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HDI National Conference Speakers Preview
South Florida HDI Chapter April 19, 2012
Agenda
1:00 PM Registration and Networking
1:30 PM Welcome and Event Overview
1:45 PM Keynote 1 - Rich Razon
2:30 PM Keynote 2 - Eddie Vidal
3:15 PM Break
3:30 PM Keynote 3 - Albert Noa
4:15 PM Closing Announcements, Survey’s & Raffle prizes
4:30 PM Happy Hour at Titanic
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 – What is it really?
South Florida HDI Chapter April 19, 2012
HDI National Conference • April 24-27, 2012 in Orlando, Florida • Interact with more than 1,600 support practitioners • Discuss real-world situations, and deliberate viable
solutions • Discover emerging trends, innovations, and examine
valuable best practices. • 8 In-depth tracks • 13 Pre-con sessions • 80 Sessions • 6 Keynote speakers • Expo Hall with over 100+ vendors
HDI 2012: A Digital Experience
Fusion 12
Local Chapter Membership
Focus Book Series and Annual Practice and Salary Report
$75 $240 Value
$79 $1000+ Online resources, webinars, Research Corner, whitepapers…
Conferences, events and Training discounts
$100+
$165 $100 (only for today)
Thank you to our Sponsors!
Volunteer?
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.
CIO Perspectives: From Operations to the Executive Suite
Session 601
Agenda:
Metrics across an Organizational Hierarchy
CIO Profiles
Core Tenets at the Executive Suite
An Introduction to Executive Briefings
An Introduction to Strategic Insights
CIO Interviews
Tenets Applied: Improving Communications
A Tour of CIO Metrics in Action
CIO Perspectives: From Operations to the Executive Suite
CIO Perspectives: From Operations to the Executive Suite
Operations Executive Suite
Executive Briefings
Compound Metrics
Strategic Insights
Objectives:
Get familiar with different communications needs at the Executive Suite
Know the metrics ‘language’ needed to bridge the gaps
Recognize opportunities for better communications across the organizational hierarchy
Changing Needs Across an Organizational Hierarchy
Customers
VPs
Executives
Directors
Managers
Team Leaders
Staff
• Internally Focused • Highly Detailed • Operations-centric
• Externally Focused • Highly Summarized • Compounded • Business-centric
Challenge: Assure continuity and consistency of metrics that flow across each level
Metrics Support the Organization Design
Empower all levels of management
Teams focus on operations
Senior managers provide leadership, direction, and oversight
Executives concentrate on decisions that shape the company
Each level has a unique profile
Tailored and connected views
“As you go higher in the organization, the scope of metrics expands and the need for summarization
increases”
CIO Perspectives
CIO, Cisco
External Business
Internal Business
IT
Operations Projects Innovation
Madeline Weiss, SIM APC
IT Operations Performance
IT Project Performance
Technical Innovation
Internal Business Process Metrics
Internal Business Improvement
Metrics
Internal Business Process
Innovation Metrics
Business Metrics
Business Metrics Improvements
Business Innovation
CIO Metrics Matrix
Escalating the IT Value Conversation beyond IT
CIO Perspectives
CIO, Visa
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 ‘So what?’
Never-Ending
Metrics and performance management is not a ‘project’ with a finite end. It is a process that will continue as the business evolves.
5 Core CIO Tenets:
CIO Perspectives
Global CIO, ArcelorMittal
Key metrics that develop penetrating understanding
Must be valuable to the user, worthy of attention
Delivered as “a bite-sized chunk of knowledge” for rapid review
Types include any combination of:
Inform – Educate, provide context and/or talking points
Awareness – Make aware of current status, recent events
Progress – Show trending vs. baselines
Results – Metrics showing results vs. targets & objectives
Anticipate – Leading indicators, contributing factors
What is a Strategic Insight?
Teams
Senior Leaders
Middle Mgmt
Strategic Insights
Execs
Connecting the Business to Strategic Insights
Mgmt Tools
Summary Rollups
Briefing Notes
Exec Briefing
Briefing Notes
The Business
Operations Dashboards and
Reports
Metrics Hub facilitates new Strategic Insights New insights from combining metrics
Added areas make framework richer
Internal Core Areas
Other Internal Supporting
Areas
Metrics Hub facilitates new Strategic Insights New insights from combining metrics
Added areas make framework richer
Internal Core Areas
Layer other areas
Marketing, Sales, Finance, HR, etc.
