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Centralized Support for Service Desk and Desktop

across UCSF Campus and Medical Center – A Case Study

Presented to UC-CSU

By Julie Cox and Sian ShumwayDirectors, UCSF IT Service Desk and Field Services

July 11, 2013

“ If the customer feels like it was poor service, then it was poor service.We are in the customer service perception business.”

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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 improvemento Reduced cost, improved efficiency

• Anticipated benefitso Single point of contacto Improved serviceo Transparency for our customerso Lower costo 24 x 7 supporto Student support

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Service Desk Design• Relocation of all help desks to single location• Staff would remain in their own departments/budgets but

would report to one Directoro 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

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Implementation

• Implementation began at the end of January 2011.• Consolidation was dependent on conversion to single Service-

now 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 teamso 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 $827,000(Not just Service Desk)

Consulting 344,000

Training ( Knowledge/Mac) 15,000Service Desk temps120,000Co-location expenses68,000Software (Bomgar/OpenScape) 159,000Hardware (Mac-minis)14,000

Total $1,547,000

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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

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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

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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 environmento 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

250

750

1250

1750

2250

Volume by Queue

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WEEKLY TREND REPORT

0:07

0:21

0:36

0:50

1:04

1:19

1:33

Average Wait Time by Queue (Bus Hrs Only)

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WEEKLY TREND REPORT

10.00%

30.00%

50.00%

70.00%

90.00%

110.00%

Level 1 Resolution by App/Business

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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 finalized6/2012 Director hired8/2012 Implementation design team formed

Organizational design proposed9/2012 Service Catalog defined

10/2012 Implementation team formedJob descriptions finalized and classified

11/2012–1/2013

Complete Manager and Phase 1 Field Technician Hiring

2/2013 Staff training: ITFS Field Techs and Service Desk 2/25/2013 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

15,000• Mac end point management

30,000• BigFix server upgrade, test licenses 20,000• S&E for Staff (computers, phones etc)

90,000• Backup

250,000Staffing• Senior Project Manager

232,000• Project Mgr & Business analyst

160,000• Desktop Engineering team

820,000• Increased staffing during transition 600,000

TOTAL (est)2.22M

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Staffing strategy

• 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 priorityoUnfilled positions will be recruited externally

• Tiered recruiting (supervisory, senior positions first)

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Staffing principles

• 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

• 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• 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

• 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 Julie.Cox@ucsfmedctr.org

Sian Shumway, Director IT Field Services Sian.Shumway@ucsf.edu