implementing agile everywhere · methodology (e.g. scrum, kanban) • directors + coach will agree...

Implementing Agile EverywhereEnd User Computing’s Service/Support teams

SITE SERVICES CARE4CUSTOMER SUPPORT`

Team provides innovative infrastructure support that enables Business capabilities:

• Customer Relationship Management

• End User Computing incident and problem management

• Global Real Estate project delivery

• Campus/Home Based Servicing support

• Deployment support for new products and capabilities

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Global Team

Service Channels

OUR JOURNEY


In 2014, the Site Services team embarked on a journey to redefine end user computing support and service for employees

Managed Service Insourced Model with staff augmentation

Focus on Contracts, SLAs, Penalties Customer centric, outcome oriented

Low Customer Satisfaction; bi-annual surveys High Customer Satisfaction; transactionalsurveys; customer insight sessions

Directive, oversight laden, damage control Empowered, customer centric, proactive

Risk averse, mistakes hidden/covered up Risk takers, learning from mistakes

From To

OUR CHARTER


Design every process with the End User in mind Shift left strategy Innovate where needed, always

look for continuous improvement Evaluate and measure:

Accuracy, Resolution Time, Customer Satisfaction

Enable the execution of Site Service Next Gen Leverage Leadership to

remove barriers Ensure global

alignment/consistency of experience

Our

Peo

ple Hire the right people and empower

them to own and resolve the issue the first time Leverage Relationship Care

practices Integrate Service and

Care4Customer into our Site Services DNA

Develop or procure tools that create experiences that are easily transferred from home to office

Our

Pro

cess

es

Our

Too

lsO

ur L

eade

rshi

p

Focus on the Customer


7

CO-DESIGN WORKSHOPS

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Our Customers said: Own fixing my problem

Listen to (and hear) what I am really saying

Don’t make me repeat myself (again)

Don’t make me have to follow up or chase things down

Don’t Waste My Time or Make Me Wait

Enhanced Support Model

Focus on the Employee


EMPOWERMENT AND CONTINUOUS IMPROVEMENT


And then we added Agile--


SITE SERVICES AGILE MODEL


Services/SupportProduct(s):

Capabilities:

Features:

Functions:

Onboarding Security Break-fix Service Requests

Onboarding/Offboarding Security Refresh Home support Break-fix Service

Requests Consulting Training

Onboarding Security Refresh Break-fix Service





Requests


Requests

Onboarding Security Home support Break-fix Service

Requests Consulting

Onboarding Security Home support Break-fix Service

Requests Knowledge Share

Queue Management

Ticket Set Up

Ticket Set Up

Desktop Share

Survey Deployment

Survey Deployment

Programs = Scrum= New initiatives (MVP/Sprints with definitive start/stops) BAU= KanBan (Work queues and repeatable processes)

CONTEXT : EUC TEAM MATURITY WHEEL

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Agile Tools and TechniquesUnderstanding and use of appropriate agile minded

methods and techniques (e.g. Lean, Kanban, Scrum) as well as the tools (e.g. Jira) available to

facilitate agile ways of working.

LEARN

APPLY

IMPROVE

Innovation Customer Centred

Product Lifecycle

Agility

Continuous ImprovementStriving for perfection by continually looking for ways to improve what we do and how we do it.

Prioritization by ValueDeciding what to do next based on estimated

benefit. Things may change in the future so we should do the most valuable things now.

AGILE GROUND RULES


All EUC Teams

Groups of EUC teams who do similar

work

• One size doesn’t fit all when it comes to Agile

• But there are some things we need all EUC teams to do the same

• We want to keep that list as short as possible

AGILE GROUND RULES: EXPECTATIONS OF EVERY EUC TEAM

All EUC Teams

Daily CollaborationWhole team speaks live

every single day

Granular TasksSmall units of work with no

wait time

IterationsDeliver. Assess. Enhance.

Repeat.

