1. HDI National Conference
Speakers Preview
South Florida HDI Chapter
April 19, 2012

2. Agenda
1:00 PM Registration and Networking
1:30 PM Welcome and Event Overview
1:45 PM Keynote 1 - Rich Razon
2:30 PM Keynote 2 - Eddie Vidal
3:15 PM Break
3:30 PM Keynote 3 - Albert Noa
4:15 PM Closing Announcements, Survey’s & Raffle prizes
4:30 PM Happy Hour at Titanic

3. Pre Conference Speakers
Rich Razon: CIO Perspectives:
From Operations to the Executive Suite
Eddie Vidal: Making a Difference with Data: Aligning
Metrics with Core Competencies
Albert Noa: Change Management – What is it really?
South Florida HDI Chapter
April 19, 2012

4. HDI National Conference
• April 24-27, 2012 in Orlando, Florida
• Interact with more than 1,600 support practitioners
• Discuss real-world situations, and deliberate viable
solutions
• Discover emerging trends, innovations, and examine
valuable best practices.
• 8 In-depth tracks
• 13 Pre-con sessions
• 80 Sessions
• 6 Keynote speakers
• Expo Hall with over 100+ vendors

5. HDI 2012: A Digital Experience

6. Fusion 12

7. $100+
$1000+
$79 Conferences, events and
Online resources, webinars,
Research Corner, whitepapers… Training discounts
$240 Value $75
Focus Book Series and Annual
Practice and Salary Report Local Chapter Membership
$165
$100 (only for today)

8. Thank you to our Sponsors!

9. Volunteer?

10. Rich Razon
Rich Razon has more than twenty-five years of
experience in IT service management and has
successfully deployed metrics and performance
management solutions in some of the largest IT
organizations in the world. Rich is a cofounder of
PureShare, Inc., and has helped grow its client roster
to include the New York Stock Exchange, Carnival,
Frito-Lay, and VISA.

11. CIO Perspectives: From Operations to
the Executive Suite
Session 601

12. CIO Perspectives: From Operations to the Executive Suite
Agenda:
 Metrics across an Organizational Hierarchy
 CIO Profiles
 Core Tenets at the Executive Suite
 An Introduction to Executive Briefings
 An Introduction to Strategic Insights
 CIO Interviews
 Tenets Applied: Improving Communications
 A Tour of CIO Metrics in Action

13. CIO Perspectives: From Operations to the Executive Suite
Objectives:
 Get familiar with different communications needs at the
Executive Suite
 Know the metrics ‘language’ needed to bridge the gaps
 Recognize opportunities for better communications across
the organizational hierarchy
Executive Briefings
Compound Metrics
Operations Executive Suite
Strategic Insights

14. Changing Needs Across an Organizational Hierarchy
Customers
Executives • Externally Focused
• Highly Summarized
• Compounded
VPs • Business-centric
Challenge: Assure continuity and
consistency of metrics that flow
Directors across each level
Managers
• Internally Focused
Team Leaders
• Highly Detailed
• Operations-centric
Staff

15. Metrics Support the Organization Design
“As you go higher in the organization, the scope of
metrics expands and the need for summarization
increases”
Empower all levels of management
 Teams focus on operations
 Senior managers provide leadership, direction, and
oversight
 Executives concentrate on decisions that shape the
company
Each level has a unique profile
 Tailored and connected views

16. CIO Perspectives
CIO, Cisco

17. CIO Metrics Matrix
Escalating the IT Value Conversation beyond IT
Business Business Metrics Business
External Business Metrics Improvements Innovation
Internal Business Internal Business
Internal Business Internal Business
Improvement Process
Process Metrics
Metrics Innovation Metrics
IT Operations IT Project Technical
IT
Performance Performance Innovation
Operations Projects Innovation
Madeline Weiss, SIM APC

18. CIO Perspectives
CIO, Visa

19. 5 Core CIO Tenets:
Transparency
Wide open access to performance measures that apply to all organizational
levels, top-to-bottom.
Automation
Eliminate manual handling and consolidation where possible to reduce
errors and report latency. Automation builds trust and confidence.
Clarity
Unambiguous as to what metrics are, what they mean, who they are for
and why they are important.
Context
Answers the question ‘So what?’
Never-Ending
Metrics and performance management is not a ‘project’ with a finite end.
It is a process that will continue as the business evolves.