Intertwine results with the business
Industry Benchmarks
Execs Strategic Insights
Industry metrics as baseline comparison
Market share, cust sat, profitability, efficiency, etc.
Other Internal Supporting
Areas
Layer other areas
Marketing, Sales, Finance, HR, etc.
Intertwine results with the business
Metrics Hub facilitates new Strategic Insights New insights from combining metrics
Added areas make framework richer
Internal Core Areas
What does a Strategic Insight look like?
Single row is the target format for a Strategic Insight
Easily consumable
No mental calculations
Will be stacked in a list
Clear and Concise
Must answer ‘So What?’
Context is key
Use tenets as a checklist
Mouse-overs, drill-downs for more detail
Make supporting details readily accessible
Wide Array of Constructs
Colored Numbers
Bullet Points
Variance Bar
Flags and Bulbs
Up/Down Indicators
Sparklines
Headlines
Tickers and Scrolling lists
Mini-bar, Mini-charts
Comment Asterisks
Top Executive Baselines for Compound Metrics
Financials
Revenue, Cost, Profit, Investment metrics
People and Organizations
Staff, Competency, Compliance, Customers
Infrastructure
Assets, Network devices, ports, bandwidth
Company Output or Activity
Transactions, Production Volumes
Sales and Marketing / Industry
Pipeline, market share, industry benchmarks
CIO Perspectives
Former CIO, General Motors
Needs of effective management shift by the moment
A summary of summaries (sound bites)
Different metrics views match different needs (per CIO metrics matrix)
Action Center
Critical alerts & messages
Day-to-day Highlights
Personalized summary with metrics in key results areas
Strategic Insights
Modeled after executive briefings, move online
Org Tree
allows jump to any mgmt level, auto-hides
Action Center
Day-to-Day Highlights
Strategic Insights
1
2
3
Metrics Area
Metrics Area
Metrics Area
Series of mini-briefings with ability to
drill-down
Key metrics in summary + expandable
sections
CIO Dashboard Design Idea
Systematic Approach towards Deploying Executive Metrics
Deliver immediate value, constantly improve..
Build metrics catalog, add/refine metrics
Ultimate goal: strategic insights gained from combining metrics
Get everyone ‘on the same page’
Keep adding automated links to more data sources
Automation builds trust and confidence in the measures and their ready availability.
Rollout views in web-based framework
Make results readily accessible
Adoption is success
Improve Your Visualization IQ:
An Interactive Test
Executive Dashboards: A Tour of Live
Examples
Q/A
Thank you for attending this session. Don’t forget to complete the evaluation!
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.
Session 207: Making a Difference with Data:
Aligning Metrics with Core Competencies
About Us
Jenny Rains • Senior Research Analyst, HDI • HDI Support Center Practices &
Salary Reports • HDI Desktop Support Practices &
Salary Reports • HDI Research Corner • Healthcare Provider Forum
Facilitator • HDI 2011 Metrics Track Chair • MA in Psychology, Research &
Statistics
Eddie Vidal
• Fusion 11 & 12 Track Chair • HDI 2012 Metrics Track Chair • HDI & Fusion Conference Speaker • HDI Desktop Support Advisory Board • HDI Member Advisory Board • HDI Southeast Regional Director • President of South Florida HDI Local
Chapter • Published in Support World Magazine • HDI Support Center Manager
Certified • ITIL V3 Foundation & OSA Certified • itSMF Monthly Webinar Moderator
13
Manager, Enterprise Support Services [email protected]
305-439-9240
Senior Research Analyst, HDI [email protected]
719.785.5394
Takeaways
Templates to get you started Approaches for coaching Techniques to recognize star
performers Strategies for improving service
15
What are you doing with your data?
• FACT - 91% organizations measuring performance • Data when shared tells a story (what's your
story?) • Are you using data to improve performance and
customer experience? • Are you aligning metrics with your performance
management process? • Have you considered building a program using
core competencies with key metrics to provide constructive feedback during assessments of team members performance?
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Service Desk Metrics • Average speed to answer • Abandonment rate • Average response time • Average talk time • Average handle time • Percent of tickets converted to another channel • Time to resolve • First call resolution • First contact resolution rate • First level resolution • Cost per ticket • Customer satisfaction • Number of tickets resolved • Re-open ticket rate • Ticket per analyst
17 Reference: 2012 HDI Support Center Practices & Salary Survey
• Call Monitoring • Ticket Evaluation
Desktop Support Metrics • Number of tickets resolved (team/FTE) • Number of tickets escalated from Support Center • Number of tickets escalated that could have been resolved at the
Support Center • Average time to respond to end-user • Average time to resolve an incident • Average amount of dedicated work time on incident • Percent of tickets escalated to another department • Average percent of tickets in the queue and amount of time • First attempt resolution • Percent of tickets meeting SLA • Customer Satisfaction
18 Reference: 2012 HDI Desktop Support Practices & Salary Report
Apply to Individual Level
19
• Used for benchmarking your organization • Apply the concept to individual level to set goals
Why Focus on Improving?
