Universidade de São Paulo Brasil. Improving Service Management for Effective IT Governance

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1 Universidade de São Paulo Brasil Centro de Computação Eletrônica (CCE) Improving Service Management for Effective IT Governance Mauro Cesar Bernardes Tereza Cristina M.B. Carvalho USP (University of São Paulo) in numbers Public university, founded in 1934, has: 7 campi (city of São Paulo 17 million and other cities in the interior). 72 units. 8,5 students undergraduate, graduate and specialization. 5, professors. 214 undergraduate programs. 229 graduate programs. Campus at São Paulo 1

2 Campus at São Paulo Campus at Piracicaba Campus at Pirassununga Paulista Museum at São Paulo Campus at São Carlos Campus at Ribeirão Preto Medicine Institute at São Paulo Campus at Bauru CCE in numbers Oct 26 Employees: Undergraduate & graduate 7 Technician 13 Basic 4 Multimedia Studio (26): Video Transmission 7 with 414 hours. Video-Conference 122 with 377 hours. Support to Audio-Visual 131 from 26 university units. Number of Calls for Microcomputers Installation and Maintenance (26):

3 CCE in numbers Oct 27 Telephony: Numbers of PABX 22 (Capital 13) Number of terminal: Capital: 164; Interior: 62 Number of calls for installation and maintenance:2987 o Network: Network Service (Installation and Maintenance):941 Local Network projects 23 Number of network connections: Capital 25.; Interior: 12. CCE in numbers Oct 27 Wireless USPnet: Number of Active Users: Number of Potential Users: Number of Accesses: 293/day. Remote Access: ADSL Users (Speedy Telefônica): 474. Number of ADSL Accesses: 293/day. Number of Dialing Accesses: 12/day. Number of registered Internet domains: Primary Domains: 62 Secondary Domains: 69 3

4 CCE in numbers Oct 27 Electronic Mail Number of registered accounts Received and sent messages: Received: Total: 84./day. Spam Filters: 44./day. Attachment Filters: 25./day. Valid 15./day. Sent: 174./day Number of calls related to configuration and dialed access 2.5. CCE in numbers Oct 27 Security: Number of answered incidents: 8/month. VPN (Private Connection): Number of external active users: External Accesses:226/day. Permanent stored data: Immediate Access: 4 Tbytes. Back-Up Access: 21 Tbytes. 4

5 ICT Service Management at CCE Organizational Culture Competences Training People What How Where, When Process Technology Systems Tools Equipments Partners (3rd part) 5

6 ITIL best practices... What isn t defined can t be controlled... What isn't controlled can t be measured... What isn t measured can t be improved Used to define, control, measure and guide improvements in ICT Services Support & Delivery. Service Desk Gap Analysis External Integration Costumer Interface Pre-Requisits Management Intent Process Capability Management Information Internal Integration Quality Control Products Itil Reference

7 Configuration Management Gap Analysis Pre-Requisits 1 9 External Integration Costumer Interface Management Intent Process Capability Management Information Internal Integration Quality Control Products ITIL Reference Incident Management Gap Analysis External Integration Costumer Interface Pre-Requisits Management Intent Process Capability Management Information Internal Integration Quality Control Products ITIL Reference

8 Problem Management Gap Analysis External Integration Management Information Pre-Requisits Management Intent Process Capability Quality Control Internal Integration Products ITIL Reference Change Management Gap Analysis External Integration Costumer Interface Pre-Requisits Management Intent Process Capability Management Information Internal Integration Quality Control Products ITIL Reference

9 Service Desk Project ARU / PABX FAX and oficial docs Register WEB Monitoring Tools Service WEB Interface Service Desk Clients Service Desk CMDB Júpiter Marte Mercúrio Administrative Systems Incident Management customers Incident (fone, , web...) (Inputs) Monitor tools Incident (automatic) Knowledge Database / Known errors Service Desk Incident Management Solved Incidents (Outputs) Reports and Problems Operations Incident Database CMDB Jupiter Marte Mercurio Administrative Systems Customers Monitor Tools Problem Management Change Management 9

