4/3/2013 ©2013 HDI. All rights reserved.

March 2013 Continuous Improvement in IT

March 2013 Agenda

11:15 – Check in 11:30 – Lunch – Provided by Serena Software 11:30 – Introduction from OSUWMC Director of Support - Ben Walters 11:40 – Officer updates provided during lunch 12:30 – A word from our sponsor, Serena Software (Chris Miller) 12:40 – Continuous Improvement in IT Kathy Lucas and Kurt Berberich – Worthington Industries 1:10 – Q&A with Kathy and Kurt 1:20 – OSU Wexner Medical Center Service Desk Spotlight 1:50 – Yoda session – Continuous Improvement in IT (Tours of facility) 2:15 – Drawing/Wrap-up

2013 HDI Conference

• April 16-19, 2013 • Mandalay Bay, Las Vegas, NV

• Mid-Ohio HDI will be doing event • Robert Stailey – Chapter DSTOY & Mid-West

Region DSTOY • Jim Rider – won Conference pass – Dec 2012 • See an officer if you are going

Serena Software Overview

Chris Miller – Major Account Manager

Fernando Cremer – Solutions Architect

2013

SERENA SOFTWARE INC.

Serena Software

Solution Vendor to Orchestrate your Business Process

ALM, ITSM, RLM Independant Company

+ 30 years

29 office in 14 countries

+250 M$ Rev.

+800 employees

Privately Held by

5

…

APPS + OPS = SERENA

SERENA SOFTWARE INC. 6

Development Process ITIL®

Incidents Requests

ITIL Process

CMDB/ITAM

SLA’s

Operations & Service

Management

Development

Release Management

SERENA SOFTWARE INC. 7

Serena’s Orchestrated IT Solution Set

Orchestrated IT

Development Operations

Requirements Manager Development Manager Release Manager Service Manager

Orchestrated IT Dashboard

Demand Manager

Request Center

Serena Business Process and Workflow Automation Manager

Front Office

Orchestrated IT Processes

Serena Confidential 8

Service Requests

App Requests App Releases

Service Fulfillment

Serena Requirements

Manager

Serena Development Manager

Serena Release

Manager

Serena Request Center

PROCESS

PROCESS

Serena Service

Manager

Serena Demand Manager

Serena Dashboard

Production

Pink Elephant: ITIL Innovation of the Year 2011

SERENA SOFTWARE INC. 9

2011

Together, Serena Service Manager and Serena Release Manager help bridge the DevOps divide and provide a new level of service responsiveness.

Wide Industry Acclaim

SERENA SOFTWARE INC. 10

“The integration between Serena Service Manager and Serena Release Manager bridges the gap between app development and IT operations”.

“Serena Service Manager offers a degree of transparency, tailorability, and ease of adoption that will make it popular.”

2011 ITSM Innovation of the Year Award “Serena Service Manager truly exemplifies the best ITIL has to offer.”

“Serena Service Manager is the only ITSM offering on the market today that leverages a process-based approach.”

March 2013 Agenda

11:15 – Check in 11:30 – Lunch – Provided by Serena Software 11:30 – Introduction from OSUWMC Director of Support - Ben Walters 11:40 – Officer updates provided during lunch 12:30 – A word from our sponsor, Serena Software (Chris Miller) 12:40 – Continuous Improvement in IT Kathy Lucas and Kurt Berberich – Worthington Industries 1:10 – Q&A with Kathy and Kurt 1:20 – OSU Wexner Medical Center Service Desk Spotlight 1:50 – Yoda session – Continuous Improvement in IT (Tours of facility) 2:15 – Drawing/Wrap-up

Agenda

• Speakers Overview • Help Desk vs. Service Desk • Problem Mgmt. • Maturity Levels • Frameworks • WI Continuous Improvement – Lean IT • References

Kathy Lucas

• WI IT – 10 years – Release Manager & Oracle Out hosting Liaison – Process Architect – Production Support responsible for Configuration,

Change, Release, Oracle Production & End user support

• JPMorgan Chase – VP Tech Services with functional responsibilities for End

User Services; ABA, Incident, Problem, Change, Event monitoring

• Certifications - Green Belt, ITIL Foundation

Kurt Berberich

• WI IT – 14 years – Mgr. IT Audit, IT Compliance, Risk Mgmt. & DR – Process Architect, IT SOX Compliance Mgr.

