’s your score? Using XLAs to quantify service experience
LOBs focused on
business needs
LOBs strive for new
ways to stay
competitive
CFO needs to restrict
spending
Difficult to articulate IT
value
Inconsistent service
delivery
Lack of understanding
of service costs
CIO
Can IT leaders deliver what the business needs?
BUSINESS IT
Competency
Contribution
Credibility
BUSINESS
IT
BUSINESS
IT
CIO
OPERATIONS
Idea Demand
Project
TestRisk Release Change Incident Problem
Resource
Cost
Know-
ledge
GRC
SDLC
SLA
Vendor
APM
Service Pipeline Service Catalogue
Service Design Package
Finance
Service
Contract
Auto-
mation
Service
Mapping
Model
Surveys
Service Health
• Operational
Reports
• SLA
• Capacity
• NPS
• Financial
• Compliance
• Bang/Buck
Service Maturity
• Availability
• %Auto Change
• Resilience
• Alignment
• Forecast
• Agility
Request
CMDB
Asset
Continual Service Improvement
Visibility BudgetRisk
Strategy: Demand and Portfolio Management
The two areas that have become most important to UEM over the
past three years are application performance and portfolio
planning and optimization, which were tied for first place.
Putting the user into user experience management can provide
insights into:
■ What's being used and what's not?
■ And to what effect?
■ What are the business outcomes?
■ What business processes are enhanced? Which are slowed?
■ And at what cost to business performance?
Dennis Drogseth, EMA: Putting the "User" into User Experience Management. April 2018
Visibility BudgetRisk
v
Multi-
region
support
Poor decision
support
v
Lack of accuracy
Poorly
informed
decisions
vInaccurate
scoping
vImpacted
functions/ users
vStarting the
program right
vWrong
assumptions
v
Reconciling
multiple
data
sources
v
Continually
changing
environment
v
L1 & 2 poor
understandin
g of users
vAccurate
service
mapping
v
Documented
configuration vs
actual usage
vOver budget Constrain
ts
Project
overruns
Accurate
scoping &
execution
Allocatio
n
Innovatio
n
restricted
Increasing
cost of
operational
IT
ChangevSecurity
vReality of
current state
vAccurate
scope of issue
vUser behaviour
Fraud & Error
vAudit & usage
vContract
breaches/
exposure
vActual
usage
vImpact of
changes
vPositi
ve
v
What’s
changed due
to the change?
vNegati
ve
vOut of context feedback
(currently via incident/ ticket
volumes)
Personal
Status –
Their
reputation
Autonomy –
Their power
& ability to
act
Strategy: Demand and Portfolio Management
“XLA records goals from an end user perspective and connects these goals with the
improvement and delivery of IT products
and services. Building XLA starts with the targeted end result and reengineers back to a
relevant way of working and set of agreements”
Source Giarte https://giarte.com/what-is-xla/
“Research shows that customer satisfaction and the
customer experience is becoming increasingly relevant with
the industry, which has led to the hypothesis
that Experience Level Agreements (XLA) will become more
common place in the near future.”
Source: the Service Desk Institute
“ELA is a special type of SLA
designed to establish a
common understanding of
the quality levels that the
customer will experience
through the use of the
service, in terms that are
clearly understandable to
the customer and to which
he or she can relate”
Source ResearchGate.net
“While SLAs remain a critical facet of IT services, there’s an
emerging need for experience level agreements (XLAs or
also abbreviated ELA) that focus on what services
employees are consuming and how improved service can
help drive business value”
Source: Nexthink
“In a truly digital
world when IT
and the business
are truly as one
the customer
experience is
“the metric” as
poor experience
will lead to loss
of Business”
Source: Tony Price
Virtual Clarity
What’s your score? Using XLAs to quantify service experience
What’s your score? Using XLAs to quantify service experience

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What’s your score? Using XLAs to quantify service experience

  • 1. What’s Your Score? Using XLAs to quantify service experience Dave D’Agostino Nexthink
  • 2. The ideal world of an End-user Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
  • 3. Why is being in the Flow Zone important? • In a state of flow, people perform at their best • Flow is restorative and drives an upward spiral • Interruption-driven work environments lead to lower-quality decisions and reduce speed on complex tasks. In high-complexity knowledge work, such as engineers, systems analysts, and project managers, those ‘in-flow’ are 127% more productive than average performers. Distracted workers tend to skip or put off tasks with high value, like planning and problem solving Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
  • 4. Companies with engaged employees enjoy 81% higher customer satisfaction and 103% improvement in employee turnover. Source: James K. Harter, Frank L. Schmidt, and Theodore L. Hayes, "Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis," Journal of Applied Psychology, April 2002
  • 5. However, the reality might be different Source: Forrester Research, Dec. 2017, “Engineer Your Technology Environment To Improve Employee Productivity And Flow” by David K. Johnson
  • 6. 90 percent of surveyed executives said end users struggled with business-technology problems they “have no way to detect.” The result? Workers don’t believe IT can assist them and in many cases will only make things worse. Forrester: Technology Adoption Profile, 2014
  • 8. Step 1: Get a complete view of your Service
  • 9. In the country of the blind, the one-eyed man is king Eye T Guy
  • 10. Service Where does the service start? Storage Network Storage Power Power Web Server Data Center
  • 11. Where does the service stop? Storage Network Storage Power Power Web Server Data Center
  • 13. Storage Network Storage Power Power Web Server Data Center User Location Device App Port Server Domain 80% of security threats 50% of performance issues 70% of support issues 70% of all IT initiatives Avoidable spend of $500+/year/user
  • 15. Storage Network Storage Power Power Web Server Data Center User Location Device App Port Server Domain SLA XLA ➜Performance ➜Behavior ➜Compliance ➜Experience ➜Sentiment ➜Communication
