university conference - 2006 office of information technology 2006 university conference

University Conference - 2006

Office ofInformation Technology2006 University Conference


My House is a House of OrderErnie Nielsen2006 University ConferenceAugust 30, 2006


The Four R’s of BYU OIT Culture

Customer Orientation

“Responsive”

Quality Orientation

“Reliable”

Employee Orientation

“Respectful”

Process Orientation

“Responsible”


Respect . . .

. . . each person in OIT for working to accomplish their assigned stewardship, even if we don’t understand it

. . . each person’s desire to increase their stewardship to honor the trust and bring more value

. . . each person’s desire and ability to resolve issues . . . each person’s accomplishments and contributions

“For I will have respect unto you, and make you fruitful, and multiply you, and establish my covenant with you.”


The Four R’s of BYU OIT Culture

Customer Orientation

“Responsive”

Quality Orientation

“Reliable”

Employee Orientation

“Respectful”

Process Orientation

“Responsible”


Underlying Philosophies of Being Responsible - Why Process?

“It is our responsibility to know our jobs and do them with the greatest efficiency. We are consuming sacred funds.”

President Cecil O. Samuelson

“Organize yourselves; prepare every needful thing; and establish a house, even a house of learning….a house of order, a house of God.”

Doctrine and Covenants 88:119 and 109:8

“a systematic series of actions directed to some end: ”Webster’s Dictionary

“a continuous action, operation, or series of changes taking place in a definite manner: ”

Webster’s Dictionary


Value of Process, as cited by the Dyer Institute

Processes guide the participants to an outcome without restricting applicable expertise

Processes engender an environment of creativity in the participants’ area(s) of expertise

In the absence of process, participants often become unfocused from their areas of expertise as they compensate for the lack of structural guidance


Qualities of a Productive Process Step-by-step

Shows what’s been done and what is left to do Facilitates a participant’s entry into the process at any time

Iterative Allows for revisiting prior steps at any time, as new information is

gathered or new outcomes are defined Understands the repeating nature of business

Self-correcting As iteration occurs, the outcome becomes more reliable Presents opportunity to review outcomes

Scalable The same process can be used for large or small efforts Steps are not deleted, rather rigor is adjusted on each step


Two Examples of Process The creation of the world, as recorded in Moses

All things were created spiritually before they were created physically

We strategize and plan before we build and operateThe world, as a whole, was built one step at a time, not all

at onceEach person accepted and performed His role


IT Governance Process Interface Map

Operate ImplementStrategize

Operations &

CustomerSupport

OIT Strategy &EnterpriseArchitecture

ProjectPortfolio

Management

Enterprise Account

Management &

ProductManagement

DevelopmentLifecycles

ProjectManagement


The Double Focus of Process The process leader

The person responsible to facilitate the process steps, outcomes, and review

Presentation of metrics that report the “behaviors” and status of the process and its participants

The process participantAny person who is involved, in whole or in part, during the

process stepsAny person whose expertise and skills are applied to the

outcomes


Two Examples of Process The creation of the world, as recorded in Moses

All things were created spiritually before they were created physically

We strategize and plan before we build and operateThe world, as a whole, was built one step at a time, not all

at onceEach person accepted and performed His role

Music!


The Process Leader Provides Focus

Focus

Ictus

11

12

14

18

116

132

44

Measure

(beats in a measure)(quarter note gets one beat)44(beats in a measure)

(quarter note gets one beat)34

34

(beats in a measure)(half note gets one beat)22

38

22

(beats in a measure)(eighth note gets one beat)38


The Process of Music Gets Everyone to the End Together!

The outcome is beautiful (quality), well organized, predictable, and consistent.


My House is a House of OrderErnie Nielsen2006 University ConferenceAugust 30, 2006


Office ofInformation TechnologyWorking together to achieve great things

Richard MaughanManaging Director of Development

Brad StoneManaging Director of Operations and Support


Cooperation The first pieces were joined in the winter of 1998,

when a U.S. crew used a Canadian crane to connect a Russian control module to a U.S. docking port.


Cooperation “The International Space

Station is a wonderful example of cooperation among nations, all of whom have the future of our planet at heart. More and more we realize that we are all interlinked, all interdependent.”

~ Nelson Mandela Nobel Peace Laureate


Cooperation We can similarly cooperate to achieve great things.


Our Common Goals Operations & Support and Development are

announcing two common goals.

Increase AvailabilityAchieve Operating Level Agreement Goals


Our Common Goals Availability



Our customers expect our Products and Services to be available when they want to use them.