• Implemented ITIL, SOX Controls, IT Processes

– Tier 2 Lead – Programmer Analyst, Business Analyst

• The Limited – Programmer Analyst

• Master’s Degree in Project Management • Certifications - ITIL Foundation; COBIT; Knowledge

Management

Service Support Process Model

ManagementTools

Incidents

The Business, Customers & Users

Difficulties,Queries,Enquires

CommunicationsUpdates,

Work-Arounds

IncidentMgmt

Problem Mgmt

Change Mgmt

Release Mgmt

ConfigurationMgmt

Service Desk

Changes

Releases

CMDB

Incidents ProblemsKnown Errors

Changes Releases CIsRelationships

Service ReportsIncident Reports

Audit Reports Problem StatisticsTrend Analysis

Problem RecordsDiagnostics Aids

Audit ReportsChange Schedule

CAB MinutesChange StatisticsChange Reviews

Audit Reports

Release ScheduleRelease StatisticsRelease Reviews

Secure LibraryTesting standards

Audit Reports

CMDB ReportsCMBD StatisticsPolicy/Standards

Audit Reports

Incidents

CustomerSurveyReports

Help Desk Vs. Service Desk

• Trouble ticket logging • Some break/fix

• Break/fix • Knowledge management • Self-help • Collaboration and

integration with service teams and other IT processes

• Managing the incident life-cycle

Help Desk Service Desk

Problem Mgmt.

• Problem control • Error control • The proactive prevention of Problems • Identifying trends • Obtaining management information from Problem Mgmt. data • The completion of major Problems reviews Diff - Incident Mgmt. & Problem Mgmt. Problem Mgmt. differs from Incident Mgmt. because the main goal is

the detection of the underlying causes of an Incident and their subsequent resolution and prevention.

Incident Mgmt. goal is to restore service as quickly as possible.

Help Desk Maturity

Reactive

Controlled

Proactive

Optimize

Chaos

This report will assist you in the optimization of your help desk by:

1. Identifying improvements that increase end user satisfaction and perception. 2. Demonstrating how to simplify the help desk and improve efficiency metrics. 3. Reducing the help desk annual cost and tickets per user.

How mature is your help desk? Understanding the Maturity Model

To optimize your help desk, you should understand both your current and your optimal state in the help desk maturity model.

As you approach your optimal state, costs

per user decrease while performance metrics and end user feedback increase.

Executive Summary

Help Desk Maturity

Reactive

Controlled

Proactive

Optimize

Chaos

Identifying the levels of maturity

13% 23%

33%

31%

This table maps Help Desk Maturity to the equivalent level in the Capability Maturity Model Integration (CMMI). CMMI can be used to measure maturity of IT process. Process is only one aspect of our Help Desk Maturity model (people, processes and tools).

Help Desk Maturity Levels CMMI Levels 1. Chaos No formal help desk. IT problems are

dealt with on an ad-hoc basis. Level 1: Process has few, if any, formal definitions and performed on an ad-hoc basis.

2. Reactive Help desk staff and tools are identified, process is defined for tracking and escalating incidents.

Level 2: Process is defined, executed and repeatable.

3. Controlled Help desk processes are clearly defined. Tools are introduced for basic self service and knowledge management.

Level 3: Processes objectives are aligned with business goals and are defined with greater detail. Process results are qualitatively predictable.

4. Proactive Help desk performance expectations are quantitatively set and measured against. Additional tools and processes are introduced to alleviate help desk calls.

Level 4: Quantitative goals are clearly set and measured. Process results are quantitatively predictable.

5. Optimized Frameworks are introduced to optimize help desk costs, metrics and end user satisfaction.

Level 5: There is a focus on continually improving process performance. Common causes of process performance variation are identified and addressed.

