An Architecture for Evolving IT Customer Service Garland C. Elmore Deputy CIO and Dean Associate Vice President [email protected] Sue B. Workman Director of

An Architecture for Evolving IT An Architecture for Evolving IT Customer ServiceCustomer Service

Garland C. ElmoreDeputy CIO and Dean

Associate Vice President

[email protected]

Sue B. WorkmanDirector of User Support

[email protected]

INDIANA UNIVERSITY

UUNIVERSITY NIVERSITY IINFORMATION NFORMATION TTECHNOLOGY ECHNOLOGY SSERVICESERVICES

Copyright Garland C. Elmore and Sue B. Workman, 2006. This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.

An Architecture for Evolving IT Customer Service

Organization

Context Indiana University and the IT organization Customer and technology trends Rationale for the support initiative

• Cost, quality and the priority-setting process• The problem

Developing the Online Support Environment Systems and information management Defining the OSE Gap analysis and new tools Lessons learned and next steps


Organization




IUPUIIndianapolis

IUBBloomington

IU SoutheastNew Albany

Kokomo

IU EastRichmond

Fort Wayne

South BendGary

Columbus

Elkhart

Context: Indiana University

CharacteristicsFounded in 1820Eight campusesApproximately 100,000 studentsStudents from 50 states and over 100 countriesAbout 15,000 faculty and staffOperates with $2.1 billion budget

IU Kokomo

IU Southeast IUPUI

IP Fort WayneIU East

IU Northwest

IU South Bend

IU Bloomington


CharacteristicsBloomington (IUB) Campus

Enrollment: 37,958Degree programs: 329Degrees conferred last year: 8,590


CharacteristicsIndianapolis (IUPUI) Campus

Enrollment: 29,933Degree programs: 231Degrees conferred last year: 5,521

Context: IT Organization

Central Technology

AVPGarland C. Elmore

AVPMark S. Bruhn

AVPDennis J. Cromwell

AVP Craig A. Stewart

TEACHING & LEARNING IT

TELECOM-MUNICATIONS

UNIVERSITYINFORMATION

SYSTEMS

RESEARCH & ACADEMIC

COMPUTING

Vice President for Information TechnologyMichael A. McRobbie

DirectorJ. Michael Lucas

DirectorElizabeth Van Gordon

DirectorRobert Lowden

DirectorDavid Jent

DirectorSue Workman

DirectorBarry Walsh

Acting DirectorScott McCaulay

DirectorSara Chambers

UITSIUPUI(Elmore)

UITSIUB

(Wheeler)

University Information Technology Services (UITS)

Acting DirectorMatt Link

DirectorJames Williams

Note: Also reporting in full or part to the OVPIT are the Pervasive Technology Labs, Regional Campus CIOs (dual report), School of Medicine CIO (dual report), and IT offices, including Policy and Security, Finance, Human Resources, etc.

Acting Chief Information Officerand Dean for IT, IUBBradley C. Wheeler

Acting Deputy CIOand Dean for IT, IUPUI

Garland C. Elmore

Context: Customer and Technology Trends

Support Challenge

115,000 student, faculty and staff users200,000 computing and communication devices

University workstations: 30,000 Personally owned computers (96 percent): 110,400 University telephones: 33,516 University cell phones: 1,251 University pagers: 1,183 PDA and other devices (estimated): 28,000

Continued technology growth and a flat support budget

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Recent Information Technology Trends at Indiana University

Ownership

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006


OwnershipPersonal ownership increased 53% in 14 years, to 96% of users reporting computers in their residence by 2006

Ownership

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006


Technology Classrooms


ClassroomsAll of IU’s 640 Registrar-scheduled classrooms will be enhanced with technology by 2007

Ownership

CMS

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006




CMSCourse management system adoption increased with 88% of students and 80% of faculty using Oncourse by 2005


Networks

Ownership

CMS

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006





NetworksClassrooms and residence halls’ network connections increased to 100% by 2003


Networks

Ownership

CMS

Wireless

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006




WirelessWireless coverage of academic and informal learning areas increased from 1% to 95% in 3 years




Networks

Ownership

CMS

Wireless

100.0 %

90.0 %

80.0 %

70.0 %

60.0 %

50.0 %

40.0 %

30.0 %

20.0 %

10.0 %

0.0 %

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006



Students and faculty reported an increase from 18 to

29 hours/week in using technology

over ~3 years


WirelessWireless coverage of academic and informal learning areas increased from 1% to 95% in 3 years



UsageReported computer usage increased by 10.6 hours per week in 3 years


Call Center – 2,302,478 contacts Operator assistance Paging, answering services, emergencies

Support Center – 225,212 contacts Walk-in, phone, and e-mail help Second-tier and third-tier follow up

Residential IT – 3,104 in-room service callsSTC Consulting – 166,415 contactsIT Training – 22,730 students

Context: Customer and Technology Trends

Support Challenge

2.5M one-to-one contacts, initiated every 12 seconds, 24x7x365

UITS Support and Call Centers

Activity-Based Costing

Rationale: Cost, Quality and the Priority Process

At What Cost?

