partnered together with
description
Transcript of partnered together with
partnered together with
present
Presentation Outline
Introduction Project Background Current System Analysis The Problem The Solution Costs & Benefits Development Approach Application Demonstratio
n Lessons Learned Future Improvements
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Introduction
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Team Introduction
Hammad HussainProject
Manager
Kevin Dickinson Assistant
Project Manager
Taimur Ghazi
Primary Technical
Writer
Andres Montoya
Primary DBA and
App. Developer
Matthew Johnson
Secondary DBA and
Tester
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Organization Chart
Jaime BuilesProject Sponsor
Hammad HussainProject Manager
Kevin DickinsonAssistant Project Manager
Andres Montoya DBA/Application Developer
Taimur Ghazi Technical Writer/IT Support
Matthew Johnson DBA/IT Support
Will Rubit IT Consultant
Bret Detillier Executive/Consultant
Additional Contacts:Jorge Cossio
Kurt Hall
Additional Contacts:Ruben Builes
Eben BuchananKaren Olson
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Project Background
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Background
Xenco has recently expanded its business to an international level with the opening of several business and service centers in
Columbia and India
Xenco has multiple locations throughout the United States with Houston serving as its headquarters
They specialize in the testing of hazardous materials, ground waters, soils, airs, molds, etc
Xenco is a network of laboratories that has been providing services to the environmental testing industry since 1954
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Project Inception
• Xenco laboratories has an in-house helpdesk support team dedicated to solving hardware and software issues for the company’s
• The current process involves email communication between the client and the helpdesk team, resulting in over 100 emails per day.
• Apex Solutions was brought on to develop the Ticket Automation System and Knowledgebase.
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Current System Analysis
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Objective Statement
To..•…produce a help desk support system that provides XENCO Laboratories the ability to
efficiently and effectively manage and resolve IT-related problems or incidents.
In a way that.. •…improves efficiency, reliability , and response times.
•…limits ticket submission to Supervisors and IT Personnel while adding proper routing of tickets, priority, and assignment.
So that… •…technicians can avoid reading 100+ emails on daily basis.•…support tickets are not lost, forgotten or overlooked.
And can be measured
by… •…Increasing customers by 50 per year equating to $30,000 increased revenue.•…Saving 4 Hours of wasted labor per day at $60/h saving $62,400 per year.The goal of this project is:
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Scope
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Current Business Process
Users submit trouble request
via email
IT Department receives email
and assigns task to
technician
Users wait while problem is being fixed
When the problem is fixed users get email
notification
Move on to next issue
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Current Business Process
Inadequacies
• Email request for IT related issues can be sent by any employee to [email protected]
• The email is then distributed to everyone in the IT group (8 Administrators)
• An IT admin then takes initiative and assigns the ticket to technician(s), as well as technicians accepting tickets on their own.
• More emails are sent to the distribution list and customer(s) between initiation and completion as an acknowledgement
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The Problem
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Current System Issues
emails…(n)
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Current Business Process
LikesAbility to submit tickets
Single email address to consult for all issues
DislikesAnyone can
submit tickets
Email sent to at least 8 people every
time
Redundant submission of tickets
Inability to track ticket status and
priority
Vs.
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The Problem
Anyone can submit tickets
Email sent to at least 8 people every time
Redundant submission of tickets
Inability to track ticket status and priority
Heavy email communication
Wasted labor
Client dissatisfaction
No checks and balance on ticket
Dislikes Problems
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No checks and balance
on ticket
Tickets are sent without the
knowledge of Supervisor
Spending unnecessary
time in submission of
tickets
Work is backed up while the
issue is resolved
Heavy email communicat
ion
Spending time in reading
irrelevant email
No standards of email subject, causing extra
time being spent in
reading the context of the
issue
Wasted labor
Spending nearly 4 hours
a day in unnecessary
email communication
total
Wasting valuable labor resources on solving issues
that have already been addressed
Client dissatisfacti
on
No priority given to Critical or high priority
client
Client frustrated by not being able
to see the status of their repair
Preventing increase of
customer base by at least
50/year
Impacts of problems on business
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The Solution
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The Solution
Develop web-based ‘Ticket Automation System and Knowledgebase’, or simply ‘TASK’.
Make IT staff’s operations more efficient by reducing redundant tasks and eliminating lost requests.
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The Solution (cont.)
TASK will allow IT support members to: Track and store each submitted request. Limit submissions to Supervisors and IT Personnel. Assign Technicians from the proper department to the
most critical ticket. House a knowledgebase of solutions for
troubleshooting Generate informative reports
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The Solution (cont.)