Help Desk Maturity Levels

Success of the help desk is defined by two inputs

SUCCESS: Alignment of IT services with

business requirements

End User Satisfaction

Help Desk Efficiency

+

A successful help desk delivers its services in a timely and cost effective manner using the right people, processes, and

technology.

Help Desk Success What is help desk success?

CIP

• A continual improvement process, also often called a continuous improvement process, is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.

CoBIT

Control Objectives for Information and Related Technology (COBIT) is a framework created by ISACA for information technology management and IT governance. It is a supporting toolset that allows managers to bridge the gap between control requirements, technical issues and business risks.

LEAN IT

Lean IT is the extension of lean manufacturing and lean service principles to the development and management of IT products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service. Here are 2 examples that apply to Services.

24

I. Background A significant amount of shop floor time is spent in printing and waiting for tags. When any printing issue happens, users need to open incident with IT. Due to lack of pre-defined process in IT, Incident resolution time is taking too long. Our goal is to reduce this resolution time. II. Current Situation Focus: Reduce cycle time.

IV. Goal

III. Analysis

VI. Implementation Plan

VII. Follow Up Send information to Craig for template preparation Schedule meeting with Craig and Gary after 2 weeks to check progress

VIII. Results Report Current (Avg time to resolve Ticket 29hr 50 min) Expected (Avg time to resolve Ticket 12hr 45min)

Oracle Printing Issue Resolution- PDCA 30day Report Monday October 22 2012 Prepared By: Jim Horne & Naveen Kantamneni

# Description Week

Who % Comp 1 2 3 4 5 6 7 8

1 Task 1 X Craig Bigler 60

2 Task 2 X Gary Baughman 15

WASTE ID RESULTS 1. IT support waiting on

issue information 2. Super user waiting on

user to get information

ROOT CAUSE RESULTS

. No list of specific questions to printer issues.

. Lack of information sheets on printers and users desktops

V. Recommendations Create printing issue template or checklist for Super user and Help

Desk to get maximum information needed for IT investigation. Create stickers with printer information such as printer name, IP

address etc.. and stick them to all WI printers to help super users to enter printer information during ticket creation.

25

I. Background IT Service requests are tickets that are asking for more/additional IT services. These are NOT the same as an incident whereas it is a loss of service you had before. These are taking time to resolve which is why we are concentrating on this type.

II. Current Situation

IV. Goal – Future Value Stream Map

III. Analysis Waste ID Results Root Cause Results 1. Push/pull queue Ticket being assigned to group 2. Escalated tickets need follow up Lack or missing information from user/input 3. Too many tickets going to LVL2 technician Build knowledgebase & additional training.

V. Recommendations • Modify the process to incorporate assignments • Assign technician to monitor tickets – assign directly to person • Monitor the assigned to group queue – use first in/first out process

where applicable • Utilize “need by date” on 100% of targeted SR tickets • Work with Product Owners (PO) & Mgrs. to follow up on requests to

validate open tickets VI. Implementation Plan

VII. Follow Up • Mentor ITSS lead to monitor queue and drive tickets to completion –

train backup lead. Generate reports weekly. • Promote process for all other IT groups. Engage need by date.

VIII. Target categories “Services” & “Software/Applications” of the ITSS queue. This shows the target selection to be a large percentage of all the categories (approx 25 categories).

IT Service Requests - PDCA Report Oct 16, 2011 Prepared By: Art Paris and Mike Eberhardt

# Description Week

Who % Comp 1 2 3 4 5 6 7 8

1 Document process changes X X Art

Mike 100%

2 Prioritize tickets to address FIFO X Art 100%

(onging)

3 Create Reports X X Mike 95%

4 Engage PO’s & Mgrs X X Mike 100%

5 Assign lead to queue X ITSS

Mgr 100%

References

ITIL (Information Technology Infrastructure Library ) http://www.itil-officialsite.com COBIT (Control Objectives for Information and Related Technology ) http://www.isaca.org/COBIT/Pages/default.aspx itSMF (IT Service Management Forum) http://www.itsmfusa.org/ CMMI (Capability Maturity Model Integration ) - http://cmmiinstitute.com/ Lean IT Root Cause Analysis methods