Monitor ProgressData that describes how the team has improved over time

All Tasks as a BacklogNew work added to a highly visible backlog. Reprioritize

frequently.


TEAMS EXPERIMENTED WITH AGILE

• Real Estate projects tried both Scrum and KanBan• Scrum teams found it difficult to “iterate” at times with

teams that were not practicing Agile methodologies• Teams became more focused on the “experience” then

tasks on a project plan

• Servicing Teams leveraging their ITSM tool as a KanBanboard via dashboards

• Servicing teams have also imbedded members into the End User Computing engineering teams in a similar “dev ops” role

• Ensure both customer and support experience is positive

• TechCare portal development teams, leveraging Scrum


AGILE GROUND RULES : ONE LEVEL DOWN


Groups of EUC teams who do similar work

• Each director will be part of a cohort with their peers who lead similar teams

• Each cohort has access to an agile coach

• Each cohort will select the most appropriate agile methodology (e.g. Scrum, Kanban)

• Directors + coach will agree any additional ground rules that build on the five already shared

• Each director is responsible for implementing agile methodology and ground rules in their team

• Cohort continues to meet to actively share best practices and overcome challenges

LEVERAGING COACHES


TRANSFORMATION PROGRESS


We’ve made good strides on our Agile journey so far. Here’s our overall progress to date regarding how many teams achieved each of the six measurements.

KEEPING THE MOMENTUM GOING


Reinforcing Agile Ways


AGILE COMMUNICATION


We leverage both a Confluence site to house content and a SLACK channel for communicating with each other

REINFORCING AGILE WAYS


LEARNING HAPPENS AFTER BEING CAUGHT


CELEBRATING FAST FAILURES


Taking the time to call out failures and celebrating them is still a work in progress..

Our Return on Investment


KEY INDICATORS


Shift Left Results:• 180K Tickets shifted to the Remote Desktop Care team from other more

expensive channels• 17% reduction of our Service Desk calls

Customer Satisfaction:

SUCCESSES- QUICK Q


Quick Q opens a ticket in Service Now and places the employee in a Queue, removing the need to stand in a line and allowing the Engineer to focus on the service, not the ticket

Quick Q was a 2015 “hackathon project” that won the Internal Hack for all of Technology

SUCCESSES- CASE AND RESOLUTION LIAISON(CARL)

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CARL allows our Customer Care Professionals to send a Level 2 ticket directly to the work group and sends an email to the appropriate team. This MVP cut 15 minutes off the employee’s call handling time. MVP was rolled out in 30 days after working closely with the Business team.

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Retrospectively speaking…


Outcomes Count-Did we Begin with the End in Mind?

IN RETROSPECT


What’s worked

well

What we

learned

• Meeting bi-weekly with the Middle layer of leadership reinforced their importance in driving the changes and gave them a platform to work together as a larger team

• Allowing teams to experiment and be curious helped them internalize how to implement

• Having a small team focused on “operationalizing” Agile methodologies that consisted of multiple layers

• Bringing in coaches for clinics and coaching sessions was key to allowing the leaders and team members to share their successes and failures as well as learn new techniques and tools

• Service Owners and providers are using ITSM dashboards as KanBan boards

• Getting everyone involved, allowing Early Adopters to play key roles as part of a Community of Practice or a cohort team

• Organization is still transitioning away from status reporting and some waterfall project management methodologies. At times it has caused additional work for the teams

• Having the “right” coach, willing to off road was key

• Creating an environment for failing fast is easier said then done. Leaders must role model this behavior and ensure they manage risk failures vs performance failures carefully

• Too much focus on using Agile tools vs. Agile “mindset” slowed the teams down and made the coaches work harder

• Teams want to be empowered, however, struggle with giving feedback to each other

• Teams struggling a bit with velocity and estimating throughput- more risk taking is needed


Questions?

implementing agile everywhere · methodology (e.g. scrum, kanban) • directors + coach will agree...

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