techqual, budgets, and improving service management (166335704)

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TechQual, Budgets, and Improving

Service Management

Fredrick Miller | June 3, 2010



Techqual, Budgets, and Improving Service

Management

Overview and context The TechQual survey Service management

techniques Applications for

budgeting and

strategy Summary



Overview and context

About Furman University Private, liberal arts 2600 students, 28 IT staff (CIS)

Budget challenges 3 topic sections

with Q & A after each

Summary Resources & links



<1> TECHQUAL

Principal investigator: Tim Chester, Pepperdine Based on Servqual & Libqual models Over 80 participating institutions

Overview & Furman results Generated charts Changes from 2008 to 2009 Our analysis

Peer comparisons How you can get started with Techqual



THE TECHQUAL PERSPECTIVE

”…when evaluating a specific technology service, end users

tend to make a positive evaluation of that service

when it is delivered consistently ,

when communication regarding the service is proactiveand intelligible, and

when the service increases collaboration opportunities

with others.” Tim Chester, EDUCAUSE ITMETRICS listserv, 5/31/10



OVERVIEW & RESPONSE RATES

Students 2009: 509 students (18%) 2008: 740 students (25%)

Faculty 2009: 110 full time (43%)

2008: 115 full time (44%)

Staff: 2009: 240 full time (43%)

2008: 241 full time (44%)

Service ratings 2009: 19 services 2008: 18 services

Open answer 2009: 3 questions 2008: 2 questions

Incentive: Drawings for

movie tickets



SERVICE AREA RATINGS

18 services organized in 3 groups:◦ Connectivity and access

◦ Technology and Technology Services, and

◦ The End User Experience

Rate minimum, desired, & perceived servicelevel

“Radar charts”

● Perceived exceeds desired● Gap between perceived and desired● Gap between minimum and perceived● Perceived below minimum



STUDENT RADAR CHARTS: 2008 & 2009



STAFF RADAR CHARTS: 2008 & 2009



FACULTY RADAR CHARTS: 2008 & 2009



2008.0 2009.0

-1.5

-1

-0.5

0

0.5

1

1.5

Connectivity and Access Adequacy: faculty

1 Wired network speed

2 Wireless network speed

3 Wireless coverage4 Network reliability

5 Mobile device services

6 Off campus access



2008.0 2009.0

-1.5

-1

-0.5

0

0.5

1

1.5

Technology & Technology Services Adequacy: faculty

7 University websitetimeliness

8 Sufficient webservices

9 Helpful informationsystems

10 Relevant informationsystems

11 Web systems

performance

12 Classroomtechnology



2008.0 2009.0

-1.5

-1

-0.5

0

0.5

1

1.5

End User Experience Adequacy: faculty

13 Training

14 Knowledgable supportstaff

15 Courteous support staff

16 Timely problemresolution

17 Opportunities forfeedback

18 Communityparticipation



+OPEN ENDED RESPONSES

Categorized: 2008 & 2009

Network Speed

Other

Training

Web services

Wireless Coverage

Wireless Reliability

Bradford/AV (2009)

Class/Office Equipment

Communication

FirstClass

Good

CIS Staffing

Network Reliability



Class/Office; 1%Communications; 2% FirstClass; 2%Good; 2%

C&IS-Staffing; 5%

Net-Reliability; 16%

Net-Speed; 6%

Other; 7%

Training; 2%Web services; 4%

erage; 39%

Wireless-Reliability; 14%Class/Office; 2%Communications; 2%FirstCl

Good; 3%

CIS-Staffing; 7

Net-Reliability;