20. CIO Perspectives
Global CIO, ArcelorMittal

21. What is a Strategic Insight?
Key metrics that develop penetrating understanding
 Must be valuable to the user, worthy of attention
 Delivered as “a bite-sized chunk of knowledge” for rapid review
Types include any combination of:
 Inform – Educate, provide context and/or talking points
 Awareness – Make aware of current status, recent events
 Progress – Show trending vs. baselines
 Results – Metrics showing results vs. targets & objectives
 Anticipate – Leading indicators, contributing factors

22. Connecting the Business to Strategic Insights
Teams
Middle
Mgmt
Senior
The Leaders
Business Execs
Mgmt
Tools Strategic
Insights
Exec Briefing
Summary
Operations Rollups
Dashboards and
Reports Briefing
Notes
Briefing
Notes

23. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
 Added areas make framework richer
Internal
Core
Areas

24. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
 Added areas make framework richer
Internal Other Internal
Core Layer other areas
Supporting
Areas Areas  Marketing, Sales, Finance,
HR, etc.
 Intertwine results with the
business

25. Metrics Hub facilitates new Strategic Insights
New insights from combining metrics
 Added areas make framework richer
Internal Other Internal
Core Layer other areas
Supporting
Areas Areas  Marketing, Sales, Finance,
HR, etc.
 Intertwine results with the
business
Industry metrics as baseline
comparison
 Market share, cust sat,
Execs
Strategic Industry profitability, efficiency, etc.
Insights Benchmarks

26. What does a Strategic Insight look like?
Single row is the target format for a Wide Array of Constructs
Strategic Insight
 Colored Numbers
 Easily consumable
 Bullet Points
 No mental calculations
 Variance Bar
 Will be stacked in a list
 Flags and Bulbs
 Up/Down Indicators
Clear and Concise  Sparklines
 Must answer ‘So What?’  Headlines
 Context is key  Tickers and Scrolling lists
 Use tenets as a checklist  Mini-bar, Mini-charts
 Comment Asterisks
Mouse-overs, drill-downs for more detail
 Make supporting details readily
accessible

27. Top Executive Baselines for Compound Metrics
Financials
 Revenue, Cost, Profit, Investment metrics
People and Organizations
 Staff, Competency, Compliance, Customers
Infrastructure
 Assets, Network devices, ports, bandwidth
Company Output or Activity
 Transactions, Production Volumes
Sales and Marketing / Industry
 Pipeline, market share, industry benchmarks

28. CIO Perspectives
Former CIO, General Motors

29. CIO Dashboard Design Idea
Needs of effective management shift by the moment
 A summary of summaries (sound bites)
 Different metrics views match different needs (per CIO metrics matrix)
Org
Action Center
Tree Action Center  Critical alerts & messages
Day-to-Day Strategic Day-to-day Highlights
Highlights Insights  Personalized summary with metrics in
allows Key metrics in 1 key results areas
jump to summary + Series of
any
expandable 2 mini-briefings Strategic Insights
mgmt with ability to
sections
level,
auto- 3 drill-down  Modeled after executive briefings,
Metrics Area
hides move online
Metrics Area
Metrics Area

30. Systematic Approach towards Deploying Executive Metrics
Deliver immediate value, constantly improve..
Build metrics catalog, add/refine metrics
 Ultimate goal: strategic insights gained from combining metrics
 Get everyone ‘on the same page’
Keep adding automated links to more data sources
 Automation builds trust and confidence in the measures and their ready
availability.
Rollout views in web-based framework
 Make results readily accessible
 Adoption is success

31. Improve Your
Visualization IQ:
An Interactive Test

32. Executive Dashboards:
A Tour of Live
Examples

36. Q/A

37. Thank you for attending this session.
Don’t forget to complete the
evaluation!

38. Eddie Vidal
Eddie Vidal has over twenty years of experience
in information technology, focusing on service
delivery and support for IT infrastructures. He is
the manager of enterprise support services at
the University of Miami, supporting over
30,000 users. He currently serves as president
of the HDI South Florida chapter and on the
HDI Desktop Support and Member Advisory
Boards.

