Transcript Centralized Support for Service Desk and Desktop across UCSF Campus and Medical Center – A Case Study “ If the customer feels like.

Centralized Support for Service Desk and Desktop
across UCSF Campus and Medical Center
– A Case Study
“ If the customer feels like it was
poor service, then it was poor
service.
We are in the customer service
perception business.”
Presented to UC-CSU
By Julie Cox and Sian Shumway
Directors, UCSF IT Service Desk and Field Services
July 11, 2013
1
Objectives of Consolidated Service Desk
and Field Services
“To provide elevated and expanded services
while driving efficiencies through
standardization, systems, tools and processes”
“One Team Approach” to allow for transparency
and quicker problem resolution through better
collaboration and communication
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Context for Collaboration
• Operations Excellence directive from Chancellor
• Consolidation was based on:
o Service improvement
o Reduced cost, improved efficiency
• Anticipated benefits
o Single point of contact
o Improved service
o Transparency for our customers
o Lower cost
o 24 x 7 support
o Student support
3
Service Desk Design
• Relocation of all help desks to single location
• Staff would remain in their own departments/budgets but
would report to one Director
o Introduced a challenge that still exists
• Begin with 4 major help desks and add others as Field Services
consolidated as a second phase
• Add Student Support
4
Implementation
• Implementation began at the end of January 2011.
• Consolidation was dependent on conversion to single Servicenow ITSM tool
• Met planned Go Live of December 31, 2011
• Implementation resources used
– Project Manager (ended up with only a 20% resource)
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Implementation
•
•
•
•
•
Experienced Transition Consultant (75%)
Documenter for Knowledge Base (25%)
Trainer (utilized existing supervisor and manager)
Service-now Team (internal team)
Implementation Team
o PM, Director, Managers of existing teams
o Brought in other existing resources as needed to
participate in and lead specific areas, i.e. Remote
access, metrics, communications, desktop workflow,
etc.
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Implementation Costs
Service-now implementation
(Not just Service Desk)
Consulting
Training ( Knowledge/Mac)
Service Desk temps
Co-location expenses
Software (Bomgar/OpenScape)
Hardware (Mac-minis)
$827,000
Total
$1,547,000
344,000
15,000
120,000
68,000
159,000
14,000
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Challenges: Implementation
Project Management (20%)
• Broke up project plan into 10 different key sections and
identified an internal resource to manage each section
Decentralized desktop support
• Developed individual workflows within KB
• Identified desktop support team by customer
• Continues to be a challenge
8
Challenges: Implementation
School of Medicine/ SF General Hospital
• Needed to maintain specific support levels (high touch)
• Skilled a smaller team to handle these calls
• Training took longer for this skill group
Added Student Support during implementation
• Determined most similar to campus
• Trained campus agents to take these calls until
consolidation complete
• Worked with Library to handle on site support
• Brought Library staff up on Service-now earlier
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Challenges: Implementation
Commitment to reduce staff without support doc
• Took on SFGH support as well as student support with 2
fewer staff
• This had less of an overall impact and was mostly
handled by skills-based routing
• Commitment to reduce additional 4 FTE’s at go live
• Unable to achieve due to volume increase and
complexity of the environment
• Received agreement from CIOs to re-evaluate within 3
months
10
Challenges: Implementation
Service-now not implemented for campus until mid November
• This delayed the build of the KB and training of the staff
• Put all of the workflows in the KB and trained staff on
how to find them
• KB search not very efficient
• Focused training during the last week which was a slow
week (close to December holiday)
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Challenges: Service Delivery
Different workflows/equipment/service expectations for desktop
support
• Continues to be a challenge until desktop consolidation
complete
• Affects our ability to be as efficient as possible
• Continue to develop our KB
• Brought in HDI to provide KCS training
• Purchased Mac-minis for all analysts
• Used outside firm to develop online Mac training
• Utilized staff/expertise from other departments to assist in
training
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Challenges : Service Delivery
• Brought in a desktop resource at the SD during peak time
• Continue to have one smaller skill-based team
• Determined highest priority service delivery is to answer
calls within 60 seconds or less
• Increased volume, inconsistency in environment,
complexity in environment
o Added 3 temporary staff for 6 months – still utilizing
staff. Will re-evaluate when FS consolidation
complete
o Volume increased somewhere between 12%-26%
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TOTAL CALL VOLUME FOR CY 11/12
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WEEKLY TREND REPORT
2500
Volume by Queue
2000
1500
1000
500
0
General
Apex
Apps
SFGH
Chat
4/7/13
1782
861
320
71
23
4/14/13
1688
883
265
85
40
4/21/13
1748
874
279
76
20
4/28/13
1866
870
284
86
38
5/5/13
1933
737
316
64
15
5/12/13
1711
890
264
81
36
5/19/13
1772
853
304
70
31
5/26/13
1609
751
286
73
25
6/2/13
1356
591
283
55
26
6/9/13
1812
854
284
67
44
6/16/13
1718
856
300
101
53
6/23/13
2021
940
292
81
55
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WEEKLY TREND REPORT
1:40
Average Wait Time by Queue (Bus Hrs Only)
1:26
1:12
0:57
0:43
0:28
0:14
0:00
Apex
General
Apps
SFGH
3/24/13 3/31/13 4/7/13 4/14/13 4/21/13 4/28/13 5/5/13 5/12/13 5/19/13 5/26/13 6/2/13
0:57
1:05
1:17
0:55
0:41
0:52
1:00
1:32
0:46
0:37
0:53
0:29
0:33
0:27
0:32
0:37
0:45
0:59
0:47
0:58
0:38
0:43
0:52
0:52
0:53
0:51
0:39
0:48
1:28
0:42
0:50
0:36
0:59
0:24
0:49
0:35
0:28
0:45
0:56
0:51
0:34
0:43
0:34
0:58
6/9/13 6/16/13 6/23/13
0:48
0:54
1:11
0:55
0:48
0:52
0:48
0:51
0:49
0:58
0:47
1:02
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WEEKLY TREND REPORT
120.00%
Level 1 Resolution by App/Business
100.00%
80.00%
60.00%
40.00%
20.00%
0.00%
4/7/13
Apex
64.04%
Bearbuy 96.88%
Email
76.53%
4/14/13 4/21/13 4/28/13
62.28% 64.15% 63.03%
92.75% 89.29% 91.94%
71.28% 68.42% 74.49%
5/5/13
62.35%
87.80%
56.12%
5/12/13 5/19/13 5/26/13
70.65% 59.71% 71.43%
91.84% 92.42% 92.00%
73.68% 62.34% 67.09%
6/2/13
61.82%
91.38%
73.13%
6/9/13
71.70%
90.54%