Receiv
e
Submit
ticke
t
Receive requestResolve
issue
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Costs and Benefits
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Performance Goals
Reduce total wasted technician labor by 4 hours per day, which equates to approximately $62,400 saved per year.
Increase customer-submitted projects by 50 projects per year. This will bring an estimated $30,000 in additional revenue per year.
The sponsor has also created an internal goal of saving $100,000 per year in operating costs.
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Costs Breakdown
Task Resources Time Cost
Systems Analysis Entire Project Team 205.5 hours x $50.00/hr $ 10,275.00
Database Development Lead and Assistant DBA’s 67 hours x $50.00/hr $ 3,350.00
Develop Web Application Lead and Assistant ProgrammerOther Team Members
371 hours x $50.00/hr $ 18,550.00
Application Testing Entire Team 125 hours x $50.00/hr $ 6,250.00
Server/Application Debugging IT Support 120 hours x $50.00/hr $ 6,000.00
User Manual IT Support 45 hours x $50.00/hr $ 2,250.00
Technical Manual IT Support 40 hours x $50.00/hr $ 2,500.00
Project Consultants B. DetillierW.Rubit
60 hours x $125.00/hr30 hours x $75.00/hr
$ 9,750.00
Sponsor Analysis Time Sponsor 5 hours x $130.00/hr $ 650.00
Training IT Team + Training 25 hours x $60.00/hr $1,500.00
Sub Total 1093.5 Hours $ 61,075.00
UH Discount $ (58,925.00)
Total (Sponsor Time) 1093.5 Hours $2,150.00
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Recurring Costs vs. Benefits
Costs Resources Time (monthly) Cost
Monthly Database Maintenance DBAs 1 hour x $60.00/hr ($720.00 /year)
Paper Costs Paper 2 reams x $4.20 ($100.00 /year)
Monthly IIS Server Maintenance Networking 2 hours x $60.00/hr ($1440.00/year)
Emergency Funds for Critical Failure Entire Team 100 hours x $60.00/hr ($6000.00 /year)
Subtotal ($8,260.00 / year)
Benefits Resources Time Savings
Wasted Labor Redirected IT Support 4hours * $60.00/hr $62,400/year
Increase of 50 customers/year $30,000/year
Subtotal $92.400/year
Minus Costs -($8,260 /year)
Total Saved $84,140/year
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Total Cost of Ownership
Costs Resources Profit Total
Year 1 -($10,410) $92,400 $81,990
Year 2 -($8,260) $92,400 $84,140
Year 3 -($8,260) $92,400 $84,140
Year 4 -($8,260) $92,400 $84,140
Year 5 -($8,260) $92,400 $84,140
Total -($43,450) $462,000 $418,550
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Development Approach
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Tools and Technologies
Developed using industry standard software Microsoft Visual Studio 2010 – Programming and
debugging user interface Microsoft SQL Server 2008 – Programming and
debugging database Adobe Creative Suite 5 – Create and edit graphics for
user interface and project documents
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Database Development
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Testing Process
Dedicated Testing Process
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Application Overview
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Application Overview
Web-based system for universal access
Simple layout for quick navigation
Authorized user access for security
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TASK Demonstration
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Summary
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Summary
Xenco laboratories continues to expand and develop its core business.
This was causing an influx of support tickets to an outdated system.
IT helpdesk support at Xenco faced some inadequacies in the current business process .
Apex solutions saw an opportunity to improve the business process and justified the costs with an overall positive return on investment.
TASK was created as a result of dedicated efforts from Apex Solutions’ team.
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Questions?
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Lessons Learned
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Project Management
What worked? Daily status updates Google groups Subversion Control for documentation Weekly in-person meetings GoToMeeting
What didn’t work? Untimely reporting hours daily Difference of hours between WBS and Status Reports Transfer of responsibilities mid-semester
What could’ve been done differently? More meetings with sponsor to better quantify costs & benefits More in-person meetings
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Application Development
What worked? Visual Studio 2010 for application development SQL Server 2008 for database development Google docs for testing SubSonic
What didn’t work? Tortoise Subversion Control Team Foundation Server Microsoft Reporting
What could’ve been done differently? Use a web based code version control
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Future Improvements
Enhance the application knowledgebase section in order to create a more comprehensive solution base.
Enhance reporting tools.
Cross-browser compatibility
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Questions?
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