Service

Annual

Cost UnitsActivity

Measured Unit Cost

Walk-in Consulting $493,342

34,776 Contacts $14.19

4,888 Operating Hours $100.93

Telephone Consulting $773,312

118,800 Contacts $6.51


E-mail Consulting $220,925

34,748 Contacts $6.36


Chat Online Services $165,830

2,406 Contacts $68.92


Knowledge Base $997,562

8,829,685 Web Access $0.11


Online Support Services $550,666

13,200,000 Web Access $0.04


Current Support Costs

Relationship to Customer Satisfaction


At What Cost?

Relationship to Customer Satisfaction


At What Cost?

Success of IU Information Technology Strategic Plan (ITSP) initiatives increased demand for support across all technologies.

Reduced or flat budgets near the end of ITSP implementations made it difficult to improve access, efficiency, and quality of support.

This was further complicated by well-established University Information Technology Services Web space originally developed in 1997 to introduce the organization, not provide services and support.

Moment of Truth

The Problem

The old user interface helped illustrate the need Very creative pages Not very coherent Not very service-oriented Not customer-centered

Cost and quality arguments were compellingUITS had developed an environment in which

critical review was complemented by trust

The Problem: Communicating and . . .

Reaching Consensus


Organization




http://uits.iu.edu/

Support and Services Model

The New UITS Web site

http://uits.iu.edu/

The Online Support Environment utilizes automation, systems, and technology to: Provide one-stop guided online support and services to

users Provide information to consultants and support staff Provide user communication about IT systems and

services Provide management information for service planning

and service adjustments.

Defining the OSE

What is it?

First phase Reorganized December 2002 to launch August 2003

• Central Attendant Services and Telephone Consulting• Established User Support organization• Consolidated Learning Technology Operations

Defining the OSE: Stages in Development

Online Support Environment

First phase Reorganized December 2002 to launch August 2003 Defined and integrated OSE systems

• Knowledge Base, KB Workshop• Incident management IT Notifications• ACD, Call Management System• Departmental data, TLIT Dashboard• Develop new systems or applications to fill in the gaps



First phase Reorganized December 2002 to launch August 2003 Defined and integrated OSE systems Completed UITS Services and Support Web site



Create computing accounts Change passwords Search the Knowledge Base Get help Learn how to buy computers Read IT news Check for system updates Reserve a computer lab Request software View IT Notices and Alerts

Request phone service Make a VPN connection Download free software Access programmers’ tools Find tutorials Join mailing lists Connect to live IT chat Browse the address book Take a self-study course Browse job listings

Defining the OSE: UITS Web site

User Self Help

First phase Reorganized December 2002 to launch August 2003 Defined and integrated OSE systems Completed UITS Services and Support Web site Offered 24x7 support to regional campuses



First phase Reorganized December 2002 to launch August 2003 Defined and integrated OSE systems Completed UITS Services and Support Web site Offered 24x7 support to regional campuses Implemented system diagnostics, remote control, and live

chat



First phase Reorganized December 2002 to launch August 2003 Defined and integrated OSE systems Completed UITS Services and Support Web site Offered 24x7 support to regional campuses Implemented system diagnostics, remote control, and live

chat Expanded second-tier support



Defining the OSE: Back to the Web Site

The Architecture

ACDs/CCMISContact TrackingIT NotificationsUser SurveysActivity Based Costing

Knowledge BaseWorkflow

Gap Analysis and New Tools

Existing Systems

DataInformationService PlanningProductivity


Each System Lends Value

Individual systemsHad to know where to find themHad to know the organization owners


We Had

Integrate these within one “system”User did not have to know individual URLsCombine for powerful informationMake information available that was not available

beforeLeverage information and workBuilt a guided automated self-serve system


The Web Site


Individually We Had


Together We Have

Gap Analysis and New Tools: An Example

Top Ten Hits in May 20064,568 Buying Hardware4,503 Software and Hardware3,050 Email2,723 Accounts and Passwords1,715 Internet, Phone, and Video Connections1,709 Labs, Classrooms, and Instructional Resources1,007 Training and Workshops 972 Contact UITS 963 Help Options 935 About UITS

Manage the data oncePublish many places

Gap Analysis and New Tools: An Example

The IU Knowledge Base

KB was born in 1988Internal tool to retain computing support

informationBecame a self-serve tool in 1995For more info see:

