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ITS Shared Services: What a Difference a Year Makes

On June 6, 2013, ITS rolled out its first MiWorkspace machines to ITS customers. This presentation considers all of the changes, wins, and major activities that have occurred in the past year.
by

Amy Peters

on 4 March 2014

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Transcript of ITS Shared Services: What a Difference a Year Makes

What a difference a year makes ....
365 Days
we have ....
In the last
ITS Shared Services
Software
Printing
Storage/Servers
Unit Engagement
Discovery &
Detailed Planning
Testing
Migrations
Communication
The Team
Developed designs, Service Level Expectations, and Branded three new
One year ago we struggled to
describe these services
Packaged over
430
250
titles
Infrastructure
Assurance
Customer Service
Updated hundreds of titles,
bringing units into more
recent, compliant, and
manageable versions
Successfully pushed weekly
(and emergency)
Windows and Macintosh updates
Delivered the
MiApps virtualized
application platform to
deliver infrequently used or
cross-platform titles
Moved over 400 printers into the MiWorkspace print environment

Retired over 100 outdated
printer models in partnership
with Print Smart
Accurately accounted for over 4 million pages of individual and unit printing data, providing a foundation for understanding our current printing habits & usage
Convinced THOUSANDS of customers it is okay to use your MCard to print, scan, and copy

Implemented environmental tools that tell us MiWorkspace
customers have:

Printed over 47 trees
Consumed energy equivalent to running a 60 watt lightbulb
for 1,886,320 hours
Windows &
Macintosh
Platforms
ITS Shared Services
Tested the


build on over 105

and

models
Logged 118
"problems"
(recurring issue that affects multiple customers)

Resolved 73 and are working to
resolve the rest
Developed 22
communications plans
Sent an average of
5 mass emails
plus 6-12 targeted messages (e.g., tasks & reminders)
to over 60 units and
sub-units
Sent
one week reminders
day before reminders
and Welcome to
MiWorkspace messages
to over 3000
new customers
Created 21
unit-specific
websites
Created XX
unit-specific
websites
Successfully transitioned our three executive sponsors
Built managed
Windows & Macintosh
platforms that WORK
Delivered technology that is
generating HALF of the
incidents predicted

Our post-stabilization average is
.32* incidents per person per month
Estimated rate predicted to be .7**
incidents per person per month
45 individuals attended
12 hours of instructor-led training and
7 eLearning courses
One year ago we didn't have a single hour of formalized training to offer ITS Neighborhood IT
Offered our new customers
hard-copy, video, and e-mail materials after their transition

Backed this with a desk-side visit for each new customer
Revised the Quick Start Guide 12 times since last August
We are a team.
Regardless of reporting relationships, we work together for the
benefit of our customer.
That purpose unifies us.

- Tim Kelly
We are optimizing our IT resources
in the commodity space
so we can add value in the mission.
This is the first major step to
improving the services,
lower the costs,
and repairing our
fractured infrastructure.
- John Gohsman
Identified hundreds of
supportable hardware models, and replaced numerous outdated models across campus
Remotely
deployed 943
changes (updates)
Migrated over 3000 users
in over 60
units and sub-units
Completed three successful pilots in ITS, University Human Resources, and Finance to solidify our technology, implementation, and
customer service models
Staffed three build and day one teams so we can roll out in multiple places on the same night
Shared Transition Desk and Neighborhood IT staff members to participate in
Day One visits for MiWorkspace and Printing
Transitioned 40 desktop support professionals from over 20 different units into Neighborhood IT
Transitioned 6 other professionals into core engineering teams
Created over 300 unit-specific and technology based knowledge base articles
Acquired on-site support responsibilities over 100 unique locations
Responded to over
12,000 customer
requests and incidents
Unanimously voted to retire a cumbersome Change Request process for provisioning new employees
Eagerly awaiting ServiceLink incident roll out in July!
Engineered a
Depot/Warehouse/Repair team from concept to reality
One year ago this "team" was a handful of students working on two tables in the Boyer basement
Sent nightly build reports and day one experience reports to provide cross-team visibility to our successes, failures, and incidents logged
Customer Feedback:
"I was very nervous but everything looks great!"
"It was very easy! In 5 minutes with the
Quick Start Guide, everything was
successful. It was seamless."
Migrated over 300 servers into the MiServer environment
75% of these migrations came through the MiWorkspace roll out process
Successfully migrated mainstream, VaaS (Virtualization as a Service), Macintosh operating system, and local server and storage solutions to our new MiServer/MiDatabase environment
Sent less than 10 targeted messages to our customers to communicate changes which were significant enough for them to notice
Networking
Formalized and streamlined our unit engagement model
Identified issues and decisions which required unit
leadership involvement
Advanced our
Service Level Expectation
addendum planning process to
track gaps and issues
Produced Customer Relationship Management reports and began sharing meaningful metrics
Built flexibility into our implementation process such that we can course correct, if needed and accommodate unique specific needs
Refined discovery & detailed planning process