10 Problem Management Incident Management Operation Tool Incident Reports Incidents Tendency Reports Events Database Knowledge Database Customers Known Errors Workarounds CCE - Managers Schedule (3rd day) Reports Problem Management Open Problems, Known Errors, Workarounds Incident Management Problem Database and Known Errors Request for Change Preventive Solutions Operation CMDB Jupiter Marte Mercurio Administrative Systems Change Management Usuários: Usuários: Clientes dos Serviços Clientes do dos Serviços Users CCE do CCE Service Desk (25 users) O P E N V I E W OVO (Open View Operations) NNM (Network Node Management) 1

11 Redefinir Cronograma para Compras Redefinir catálogo de Serviços Investir em Capacit ação do Capital Humano Aut omatizar o Controle de Estoque Fomentar a análise e extração de relatórios da ferrament a de Service Desk e controle de estoque Promover a melhoria do relacionamento com clientes Divulgar os serviços através de uma estratégia de M arket ing Fomentar a marcação de ocorrências nas f olhas de presença e a análise dos relatórios de entrada/saída Estruturar o serviço de consultoria em planejament o t ecnológico em microinformática Capacit ar equipe para prospecção tecnológica em microinformática Realizar prospecção de novas t ecnologias/ processos/melhores prát icas para a melhoria dos serviços prest ados Treinar funcionários em qualidade de atendimento Promover a melhoria do ambiente de trabalho Estruturar Serviços para a M ontagem de Servidores M elhorar relacionamento com fornecedores Control, measurement, management, and Governance Planos de Ação DVEMIC 5,5 5 4,5 Condição de implementação 4 3,5 3 2,5 2 1,5 1,5,5 1 1,5 2 2,5 3 3,5 4 4,5 5 5,5 Grau de Necessidade Outcomes Elimination of lost or incorrect Incidents and service requests. Logging all calls at the Help Desk and obtaining feedback on the service provided, which is used to drive further improvement Training operational and Help Desk staff to undertake routine monitoring and implement fixes Reduced business impact of Incidents by timely resolution, thereby increasing effectiveness. The proactive identification of beneficial system enhancements and amendments Serious campus-wide disruption to IT services are addressed as Major Incidents Actions are take to restore services as quickly as possible Follow up reviews are undertake to identify the root cause of the problem and fix it Well defined service catalogue 11

12 Outcomes More accurate CMDB information (giving an ongoing audit while registering Incidents). Improved User and Customer satisfaction Providing tools that monitor core services continuously, predict developing problems and send automatic alerts to technical staff for analysis and resolution Analyzing, tracking and fixing issues identified at the end of each incident The availability of business-focused management information related to the SLA. Improved monitoring, allowing performance against SLAs to be accurately measured. Improved management information on aspects of service quality. Better staff utilization, relationship, leading to greater efficiency. Well documented processes Outcomes CHTs ,23 51,88 5,84 44,86 51,98 63,76 44,87 51,51 48,45 51,29 46,82 46,75 36,8 33,4 28,93 23,17 14,3 22,1 11,51 16,11 12,4 14,55 15,74 12,6 9,38 12,69 14,77 14,54 13,8 16,48 13,57 11,43 16,95 14,82 14,27 11,81 9,32 12,54 11,82 8,84 4,93 15,28 1,67 6,5 14,54 13,72 15,35 27,55 18,21 1,99 1,75 13,1 11,3 15,5 14,13 14,8 16,5 14,7 16,6 16,79 2,35 16,9 11,44 Number of in line equipments to be fixed Average time) to solve incidents related to an equipment failure Número de CHTs atendidas Number of Incidents a 5 dias 6 a 1 dias 11 a 15 dias 16 a 29 dias 3 a 59 dias 6 a 89 dias 9 a 15 mais de 151 to 5 6 to 1 11 to to 29 3 to 59 6 to 89 9 to 15 More than 15 dias dias (days) (days) (days) (days) (days) (days) (days) (days) Time (average) to solve an incident related to an equipment failure 12

13 We know where we are The main steps were defined Next steps The budget is settled Steps review & define new ones Budget review & tuning The indicators are settled Indicator analysis, review & tuning We know where we want to be Thank you! Mauro Cesar Bernardes Tereza Cristina M.B. Carvalho 13

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