39. Session 207: Making a Difference with Data:
Aligning Metrics with Core Competencies

40. About Us
Senior Research Analyst, HDI Manager, Enterprise Support Services
jrains@thinkhdi.com evidal@miami.edu
719.785.5394 305-439-9240
Jenny Rains Eddie Vidal
• Senior Research Analyst, HDI • Fusion 11 & 12 Track Chair
• HDI Support Center Practices & • HDI 2012 Metrics Track Chair
Salary Reports • HDI & Fusion Conference Speaker
• HDI Desktop Support Practices & • HDI Desktop Support Advisory Board
Salary Reports • HDI Member Advisory Board
• HDI Research Corner • HDI Southeast Regional Director
• Healthcare Provider Forum • President of South Florida HDI Local
Facilitator Chapter
• HDI 2011 Metrics Track Chair • Published in Support World Magazine
• MA in Psychology, Research & • HDI Support Center Manager
Statistics Certified
• ITIL V3 Foundation & OSA Certified
• itSMF Monthly Webinar Moderator
13

41. Takeaways
 Templates to get you started
 Approaches for coaching
 Techniques to recognize star
performers
 Strategies for improving service

42. 15

43. What are you doing with your data?
• FACT - 91% organizations measuring performance
• Data when shared tells a story (what's your
story?)
• Are you using data to improve performance and
customer experience?
• Are you aligning metrics with your performance
management process?
• Have you considered building a program using
core competencies with key metrics to provide
constructive feedback during assessments of
team members performance?
16

44. Service Desk Metrics
• Average speed to answer
• Abandonment rate • Call Monitoring
• Average response time • Ticket Evaluation
• Average talk time
• Average handle time
• Percent of tickets converted to another channel
• Time to resolve
• First call resolution
• First contact resolution rate
• First level resolution
• Cost per ticket
• Customer satisfaction
• Number of tickets resolved
• Re-open ticket rate
• Ticket per analyst
Reference: 2012 HDI Support Center Practices & Salary Survey
17

45. Desktop Support Metrics
• Number of tickets resolved (team/FTE)
• Number of tickets escalated from Support Center
• Number of tickets escalated that could have been resolved at the
Support Center
• Average time to respond to end-user
• Average time to resolve an incident
• Average amount of dedicated work time on incident
• Percent of tickets escalated to another department
• Average percent of tickets in the queue and amount of time
• First attempt resolution
• Percent of tickets meeting SLA
• Customer Satisfaction
Reference: 2012 HDI Desktop Support Practices & Salary Report
18

46. Apply to Individual Level
• Used for benchmarking your organization
• Apply the concept to individual level to set goals
19

47. Why Focus on Improving?
Outward facing:
Improving
Customer Satisfaction
Improving Performance
Improving Performance
Evaluations
Internal:
Aligning with Business
objectives
20

48. Method
• Meet with analyst quarterly for individual
review
• Set goals for each metric
• Share graphs of their data compared to the
goal, their history, and team
• Discuss strengths and weaknesses
• Taking it to the next level
– Analyst self review
21

49. Communication
• Communication is the
activity of conveying
meaningful information
• The communication
process is complete once
the receiver has
understood the sender
• Graphical representation
of performance can help
communicate goals and
opportunities for
improvement
22

50. Why use data?
Subjective information Objective information
23

51. Why use data?
Subjective Data Objective Data
“You are doing “Your first call
really well and resolution rate has
have improved improved and you are
meeting the goals we
greatly.”
have set for you.”
24

52. Core Competency
• Is a specific factor that a business sees as
being central to the way it, or its employees,
works.
• Is the result of a specific set of skills or
production techniques that deliver value to
the customer.
25

53. Examples of Evaluations
Job
Knowledge
Quality of
Work
Productivity
Customer
Service
26

54. Core Competencies
Sample Metrics
• Job Knowledge • FCR
• Quality of work • Ticket accuracy scores
• Productivity • % tickets closed
• Customer Service • Customer sat scores
27

55. Competency 1: Knowledge
Possible Metrics:
• First call resolution
• First level resolution/First
contact resolution
• Re-open ticket rate
• Call monitoring score
• Ticket accuracy score
28

56. Competency 2: Quality of Work
Possible Metrics:
• Re-open ticket rate
• Call monitoring score
• Ticket accuracy score
29

57. Quality
• Ticket Accuracy Review
– Has the customer been contacted within 24
hours?
– Are the diary entries user friendly?
– Has the customer been kept in the loop?
– Was customer sign-off obtained?
30

58. Ticket Evaluation Template
31

59. Call Monitoring
• Greeting the customer
• Key points during the call
• Ending the call
• Behavioral Questions
32

60. Call Monitoring Score
33

61. Competency 3: Productivity
Possible Metrics:
• Percent of tickets closed
• Call tracking
• First call resolution
34

62. Customer Service
"If the customer feels
like it was poor
service, then it was
poor service. We are in
the customer service
perception business”