82.83%
6/16/13 6/23/13
68.07% 68.01%
94.00% 91.43%
71.88% 64.80%
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UCSF Service Desk
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Symon Board - Queues by Skill
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UCSF IT SERVICE DESK
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Desktop Support Consolidation
Operational Excellence recommendations:
• Consolidate departmental desktop support staff into
Information Technology Services (central IT)
• Departmental conversions over a period of 2 yrs
• Staff would report to Director of IT Field Services
• Planned consolidation for Medical Center IT Field Services near
end of consolidation
• Provide two service levels for customers
• Charges would be allowable to contracts and grants
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Desktop Support Consolidation
Early deliverables:
• Two largest providers of desktop support consolidated first:
School of Medicine and Information Technology Service
• Organizational design proposal
• Staffing strategy developed and implementation
• Recharge rate approval
• Negotiations for inclusion of support costs to contracts and
grants
• Advisory Board formation
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Timeline
3/2012
OE Recommendations finalized
6/2012
Director hired
8/2012
Implementation design team formed
Organizational design proposed
9/2012
Service Catalog defined
10/2012
Implementation team formed
Job descriptions finalized and classified
11/2012–1/2013 Complete Manager and Phase 1 Field Technician Hiring
2/2013
2/25/2013
Staff training: ITFS Field Techs and Service Desk
Service Go-Live
3/2013-12/2014 Convert departments
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Implementation Design
Using the OE recommendations as a guide a team of campus
stake holders were brought together for six weeks to develop:
• Services descriptions
• Service catalog
• Draft Service level agreement
At the end of the sprint, a smaller core team was formed to carry
out implementation.
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Implementation Planning
The devil is always in the details:
• Escalation planning for hand-offs
• Training for staff
• Knowledge base expansion
• Conversion process
• Communication strategy
• Staffing transitions
• Operational procedures
• Storage and backup solution scaling
• And everything else that came up!
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Implementation Costs
Software/Supplies:
• ServiceNow enhancements
• Mac end point management
• BigFix server upgrade, test licenses
• S&E for Staff (computers, phones etc)
• Backup
Staffing
• Senior Project Manager
• Project Mgr & Business analyst
• Desktop Engineering team
• Increased staffing during transition
TOTAL (est)
15,000
30,000
20,000
90,000
250,000
232,000
160,000
820,000
600,000
2.22M
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Staffing strategy
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All positions undergo open recruitment
Variety of communications to campus
Hire first year (2012)of positions with staggered start dates
Hire second year of staff the following year (2014) with
staggered start dates
• Recruitment limited to UCSF career employees to give them
first priority
o Unfilled positions will be recruited externally
• Tiered recruiting (supervisory, senior positions first)
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Staffing principles
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Hire and retain the best UCSF staff
Leverage/preserve support relationships where possible
Recognize the importance of UCSF experience and expertise
Staggered onboarding to minimize customer support impact
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Organizational chart
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Go-Live preparations
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•
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Extensive training all done internally
• Sessions taught by SMEs and recorded
Communications: service introductions and forming new
relationships with departments
Shared management in partnership with Service Desk for
vacant Field Manager position
Go-live consisted of the existing customer bases of ITS, School of
Medicine, and a few early adopters.
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Conversion challenges
• Based on early adopter conversions, developed a detailed,
robust process utilizing all levels of the organization
• Complexity of environment
• Varying degrees of support needs
• Departmental cost constraints
• Software and hardware supportability
• Rate of conversion to sustain financial model
• Service desk workflow
• Service level differentiation
• Operating procedures
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Current State
• Administrative departments not already supported
converting first
• Required participation is expected across the organization
with limited opt-out pending proof of service levels
• Staff rotation and collaboration for employee
development and training
• Demonstrated service delivery improvement with IT
partners
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What the Future Holds
• Planned CIO consolidation for Campus and Medical
Center
• Further IT consolidation planned to eliminate redundancy,
reduce complexity in the organization to improve the
customer experience
• Focus on employee engagement and cultural change
• Focus on delivering exceptional customer service
• Reduce overall costs while improving service
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Lessons Learned
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Hire a full time project manager
Do not commit to reduce staff until optimization is complete
Agree on Service Level targets early on
Don’t underestimate the resource requirements for training and
documentation
Ensure all tools are consolidated early enough before training
begins
Evaluate the complexities in the environment and set
expectations early on; revisit during implementation and
optimization
Begin desktop consolidation earlier so a majority of the planning
occurs in parallel
Think “Outside the Box”
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Critical Success Factors
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Leadership support
Financial resources
Communications
Governance: Oversight Committee and Advisory Board
Oversight Committee
• Rapid recruitment/hiring process – minimize disruption
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Questions and Answers
Julie Cox, Director IT Service Desk
[email protected]
Sian Shumway, Director IT Field Services [email protected]
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