Looking Back, to Look Forward How we are preparing for the future - - PowerPoint PPT Presentation

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Looking Back, to Look Forward How we are preparing for the future - - PowerPoint PPT Presentation

Jan 20, 2023 163 likes •352 views

Looking Back, to Look Forward How we are preparing for the future And how change is shaping us in the present Who am I? Joe McIntyre; Assistant Director (IT Operations); Strategic leader of the Support Group; Nine teams,

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Looking Back, to Look Forward

How we are preparing for the future And how change is shaping us in the present

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Who am I?

  • Joe McIntyre;
  • Assistant Director (IT Operations);
  • Strategic leader of the Support

Group;

  • Nine teams, delivering a range of

services from Architecture to Training;

  • 53 staff, based on three campuses;
  • Worked for Anglia Ruskin

University for 27 years;

Tuesday, 28 November 2017 Service Desk Institute Higher Education Event 2

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Queen’s Building Michael Ashcroft Building Tindal Building, Mildmay Centre William Harvey Building Marconi Building Chelmer Building, Sawyer’s Building Rivermead Gate Michael Salmon Building, Lord Ashcroft Building MedBIC Building, Young Street phase one GSI, Science Building, Eastwood House Ashby House Helmore Building Extension Young Street phase two, Compass House, Abbeygate House Eastings Computer Services Communications and Information Technology Services Information Systems and Media Services IT Services Digital Pathworks 4, AppleTalk Windows Networking and Active Directory Netware 5.X Microsoft Azure Active Directory Netware 4.X Digital Pathworks 5 Small Systems Consultant Desktop Support Manager University Desktop Support Manager Assistant Director (Customer Support) Assistant Director (Support) Assistant Director (Support) extended portfolio Assistant Director (IT Operations) Project Manager

  • Eight versions of Windows

Windows 3.0 Windows 7 Windows 98 Windows 10 Windows XP Windows 3.1 Windows for Workgroups Windows 95, Windows NT 3.51 Anglia Higher Education College Anglia Polytechnic Anglia Polytechnic University Anglia Ruskin University Thomas Rochford Ajay Burlingham Böhr Tony Wright Dieter Kräftner

  • Eight(‘ish) jobs
  • Four Higher Education institutions
  • Four Professional Services

1990 2000 2010 2017

My journey

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  • Three Directors, One CIO
  • Four(‘ish) network environments
  • Twenty buildings
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Introducing our Support Group

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Built it up or break it down, the Higher Education conundrum

Centralisation Decentralisation

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  • Decision-making becomes operationally rather

than strategically focused;

  • The larger to organisation, the harder it is to

ensure consistent quality and service;

  • Economy of scale is lost as roles and functions

are duplicated;

  • Financial controls that promote a value-for-

money philosophy becomes increasingly difficult as budgets are delegated;

  • Single points of failure and inappropriate levels
  • f control become increasingly common;
  • Hierarchies can be flattened and service

delivery “turns left”;

  • Decision are made closer to the customers,

which makes for more personalised service;

  • Proximity makes it is easier to quickly respond

to changes in local circumstance;

  • Individuals can specialise in their field and

become the expert in a field of support;

  • There is often a greater sense of local
  • wnership;

Decentralised support

The case for devolution The case against devolution

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  • Decision-making can be appear austere and

bureaucratic, especially with respect to small issues;

  • Large scale solutions can lack the flexibility

necessary for individual customers – it’s harder to be an exception;

  • Loss of operational zeitgeist and local

understanding;

  • Reduces the sense of local ownership felt by

customers;

  • Can stifle local creativity and independence;

Centralised support

The case for centralising

  • It makes the process of implementing common

policies, procedures and practice across a whole organisation far simpler;

  • Decisions on large scale issues are more

quickly made and implemented;

  • Significant efficiencies and savings can result

from the economies of scale available through task sharing and purchasing;

  • The customer experience becomes more

uniform and easily measured;

  • “Rogue” behaviours are deprecated;

The case against centralising

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Scope

  • Solutions supplier management and ongoing

associated support;

  • Commissioning, development and delivery of

new software and application solutions in-house and by third parties;

  • Student IT help and support;
  • Installation and ongoing support of computer

and multimedia teaching spaces;

  • Corporate printing and copying services,

including multifunction devices;

  • Budgets to procure and maintain information-

technology and multimedia licenses and solutions;

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Aims

  • Develop better understanding of student and

staff business needs and priorities;

  • Establish clear paths for technology leadership;
  • Improve accountability for:
  • Professional standards;
  • Service quality;
  • Security;
  • Licensing;
  • Implementation of industry best-practice solutions;
  • Create simplified and streamlined processes,

based upon user need, that scale from individuals to the whole organisation;

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Objectives

  • More effectively manage third-party suppliers

and ensure value for money from support contracts;

  • Capture the efficiencies, benefits and savings

that are a natural consequence of economies of scale;

  • Reduce reliance on ‘single points of failure’ for

critical services, operations and functions;

  • Provide wider career opportunities and staff

development for colleagues supporting information-technology across our University;

  • Enhance the customer experience and improve

satisfaction;

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  • Unpredictable or unanticipated;
  • Triggered by immediate circumstance;
  • Local and often small scale but can escalate if

not addressed;

  • Reactive and possibly ongoing;
  • Requires innovation, agility and resilience;
  • Wayfinding rather than clearly routed;
  • Suits small, time-critical solutions in which

quality is not primary driver;

  • Often results in ad hoc solutions;
  • Deliberate, organised and diligently planned;
  • Product of conscious reasoning and actions;
  • Cascades downwards through an organisation;
  • Triggered by strategic or well-recognised
  • perational requirements;
  • Assumes a smooth transition from current to

desired state without significant disruption;

  • Has well defined outcomes that can be used to

measure the success of the change exercise;

  • Suits large scale projects;

Change as a daily challenge

Planned change Emergent change

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Customer Support Team

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One Team

  • Mitel telephony status screens

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  • Video link between offices
  • Bomgar
  • Monthly team meetings
  • Knowledge Transfer sessions
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Challenge in Chelmsford

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  • Team currently all based together in the same office
  • Located on the main campus
  • Solely IT Services office
  • Moving to a new building off the main campus
  • Shared space with other departments
  • Secondary central location
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Solutions

  • Hotdesking
  • New hardware
  • Customer Drop In Centre
  • Adding both new offices

to the video link

  • Find My Technician

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Finally…

  • Your experiences?

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Some non-sequitur final thoughts…

  • Change is inevitable. Embrace it, go with the

flow rather than swim against it;

  • Communication is key to an excellent customer

experience and, most of all, “it’s good to talk”;

  • Everyone on a service desk should “walk a mile

in someone else’s shoes”;

  • Be recognised as part of your wider community,

not just for your IT support;

  • Cement relationships by being seen on campus

– meet your customers in places other than your

  • wn space;
  • Tea is a universal lubricant;

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…And finally

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