63. Competency 4: Customer Service
Possible Metrics:
• Customer satisfaction
score
• Percent of satisfied
customers
• First Call/Contact
Resolution
• Re-open ticket rate
• Call monitoring score
36

64. Customer Surveys
University of Miami HDI CSI
1. Overall quality of IT Support How satisfied are you with:
Center Staff? 1. The courtesy of the analyst?
2. IT Support Staff handling my
problem was 2. The technical
knowledgeable? skills/knowledge of the
3. IT Support Staff handling my analyst?
problem was courteous and 3. The timeliness of the service
professional? provided?
4. Incident was resolved to my 4. The quality of the service
complete satisfaction? provided?
5. Resolution of your incident 5. The overall service
completed in a timely
manner? experience?

65. Sample Form
38

66. Sample Data Sheet
39

67. 40

68. 41

69. 42

70. Recognizing Top Performers
•Certificates
•Movie Tickets
•Employee chooses award
•Nominated for HDI award
•Wall of Fame
•Monthly $20 award / up to 5 people
•Recognition at meetings
•Analyst/Technician of the period
•Coffee cards or other gift cards
•Service super stars share cake/dinner
•Hand written “thank-you” note from manager
•Name in agency newsletter
43

71. Why use data?
Score, who won, results?
44

72. Takeaways
 Templates to get you started
 Approaches for coaching
 Techniques to recognize star
performers
 Strategies for improving service

73. Resources
• LinkedIn Groups
– HDI
– HDI Desktop Support Professional Discussion Forum
• @hdiresearch
• @eddievidal
• www.thinkhdi.com/the2012Survey
• www.thinkhdi.com/resources
•
46

74. Thank You for Attending
Contact Information Please Complete the
Session Evaluation
Jenny Rains
719-785-5394
jrains@thinkhdi.com
Eddie Vidal
305-439-9240
eddie_vidal@yahoo.com
evidal@miami.edu
47

75. Albert Noa
Albert Noa has over twenty-five years of experience in
Strategy Development and Execution, System Design
& Implementation, Performance Management and
Process Improvement across various industries. Albert
is a co-founder and member the of the executive
management team at Sanova Group. Prior to Sanova,
Albert was the Director of Strategic Consulting at
Stratasys Group; additionally holding lead and
management positions with KPMG LLP and FPL
(Florida Power & Light)

76. CHANGE MANAGEMENT: WHAT IS IT REALLY?
APRIL 19TH , 2012
ALBERT NOA
anoa@sanovagroup.com
www.sanovagroup.com 49

77. CHANGE MANAGEMENT
The session will discuss and provide insight into the
critical practice of Change Management. As one of the
four pillars of great management, it is important that we
understand Change Management and the impact it has
on the success of the organization. You will learn about
the foundations of Change Management and how to
implement models that transcend and broaden the
reach of traditional IT Change Management.
WHAT WHY HOW WHEN
50

78. What is it?
CHANGE MANAGEMENT
51

79. Ensures that standardized methods and procedures are used for efficient
and prompt handling of all changes, in order to minimize the impact of
Change-related incidents upon service quality, and consequently to
improve the day-to-day operations of the organization
Coordinate and control all changes to IT services to
minimize adverse impacts of those changes to business
operations and the users of IT services.
Change management is the overall processes and procedures that control the
lifecycle of any change. The goal of change management is to have the best
change with minimal destruction to the other IT services or the business.
Collection of systems and tools that help to manage change.
52

80. CHANGE MANAGEMENT IS…
 not a stand-alone process  the processes, tools and
for designing a business techniques for managing
solution the people-side of change
 not a process improvement  a method for reducing and
method managing resistance to
 not a stand-alone change when
technique for improving implementing process,
organizational technology or
performance organizational change
 a necessary component for
any organizational
performance improvement
process to succeed (programs
like: Six Sigma, Business Process
Reengineering, Total Quality Management,
etc…)
ABOUT MANAGING CHANGE TO REALIZE BUSINESS RESULTS.
53

81. CHANGE MANAGEMENT IS…
A framework that establishes processes and
mechanisms (both formal & informal) to enable
DESIRED change across an organization… in order to
reach defined goals and/or perform to identified
expectations:
• Organizationally (Company / Division)
• Functionally (IT, HR, MKT…etc.)
• Program / Project
• Process
54

82. CHANGE MANAGEMENT COMPONENTS
Stakeholder / Customers / Clients
Change Managers
Communications
Impact Assessment
Training
Change Readiness (managing risk)
55