Determined we need roughly:
25 hours of meeting time with unit IT experts
25 hours of additional unit "homework" time
Covered an entire room with scheduling calendars and
18 colors of post-it notes to capture the volume of work and meeting activities occurring simultaneously
across multiple units
Created roll out calendars at the unit, department, team, and individual levels
to ensure we had a
roll out date, location and plan for
EVERY SINGLE NEW CUSTOMER
Conducted unit engagement,
discovery, and detailed planning
with over 60 unique Central Administrative areas and discovered
ITS is NOT the only unit with a
bad acronym habit
*This is a post-stabilization number
**.7 is an industry benchmark
Most of these models can be found in a 20 square foot area in the Boyer Basement
(All survived both Boyer floods)
Including almost weekly
Flash & Java updates
Scheduled enough leadership, discovery, detailed planning, and other meetings to keep a student staff member busy full-time
Pushed scheduling out far enough to end MOST lunch hour meetings & Jimmy John orders
Designed, built, implemented,
and ran these services using the
same team of individuals
Every single member of the team is wearing multiple hats
Over 100 individuals contributed to the success of these projects on a regular basis
Systematically repossessed every inch of the Boyer Basement, and slowly outfitted it with hundreds of computers, a mix of random chairs, four couches, three game tables, two mini fridges, and new carpeting
Consumed hundreds of dollars of snacks monthly kindly supplied by the Jones family and random team members who bake

No one wants to confirm the statistics
on weight gain ...
Most team members were shared resources from other units within ITS or
across campus
Everyone survived to tell about it
Three of them gave birth
Transitioned 40 staff members from units to ITS, natural attrition included:
One employee accepted another role in their unit
One employee accepted an external offer
One employee retired
Worked through countless
tier 1, 2, and 3 triaging questions, challenges, and issues

Made large growth here
and identified the need to
continue to grow
Provided Neighborhood IT staff
Fluke Networking tools for local troubleshooting
Converted 73 Networks
We haven't had a Network
outage during this change
The team gives new meaning to a "matrixed" environment
Run the discovery tool for
6348 individuals and computers to date
Created 625 unique
deep discovery documents
for units to date
We still have:
19 versions of Adobe Acrobat Pro
16 versions of Java
13 Flash Player
Created a 30+ page matrix to detail
units, locations and support personnel so we ensure we route tickets to the right Neighborhood IT staff to support
our customers
Conducted 76 meetings with units to discuss employee placement decisions
Identified 1796
MiWorkspace Windows machines in need of additional system hardening
Received 1215 staff responses to the sensitive data survey designed to identify types of
sensitive data stored on devices across campus
Migrated and applied
consistent configuration to
over 800 network switches
Anticipate we will make it through Division of Student Affairs (our largest and most complicated unit) without an SLE addendum
Retired 10 unit run DHCP servers
Migrated their service into ITS DHCP service
This is approximately 1/3 of the
2500 switches that ITS is aware of that exist across
campus today
Hosted approximately 20
employee engagement sessions to welcome new team members to ITS
Ordered approximately
15 dozen Washtenaw Dairy doughnuts and 60 Little Caesar's pizzas
No one is willing to share statistics on how many parking tickets the team has received parking across campus
Detected many machines improperly storing large volumes of regulated sensitive data through scanning

Worked with customers to mitigate these issues
Processed over 1100 firewall rule requests
Provisioned Desktop Backup to 1476 customers, including
938 legacy Connected Backup customers and
538 MiWorkspace customers
Full transcript