“What is the history of the Knowledge Base” athttp://kb.indiana.edu/data/acjq.html

Systems and Information Management: Where it all Began

IU Knowledge Base

Best Technical Support PageYahoo! Internet Life, Sept 1997

Best of Show and Distinguished Technical Communication, Society for Technical Communication, March 1999

Best Technical Support Online, PC World Magazine, May 1999 Best Practices in Higher Education

(Honorable Mention), EDUCAUSE, Oct 1999 Institutional Excellence in Telecommunications, ACUTA, July

2000 SciTech Web Award, Scientific American,

May 2001 Others listed: http://kb.indiana.edu/data/aiwp.html

Systems and Information Management: Knowledge Base

Awards and Recognitions

http://kb.indiana.edu/data/aiwp.html

Documents in OSE environment

CGI

Other KBdocs

STC

Phone-list

html

xml

xml

output

PHP

PHP

output

output

html

html

html

xml

xml

Gap Analysis and New Tools: From the . . .

Knowledge Base to the OSE

IU Knowledge Base 8.8M hits per year 12,000 entries kb.iu.edu

New Online Support Environment 13.2M hits per year 3,470 pages uits.iu.edu


Online Support Contacts


Moral to the story

OSE is much more than a web site Integrated systems, services, and people working

together to provide excellent IT Support.


Other Tool Developments

New Notifications SystemNew IT Now ClientNew KB features and interfaceNew Get Connected!New Pinnacle SystemNew User Support Dashboard

Gap Analysis and New Tools: Newest Tool

ITNow

From: List Description: Support Center [mailto:[email protected]] On Behalf Of IT NOTICESent: Saturday, September 11, 2004 11:48 AMTo: [email protected]: Notice - bell.ucs.indiana.edu emergency maintenance scheduledbell.ucs.indiana.edu emergency maintenance scheduled - Saturday 9/11 11:36The IU Knowledge Base server bell.ucs.indiana.edu is currently unavailable due to emergency maintenance. The ability to edit Knowledge Base articles using the Workshop is affected. System administrators are working to restore service.Kevin JohnsonUITS Support Center11:48, Saturday, Sep 11For outages and other information see:http://ithelp.indiana.edu/notice.cgi/


User Communication

Developed by UITSResides in system trayNotifies users of IT outages and alertsKeeps users informed about upcoming changesCustomizableGathers user support information


ITNow


We are measuring everything

Adjust support and services based on population characteristics

Assist users in troubleshootingIdentify personal computers not appropriately

patched or securedTrack trends for future planning of support and

services


ITNow Reporting Purposes


User Support Dashboard

http://tlitdash.uits.indiana.edu/default.aspx


So, what are we really doing?

Utilizing IT to run our IT Support Business User self-service and support delivery Operations management Tool set – internal and external

Choose a project lead and team expert in user support, and have development skills.

Create quickly, test for usability, improve, repeat. Make info available in multiple ways. Build systems, not web pages.Leverage your support and system resources.Design with a philosophy.Involve multiple levels of the organization.Create a culture of service.

Lessons Learned and Next Steps

Advice from OSE Experience

The Reward

Recognition for web site

ACUTA Member Site to See Tech Support Center/Help Desk - 2005

Society for Technical Communication Distinguished Award for Online Communication, User

Support Tools – 2006 Excellence Award for Online Communication

(International) - 2006

Center for Applied Research

Garland C. Elmore, Indiana University

Jan R. Holloway, Indiana University

Sue B. Workman, Indiana University

Research Bulletin

Volume 2004, Issue 23

November 9, 2004

EDUCAUSE

Customer-Centered

IT Support: Foundations, Principles, and Systems





Research Bulletin


July 5, 2005

EDUCAUSE

An Architecture for Evolving IT Customer Services





Research Bulletin


May 23, 2006

EDUCAUSE

Vision, Data, and Analysis:

An Administrative Structure forDecision Making

Some QuestionsHow are you leveraging your resources to meet support

demand? Do you have a process to reallocate or reduce budgets to fund rising support costs?

How does support compare with other priorities at your institution? Who participates in setting IT priorities? Support priorities? How do division priorities align with each other and with institutional priorities?

How are you using IT to run your business?Who looks at support innovation?What’s next?

An Architecture for Evolving IT An Architecture for Evolving IT Customer ServiceCustomer Service

Garland C. ElmoreDeputy CIO and Dean

Associate Vice President

[email protected]

Sue B. WorkmanDirector of User Support

[email protected]

INDIANA UNIVERSITY

UUNIVERSITY NIVERSITY IINFORMATION NFORMATION TTECHNOLOGY ECHNOLOGY SSERVICESERVICES