20
Improving Performance Evaluations Improving Performance
Outward facing:Improving
Customer Satisfaction
Internal:Aligning with Business
objectives
Method
• Meet with analyst quarterly for individual review
• Set goals for each metric • Share graphs of their data compared to the
goal, their history, and team • Discuss strengths and weaknesses • Taking it to the next level
– Analyst self review
21
Communication • Communication is the
activity of conveying meaningful information
• The communication process is complete once the receiver has understood the sender
• Graphical representation of performance can help communicate goals and opportunities for improvement
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Why use data?
Subjective information Objective information
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Why use data?
Subjective Data
“You are doing really well and have improved
greatly.”
Objective Data
“Your first call resolution rate has
improved and you are meeting the goals we
have set for you.”
24
Core Competency
• Is a specific factor that a business sees as being central to the way it, or its employees, works.
• Is the result of a specific set of skills or production techniques that deliver value to the customer.
25
Examples of Evaluations
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Job Knowledge
Quality of Work
Productivity
Customer Service
Core Competencies
• Job Knowledge
• Quality of work • Productivity
• Customer Service
Sample Metrics • FCR • Ticket accuracy scores
• % tickets closed • Customer sat scores
27
Competency 1: Knowledge
Possible Metrics: • First call resolution • First level resolution/First
contact resolution • Re-open ticket rate • Call monitoring score • Ticket accuracy score
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Competency 2: Quality of Work
Possible Metrics: • Re-open ticket rate • Call monitoring score • Ticket accuracy score
29
Quality
• Ticket Accuracy Review – Has the customer been contacted within 24
hours? – Are the diary entries user friendly? – Has the customer been kept in the loop? – Was customer sign-off obtained?
30
Ticket Evaluation Template
31
Call Monitoring
• Greeting the customer • Key points during the call • Ending the call • Behavioral Questions
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Call Monitoring Score
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Competency 3: Productivity
Possible Metrics: • Percent of tickets closed • Call tracking • First call resolution
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Customer Service
"If the customer feels like it was poor service, then it was poor service. We are in the customer service perception business”
Competency 4: Customer Service
Possible Metrics: • Customer satisfaction
score • Percent of satisfied
customers • First Call/Contact
Resolution • Re-open ticket rate • Call monitoring score
36
Customer Surveys
University of Miami 1. Overall quality of IT Support
Center Staff? 2. IT Support Staff handling my
problem was knowledgeable?
3. IT Support Staff handling my problem was courteous and professional?
4. Incident was resolved to my complete satisfaction?
5. Resolution of your incident completed in a timely manner?
HDI CSI How satisfied are you with: 1. The courtesy of the analyst? 2. The technical
skills/knowledge of the analyst?
3. The timeliness of the service provided?
4. The quality of the service provided?
5. The overall service experience?
Sample Form
38
Sample Data Sheet
39
40
41
42
•Certificates •Movie Tickets •Employee chooses award •Nominated for HDI award •Wall of Fame •Monthly $20 award / up to 5 people •Recognition at meetings •Analyst/Technician of the period •Coffee cards or other gift cards •Service super stars share cake/dinner •Hand written “thank-you” note from manager •Name in agency newsletter
Recognizing Top Performers
43
44
Score, who won, results?
Why use data?
Takeaways
Templates to get you started Approaches for coaching Techniques to recognize star
performers Strategies for improving service
Resources
• LinkedIn Groups – HDI – HDI Desktop Support Professional Discussion Forum
• @hdiresearch • @eddievidal • www.thinkhdi.com/the2012Survey • www.thinkhdi.com/resources •
46
Thank You for Attending
Contact Information Jenny Rains 719-785-5394 [email protected] Eddie Vidal 305-439-9240 [email protected] [email protected]
Please Complete the Session Evaluation
47
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)
49
ALBERT NOA [email protected] www.sanovagroup.com
CHANGE MANAGEMENT: WHAT IS IT REALLY? APRIL 19TH , 2012
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.