  • 16. Step 2: Step out of the process comfort zone
  • 18. OPERATIONS Idea Demand Project TestRisk Release Change Incident Problem Resource Cost Know- ledge GRC SDLC SLA Vendor APM Service Pipeline Service Catalogue Service Design Package Finance Service Contract Auto- mation Service Mapping Model Surveys Service Health • Operational Reports • SLA • Capacity • NPS • Financial • Compliance • Bang/Buck Service Maturity • Availability • %Auto Change • Resilience • Alignment • Forecast • Agility Request CMDB Asset Continual Service Improvement
  • 19. • Over Optimisation – “I want the same tools that worked for me last time, but shinier” OPERATIONS Change Incident Problem Know- ledge SLA Service Surveys Service Health • Operational Reports Service Maturity • NONE
  • 20. … doomed to keep making the same mistakes Record • Low capture rate • Incomplete Data • Inaccurate data • Unclear & subjective Classify • Mis-Categorized • Bad Assignment • Ping Pong • Hard to prioritize • Lack of Facts Investigate • Excessive onsite • No insight into device behavior • No sight of services consumed • No History • Unnecessary escalations Resolve • Low reuse of previous fixes • Manual and time consuming resolution procedures • Low adoption ➝ knowledge Close • Lack of user feedback • Inaccurate and incomplete CSAT / NPS
  • 21. Behold the Incident Process Record • Low capture rate • Incomplete Data • Inaccurate data • Unclear & subjective Classify • Mis-Categorized • Bad Assignment • Ping Pong • Hard to prioritize • Lack of Facts Investigate • Excessive onsite • No insight into device behavior • No sight of services consumed • No History • Unnecessary escalations Resolve • Low reuse of previous fixes • Manual and time consuming resolution procedures • Low adoption ➝ knowledge Close • Lack of user feedback • Inaccurate and incomplete CSAT / NPS MTBF MTTR
  • 23. Step 3: We can’t fix what we can’t see
  • 24. Reactive Proactive 4 incidents 72 Users experienced 101 crashes in 7 days 3266 devices exposed to same issue Issue 3: We can’t fix what we can’t see
  • 29. But we all knew this, right?
  • 30. It’s not as if we didn’t already know this stuff The most important IT monitoring tools are those that measure the end user experience IT Skeptic Blog, August 2008 In some ways ITIL gives us an unhealthily inward view of IT service - it's not truly customer oriented. IT Skeptic Blog, October 2010 ITIL is clearly still a body of knowledge written by IT geeks for IT geeks and focused inward on IT IT Skeptic Blog, May 2011
  • 32. LOBs focused on business needs LOBs strive for new ways to stay competitive CFO needs to restrict spending Difficult to articulate IT value Inconsistent service delivery Lack of understanding of service costs CIO Can IT leaders deliver what the business needs? BUSINESS IT Competency Contribution Credibility
  • 35. OPERATIONS Idea Demand Project TestRisk Release Change Incident Problem Resource Cost Know- ledge GRC SDLC SLA Vendor APM Service Pipeline Service Catalogue Service Design Package Finance Service Contract Auto- mation Service Mapping Model Surveys Service Health • Operational Reports • SLA • Capacity • NPS • Financial • Compliance • Bang/Buck Service Maturity • Availability • %Auto Change • Resilience • Alignment • Forecast • Agility Request CMDB Asset Continual Service Improvement
  • 36. Visibility BudgetRisk Strategy: Demand and Portfolio Management The two areas that have become most important to UEM over the past three years are application performance and portfolio planning and optimization, which were tied for first place. Putting the user into user experience management can provide insights into: ■ What's being used and what's not? ■ And to what effect? ■ What are the business outcomes? ■ What business processes are enhanced? Which are slowed? ■ And at what cost to business performance? Dennis Drogseth, EMA: Putting the "User" into User Experience Management. April 2018
  • 37. Visibility BudgetRisk v Multi- region support Poor decision support v Lack of accuracy Poorly informed decisions vInaccurate scoping vImpacted functions/ users vStarting the program right vWrong assumptions v Reconciling multiple data sources v Continually changing environment v L1 & 2 poor understandin g of users vAccurate service mapping v Documented configuration vs actual usage vOver budget Constrain ts Project overruns Accurate scoping & execution Allocatio n Innovatio n restricted Increasing cost of operational IT ChangevSecurity vReality of current state vAccurate scope of issue vUser behaviour Fraud & Error vAudit & usage vContract breaches/ exposure vActual usage vImpact of changes vPositi ve v What’s changed due to the change? vNegati ve vOut of context feedback (currently via incident/ ticket volumes) Personal Status – Their reputation Autonomy – Their power & ability to act Strategy: Demand and Portfolio Management
  • 38. “XLA records goals from an end user perspective and connects these goals with the improvement and delivery of IT products and services. Building XLA starts with the targeted end result and reengineers back to a relevant way of working and set of agreements” Source Giarte https://giarte.com/what-is-xla/ “Research shows that customer satisfaction and the customer experience is becoming increasingly relevant with the industry, which has led to the hypothesis that Experience Level Agreements (XLA) will become more common place in the near future.” Source: the Service Desk Institute “ELA is a special type of SLA designed to establish a common understanding of the quality levels that the customer will experience through the use of the service, in terms that are clearly understandable to the customer and to which he or she can relate” Source ResearchGate.net “While SLAs remain a critical facet of IT services, there’s an emerging need for experience level agreements (XLAs or also abbreviated ELA) that focus on what services employees are consuming and how improved service can help drive business value” Source: Nexthink “In a truly digital world when IT and the business are truly as one the customer experience is “the metric” as poor experience will lead to loss of Business” Source: Tony Price Virtual Clarity