Questions

????’s

March 2013 Agenda

11:15 – Check in 11:30 – Lunch – Provided by Serena Software 11:30 – Introduction from OSUWMC Director of Support - Ben Walters 11:40 – Officer updates provided during lunch 12:30 – A word from our sponsor, Serena Software (Chris Miller) 12:40 – Continuous Improvement in IT Kathy Lucas and Kurt Berberich – Worthington Industries 1:10 – Q&A with Kathy and Kurt 1:20 – OSU Wexner Medical Center Service Desk Spotlight 1:50 – Yoda session – Continuous Improvement in IT (Tours of facility) 2:15 – Drawing/Wrap-up

Service Desk Spotlight

OSU Wexner Medical Center Manager - Todd Neffenger

Supervisor – Neil Rupp • Health Services Industry • Support Environment Statistics

– Service Desk Staff: 30 – Users: 17,000 – Medium-sized environment

Service Desk Spotlight

• Service Desk is located at Ackerman Road Complex • Hours of Staffing/After Hours Support

– 6 AM – 7 PM typical staffing hours – 24/7 operation, staff is always on site

• What software is used for ITSM? – Service-Now (eServices)

• What methods of contact? – Phone or self-service ticketing – eServices was set up for self-service, automation workflow – Minor growing pains w/communicating self-service, broad adoption

Service Desk Spotlight

OSUWMC IT Services

Help Desk Operations

(24/7) IHIS Help

Desk

Service Desk Spotlight

• Adjustment of Help Desk coverage – Shifted coverage based on call metrics

• Move “long calls” to 2nd Level Support – Safeboot/McAfee Endpoint Encryption – Password Sync – PC Slowness – Anticipated Result: 25-30 calls ‘off our hands’ per day

• Non-Phone Based Extra Duties Operations – Self-Submit Tickets / Request Fulfillment – SecurID Management

Service Desk Spotlight

• “All Hands on Deck” – Operations

• Changed call queue priority – DCMS

• Added to Help Desk call queue • Paged at 5 minute wait time

• Not Ready Time Enforcement • Call Queue Settings • Tools for Job • Incentives • Culture Shaping

17, 000 Neil Rupp30 614-685-8741

neil.rupp@osumc.edu136,000

Health Services

Unknown

7%

79%/21%

600

75%

3.00%

27

4:26

46%

Unknown

36,000 to 150,000 contacts150,000+ contacts

Line Of Business:

Cost per Contact

Total Annual Contacts:(phone, email, IM, web, etc.)

E-Mail:

Support Environment Size:Less than 36,000 contacts

Service Desk Spotlight - The OSU Wexner Medical Center

Organization Size# of Users:

Service Desk Staff: Name:

Phone:

Contact Information

75%Customer Satisfaction

First Line Resolution

Agent Utilization

First Call Resolution

Cost per Contact

Agent Handled Contacts per End User:

IT Service Desk FTEs as a % of Total IT FTEs:

93.00%

% of tickets resolved within 24 hours:

Service Desk FTE Distribution (Insourced vs. Contractor):

Call Abandonment Rate:

Average Speed to Answer (seconds):

Average Talk Time:

% of calls answered within 30 seconds:

Contacts per Service Desk FTE per Month:

First Call Resolution:

Organization Information

Key Performance Indicators

Additional Metrics

Notes about OSU Wexner Medical Center:

Things to be proud of:1. Self-service tools2. Customer Service3. Ownership of issues

Things to work on:1. Ticket escalation2. Communication (internally and to customers)3. Managing user expectations

Major Initiatives:1. Self-service tools - automated ticket management and workflow2. Soft phones - 'Service Desk Anywhere'

Yoda Yoda Question

Thank You! Thank you for attending today’s meeting. Everyone have a safe trip home!