50
WHAT WHY HOW WHEN
CHANGE MANAGEMENT What is it?
51
52
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.
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.
Collection of systems and tools that help to manage change.
CHANGE MANAGEMENT IS…
not a stand-alone process for designing a business solution
not a process improvement method
not a stand-alone technique for improving organizational performance
the processes, tools and techniques for managing the people-side of change
a method for reducing and managing resistance to change when implementing process, technology or organizational change
a necessary component for any organizational performance improvement process to succeed (programs like: Six Sigma, Business Process Reengineering, Total Quality Management, etc…)
53 ABOUT MANAGING CHANGE TO REALIZE BUSINESS RESULTS.
CHANGE MANAGEMENT IS… A framework that establishes processes and mechanisms (both formal & informal) to enable DESIRED change across an organization… in order to reach defined goals and/or perform to identified expectations:
• Organizationally (Company / Division) • Functionally (IT, HR, MKT…etc.) • Program / Project • Process
54
CHANGE MANAGEMENT COMPONENTS
Stakeholder / Customers / Clients
Change Managers
Communications
Impact Assessment
Training
Change Readiness (managing risk)
55
CHANGE MANAGEMENT Why?
56
CHANGE IS THE ONLY CONSTANT. - Heraclitus. Greek philosopher
57
Velocity
Intensity
TRANSFORMATIONAL
S = Q + A
58
SUCCESS = QUALITY + ASSURANCE
59
CHANGE MANAGEMENT IMPACTS…
60
CHANGE MANAGEMENT How do we do it?
61
CHANGE PROCESS
Preparing for Change (Preparation,
assessment and strategy development)
Managing Change (Detailed planning and change management
implementation)
Reinforcing Change (Data gathering,
corrective action and recognition)
62
LEWIN’S CHANGE MODEL
63
unfreeze
• Decrease strength of old values, attitudes and behaviors
change
• Facilitate and training to minimize resistance
freeze
• Institutionalize and stabilize; reinforce the change through new norms and operating procedures
KOTTER’S 8 STEP CHANGE MODEL (1-4)
64
• For change to happen you must really want it CREATE URGENCY
• Convince people that change is necessary FORM A POWERFUL
COALITION
• Develop a common vision, one that all can grasp and easily remember
CREATE A VISION FOR CHANGE
• Frequently and Powerfully…be consistent in your message COMMUNICATE THE
VISION
KOTTER’S 8 STEP CHANGE MODEL (4-8)
65
• Develop a structure for change and continuously check for barriers
REMOVE OBSTACLES
• Nothing motivates more than success CREATE SHORT TERM
WINS
• Reel change runs deep BUILD ON THE CHANGE
• Make is part of the core of the organization
ANCHOR THE CHANGE IN
CORPORATE CULTURE
REACTION TO CHANGE shock
denial
frustration
depression
experimentation
decisions
integrations 66
HOW DO WE HANDLE CHANGE?
67
CHANGE MANAGERS
Plan well
Allow for discussion and negotiations
Allow for participation
Emphasize the financial benefits
Avoid too much change
Gain political support
Share successful change
Reduce uncertainty
Ask questions to involve stakeholders
Build strong working relationships
Responsible for garnering support for change and overcoming resistance to change.
68
CHANGE MANAGEMENT When?
69
ALLWAYS… CONTINOUSLY
CHANGE IS CONSTANT AND SO MUST BE THE EFFORTS TO MANAGE IT
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THANK YOU FOR YOUR TIME AND PARTICIPATION…
71
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
ITIL CHANGE MANAGEMENT TERMINOLOGY (ITILV3 GLOSSARY)
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.
Change case: To predict what kind of impact of the proposed change on our environment. It’s important for any change or cost analysis.
Change Advisory Board (CAB): It’s 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.
Change History: documentation in the database has all information about changes. It’s history for all records.
Change model: It’s logical/repeatable method for handling particular change category. It’s predefined steps to make changes for particular item. This type of change does not require approval such as changing password.
Change record: It’s a row in the database or spreadsheet. It’s a record for all changes.
Request For Change (RFC): Should be stored in Configuration Management System (CMS) even if it’s rejected.
Change schedule: It’s a document which contains list of all approved changes and their schedules. It’s called forward schedule of change.
Change management: It’s 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
Closing & Raffle
• 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)
• Next Meeting June 21st at Carnival Cruise Lines
Thank You
• Find us on Facebook • https://www.facebook.com/soflahdi • Find us on Twitter • @HDI_So_Florida • Find us on LinkedIn
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