Measured from the Customer’s point of view Initially focus on Products with:

High Impact (lots of people use them) High Urgency (large disruption of University business)

•Aim

•BlackBoard 6

•BYU Home Page

•Financial Aid (VIP)

•Human Resources and Payroll

•Long Distance

•Open Access Computer Lab

•Phones – Campus

•Power

•Route Y

•TEC Room

•Wired Network Access

•Wireless Network Access



Un-Availability means that “a significant part of the Product is not working properly” May be partially functioning

Ways of measuring Technical Component Monitoring Major Incident Tickets & Changes End-to-end Robots

Availability = Hours actually available

Hours possibly available



Development: Design the attributes of availability into our Products. Plan for Changes that minimize down time.

Operations and Support: Efficient coordination of Major Incidents. Provide support for Changes to minimize down time.



Current measure:

Where should we be:

Our goal:

92%

95%

100%


Our Common Goals Operating Level Agreement

Our customers expect us to react responsibly to their requests.


Our Common Goals

Determining Priority

Urgency

Impact

Critical High Med Low

Multiple Dept, Buildings, or High Visibility (>31)

1 1 2 3

Single Dept, Class, or VIP (5-30) 1 2 3 4

Users – One to Several Users (1-4) 2 3 3 4

Maintenance – Planned outage during maintenance period*

4 4 4 4


Our Common GoalsPriority 1 – Critical Priority 2 – High Priority 3 – Normal Priority 4 – Low Priority

Expected Resolution Time

90% resolved in 4 clock hours – when not, contingency or resolution plan required by 4 hours

90% resolved in 8 Business Hours - when not, contingency or resolution plan required by 8 hours

80% resolved in 16 Business Hours – when not, resolution plan required by 16 hours

70% resolved in 5 business days - when not, resolution plan required by 5 business days.

Work Effort of Assigned Group to Resolve

24/7 effort until incident is resolved

Continuous business hours effort until incident is resolvedMay require extended work hours including weekends and holidays

Reasonable business hour effort, prioritized within all assigned work until incident is resolved

Reasonable business hour effort, prioritized within all assigned work until incident is resolved

Expected Incident Record Updates / Communication between technical teams Ticket assignee is responsible

Once per hour Every 4 Business Hours on Assigned Work Days

Once Every Business Day

Weekly


40%

50%

60%

70%

80%

90%

100%

May June July August

Priority 1

Priority 2

Priority 3

40%

50%

60%

70%

80%

90%

100%


Priority 1

40%

50%

60%

70%

80%

90%

100%


Priority 1

Priority 2

Our Common Goals Operating Level Agreement

Goal

Goal

Goal


Our Common Goals Availability Operating Level Agreement


Operations and Support Goals


Operations and Support Goals Escalation is bad!

Operations & Support announces two goals:

Increase First Call Resolution RateEstablish a Standard Order Fulfillment Process


Operations and Support Goals Increase First Call Resolution Rate

Our customers expect us to resolve their issues quickly and are very happy when we do so before they hang up the phone on their first call.

Every time a request is escalated, it takes us much longer to resolve: Requires us to return a call to the customer Delays caused by hand-offs We sometimes require the Customer to repeat their whole story

Every time a request is escalated, it becomes much more expensive.


Operations and Support Goals Increase First Call Resolution Rate

Current measure:

Our goal:

60%

70%


Operations and Support Goals Standard Order Fulfillment Process

We have many different order processes and ways to track orders

By refining our Order Fulfillment Process, we can We can more easily track our orders We can measure and reduce the time it takes to fulfill orders We can measure and reduce the errors in our orders Our customers can track their own orders


Ord

er P

roce

ssin

g T

ool

1 - Pre-order consultation

2 - Gather info from customer

5 - Deliver the product to the customer

7 - Followup - Customer Satisfaction

3 - Order Verification

4 - Assemble Product

6 - Documentation


Operations and Support Goals Standard Order Fulfillment Process

Measured by the number of Products that follow the standard

Current measure:

Our goal:

0%

50%


Development Goals


Development Goals Reduce Maintenance Burden

Maintenance adds additional costsMaintenance reduces our opportunity to build new

We each need to be involved in reducing maintenanceBetter conceptBetter designBetter buildBetter implementationBetter process


Development Goals Reduce Defects Presented to the Customer

Defects undermine availabilityMeasured by defects seen by our customer at any point in

time during any phase of our work

All Hands effort to overcomeMany ways to improveEach of us contributes to either the problem or to the

solutionMeasured by running count over time


Summary Our Common Goals

Increase Availability from 92% to 95%Operating Level Agreement

Operations and Support Goals Increase First Call Resolution from 60% to 70%Standard Order Fulfillment Process for 50% of our

Products

Development GoalsBuild for AvailabilityReduce Maintenance Preformed by Development by 10%Reduce Defects Presented to the Customer


Summary


Office ofInformation Technology2006 University Conference

university conference - 2006 office of information technology 2006 university conference

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