Implementing Agile Everywhere End User Computings Service/Support - - PowerPoint PPT Presentation

Implementing Agile Everywhere

End 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

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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; transactional surveys; 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

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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 People

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 Processes Our Tools Our Leadership

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Focus on the Customer

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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

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EMPOWERMENT AND CONTINUOUS IMPROVEMENT

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And then we added Agile--

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SITE SERVICES AGILE MODEL

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Product(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  Consulting  Training  Onboarding  Security  Refresh  Break-fix  Service Requests  Consulting  Training  Onboarding  Security  Refresh  Break-fix  Service Requests  Onboarding  Security  Refresh  Break-fix  Service 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 Techniques

Understanding 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.

LEAR N APPL Y IMPROVE

Innovation Customer Centred Product Lifecycle Agility

Continuous Improvement

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

Prioritization by Value

Deciding 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

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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 Collaboration

Whole team speaks live every single day

Granular Tasks

Small units of work with no wait time

Iterations

• Deliver. Assess. Enhance.

Repeat.

Monitor Progress

Data that describes how the team has improved over time

All Tasks as a Backlog

New work added to a highly visible backlog. Reprioritize frequently.

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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 KanBan

board via dashboards

• Servicing teams have also imbedded members into the

End User Computing engineering teams in a similar “dev

• ps” role
• Ensure both customer and support experience is positive
• TechCare portal development teams, leveraging Scrum

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AGILE GROUND RULES : ONE LEVEL DOWN

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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

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TRANSFORMATION PROGRESS

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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

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Reinforcing Agile Ways

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AGILE COMMUNICATION

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

REINFORCING AGILE WAYS

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REINFORCING AGILE WAYS

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LEARNING HAPPENS AFTER BEING CAUGHT

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CELEBRATING FAST FAILURES

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

Our Return on Investment

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KEY INDICATORS

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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

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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…

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

IN RETROSPECT

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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
• n “operationalizing” Agile

methodologies that consisted

• f 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

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Questions?