Net-Speed; 8%

Other; 11% Training; 1%Bradford/AV; 4%

rage; 42%

Wireless-Reliability; 6%

20092008

STUDENTS: ONE THING TO IMPROVE



Class/Office; 3% Communications; 4%

FirstClass; 10%

Good; 5%

C&IS-Staffing; 16%

Net-Reliability; 18%Net-Speed; 3%

Other; 10%

aining; 10%

b services; 15%

Wireless-Coverage; 7%

Staff: One Thing to Improve IT

Commu

FirstCla

Good; 4%

C&IS-Staffing; 9%Net-Reliability; 9%

Net-Speed; 2%

Other; 5%

Training; 13%

Web services; 13%

Wireless-Coverage; 6% Wireless-Reliability; 1%

20092008

STAFF: ONE THING TO IMPROVE



Class/Office; 8%

Communication; 3%

FirstClass; 16%

Good; 4%

C&IS-Staffing; 22%Net-Reliability; 13%

t-Speed; 4%

Other; 5%

Training; 7%

Web services; 12%

Wireless-Coverage; 4% Wireless-Reliability; 1% Class/Office; 2%C

FirstCla

Good; 3%

CIS-Staffing; 15%

Net-Reliability; 11%

Other; 8%

Training; 2%

Web services; 18%

Wireless-Coverage; 3%Wireless-Reliability; 5%

20092008

FACULTY: ONE THING TO IMPROVE



Getting timely resolution to problems…

PEER ANALYSIS EXAMPLE: 2008



HOW TO GET STARTED WITH TECHQUAL

Sign up @ techqual.org Get IRB approval

Sample size? Additional questions?

Timeframe?

Invite participants incentives

Assess results Communicate (Repeat)



TECHQUAL </1>

Q & A Others’ experience w/Techqual? Challenges? What would make it a more useful tool?



<2> SERVICE MANAGEMENT

ITIL Processes Techniques @ Furman

Incident & Config Management

Change Management Service Catalog

Future challenges Service Level Agreements

Problem management



ITIL PROCESS AREAS AND PRIORITIES

Service Delivery Processes

Release Processes

Resolution Processes

Relationship

Processes

Control Processes

Adapted from Behr, Kim, & Spafford, Visible Ops Handbook: Implementing ITIL in 4 Practical

and Auditable Steps; ITPI, Eugene, Oregon. P. 19 & 24.

Configuration ManagementChange Management

Capacity Management

Service Continuity

And AvailabilityManagement

Service Level ManagementService Reporting

Information SecurityManagement

Budgeting and

Accounting for IT Services

Release Management

Incident ManagementProblem Management

Business RelationshipManagement

Supplier Management

1

2

3



SERVICE MANAGEMENT @ FURMAN

Resolution processes Incident management: Track IT! Problem management

Control processes Configuration management Change management

Release management



What percent of your time is spent on

“unplanned work”? A. Over 50%

B. 35-50%C. 15-35%

D. <15%

CHANGE MANAGEMENT



4 - ContinuouslyImproving

• <15% of time spent

on unplanned work• Change success

rate is very high• Service levels are

world class• IT operating costs

are under control•

Can scale ITcapacity rapidly withmarginal increasesin IT costs

• Change review andlearning processesare in place

• Able to increasecapacity in a cost-effective way

3 - Closed-LoopProcess

• 15-35% of timespent on unplannedwork

• Some ticketing /workflow system inplace

• Changesdocumented andapproved

• Change success rateis high

• Service levels aregood & becomingworld class

• Server-to-admin ratiois good, but not BoB

• IT costs areimproving

• Security incidentsdown

2 - Using HonorSystem

• 35-50% of time spent

on unplanned work• Some technologydeployed

• You have the rightvision but noaccountability

• Server-to-admin ratiois way too low

• IT costs are too high• Process subverted by

talking to the “right”people

1 - Reactive• Over 50% of time

spent on unplannedwork

• Chaotic environment;lots of fire fighting

• MTTR is very long;

poor service levels• Can only scale by

throwing people at theproblem

Reactive Using Honor System

Closed-Loop

Change Mgt

E f f e c t i v e n e

s s

Continuously

ImprovingSource: Institute of Internal Auditors; Based on the IT Process Institute’s “Visible Ops” Framework

Changes control the

organization:

Organization controls the

changes:

Change Management Maturity



Change Management Process

Any change that potentially affects a service availability

Maintenance Windows Wednesday mornings: midnight to 6am

Saturday mornings: 6am to 10am

Exceptions as approved by the CIO

Request For Change form (RFC)

Change review/approval at weekly director’s meeting



CHANGE MANAGEMENT LITE?