83. Why?
CHANGE MANAGEMENT
56

84. CHANGE IS THE ONLY CONSTANT.
- Heraclitus. Greek philosopher
Velocity
TRANSFORMATION
AL
Intensity
57

85. S=Q+A
58

86. SUCCESS = QUALITY + ASSURANCE
59

87. CHANGE MANAGEMENT IMPACTS…
60

88. How do we do it?
CHANGE MANAGEMENT
61

89. CHANGE PROCESS
Preparing for Change
(Preparation,
assessment and
strategy development)
Reinforcing Change Managing Change
(Data gathering, (Detailed planning and
corrective action and change management
recognition) implementation)
62

90. LEWIN’S CHANGE MODEL
unfreeze change freeze
• Decrease • Facilitate and • Institutionalize
strength of old training to and stabilize;
values, minimize reinforce the
attitudes and resistance change
behaviors through new
norms and
operating
procedures
63

91. KOTTER’S 8 STEP CHANGE MODEL
(1-4)
• For change to happen you must
CREATE URGENCY really want it
FORM A POWERFUL • Convince people that change is
COALITION necessary
CREATE A VISION FOR • Develop a common vision, one
CHANGE that all can grasp and easily
remember
COMMUNICATE THE • Frequently and Powerfully…be
VISION consistent in your message
64

92. KOTTER’S 8 STEP CHANGE MODEL
(4-8)
• Develop a structure for change
REMOVE OBSTACLES and continuously check for
barriers
CREATE SHORT TERM • Nothing motivates more than
WINS success
BUILD ON THE • Reel change runs deep
CHANGE
ANCHOR THE
CHANGE IN • Make is part of the core of the
CORPORATE organization
CULTURE
65

93. REACTION TO CHANGE
shock
denial
frustration
depression
experimentation
decisions
integrations
66

94. HOW DO WE HANDLE CHANGE?
67

95. Plan well
Allow for discussion and
CHANGE MANAGERS negotiations
Responsible for garnering Allow for participation
support for change and
overcoming resistance to
Emphasize the financial benefits
change.
Avoid too much change
Gain political support
Share successful change
Reduce uncertainty
Ask questions to involve
stakeholders
Build strong working relationships
68

96. When?
CHANGE MANAGEMENT
69

97. ALLWAYS… CONTINOUSLY
CHANGE IS CONSTANT AND SO MUST BE
THE EFFORTS TO MANAGE IT
70

98. THANK YOU FOR YOUR TIME AND
PARTICIPATION…
71

99. CHANGE MANAGEMENT
APRIL 19TH , 2012
ALBERT NOA
anoa@sanovagroup.com
www.sanovagroup.com 72

100. ITIL
Information Technology Infrastructure Library
(ITIL), is a set of practices for IT service
management (ITSM) that focuses on aligning IT
services with the needs of business
73

101. ITIL CHANGE MANAGEMENT TERMINOLOGY
(ITILV3 GLOSSARY)
 Change: Any addition, modification or removal of any entity that may affect on IT
services/configuration. Any change in any document is also a part of the scope.
 Change case: To predict what kind of impact of the proposed change on our environment.
It’s important for any change or cost analysis.
 Change Advisory Board (CAB): It’s a board for change management; they are
assessing, prioritizing and scheduling the changes. It has to be presented to all 3rdparties
and other business units.
 Change History: documentation in the database has all information about changes. It’s
history for all records.
 Change model: It’s logical/repeatable method for handling particular change category. It’s
predefined steps to make changes for particular item.
This type of change does not require approval such as changing password.
 Change record: It’s a row in the database or spreadsheet. It’s a record for all changes.
 Request For Change (RFC): Should be stored in Configuration Management System
(CMS) even if it’s rejected.
 Change schedule: It’s a document which contains list of all approved changes and their
schedules. It’s called forward schedule of change.
 Change management: It’s the overall processes and procedures that control the lifecycle
of any change.
The goal of change management is to have the best change with minimal destruction to
the other IT services or the business.
74

102. Closing & Raffle
• Additional Networking
Sponsored by TEKsystems
Happy Hour Location
Titanic Brewery & Restaurant
5813 Ponce De Leon Blvd
Coral Gables, FL 33146
(305) 668-1742
(Right next to the University of Miami Baseball Field)
• Next Meeting June 21st at Carnival Cruise Lines

103. Thank You
• Find us on Facebook
• https://www.facebook.com/soflahdi
• Find us on Twitter
• @HDI_So_Florida
• Find us on LinkedIn