SERVICE CATALOG

“Organizational Security and Data Classification” Guideline 1b: “…CIS management will maintain a “Service Catalog” listing each

University information service and identifying the University VicePresident responsible for each information service. The University’sChief Information Officer will meet annually with each UniversityVice President to discuss information services’ funding, service

levels, and information security.”

Adopted 7/31/09



WHY A SERVICE CATALOG?

Tells us what we’re actually doing Helps identify our most critical services Help us negotiate service levels and targets

Aids workload discussions Helps manage service changes Aids cost and budget discussions



FURMAN CIS SERVICE CATALOG

6 Service Lines 64 Services

Description & Features Service Administrator VP Customer

Availability & Support Initiated & Delivered Prerequisites

Charges Key Service Targets



SERVICE MANAGEMENT CHALLENGES

Incident tracking Revised to use service catalog

Assess effects

Service Level Agreements In process

Key service target tracking (metrics)

Problem Management

List of open problems Tracking?

Costs?



SERVICE MANAGEMENT </2>

Q & A Your experiences with ITIL & service management? What works?

What doesn’t? Why?

SLAs? Metrics / KPIs?



<3> BUDGETS AND STRATEGY

Finance challenges since 2008 What Techqual said about budgets The Service Catalog as a budget tool

Techqual and strategy



BUDGET CHALLENGES SINCE 2008

6% cut in 08-09 on“variable” budgets

Another 6% in 09-10

4 year computer refresh No raise in 09-10 VERP

“Secret” PRC “Budget Dust” hangover



WHAT TECHQUAL SAID ABOUT BUDGETS

Mo’ better wireless! Network reliability

Mobility – not so much Students like

classroom tech Unhappy faculty? Improve web services Email?



SERVICE CATALOG AS A BUDGET TOOL

“Organizational Security and Data Classification” Guideline 1c.

– “... Each Vice President

will meet with the CIOannually to discussservice levels and

security for their information services. It is

the responsibility of theVice President to obtain

additional funding if theydesire a higher servicelevel or need additionalsecurity.”



SERVICE CHANGES & POSITION REQUEST

?



TECHQUAL AND STRATEGY

Wireless most important to students 2008 & 2009 Partial, not complete wireless in student residences Full wireless elsewhere, but…

Problems with wireless solution Tested alternative vendors Prepared plan

Board of Trustee member gift

New president & “a significant announcement”



BUDGETS AND STRATEGY </3>

Q & A Ways service management affects budgets/strategy? Other lessons learned from budget reviews?

Is this the “new normal”?



<SUMMARY />

TechQual is an important tool for higher ed Better understand your campus’s perception of IT

Service Management techniques can help

Auditors now expect a change management process Brings a different perspective to budget discussions Negotiate service expectations

A framework for budget & strategy discussions How well are University $ being spent Impact on teaching, learning, & research



RESOURCES

Books Steinberg, Servicing ITIL: a Handbook of IT Services for ITIL Service Managers

and Practitioners

Behr, Kim, Spafford, G. The Visible Ops Handbook: Implementing ITIL in 4

Practical and Auditable Steps

Links TechQual+ Project, http://techqual.org Furman Service Catalog

http://www2.furman.edu/sites/CIS/cisservices/Pages/ServiceCatalog.aspx

Miller, “10 Ways to Cut the IT Budget (and What Not to Cut)”

http://www.educause.edu/174551 EDUCAUSE ITIL Resources

http://www.educause.edu/Resources/Browse/ITIL/17409

EDUCAUSE ITIL Constituent Group http://www.educause.edu/groups/itil

http://techqual.org/


http://www.educause.edu/174551


http://www.educause.edu/groups/itil

http://www.educause.edu/groups/itil


http://www.educause.edu/174551


http://techqual.org/



THANK YOU

techqual, budgets, and improving service management (166335704)

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