best practices in deploying global world-class support for argus (1)

7/28/2019 Best Practices in Deploying GLobal World-Class Support for Argus (1)

1/6

Best Practices in

Deploying Global

World-Class Support

or Argus

Healthcare industry


2/6

THE CHALLENGE

Saety is one o the most critical aspects o a clinical

trial and drug liecycle. Over the past ew years, a

major Pharmaceutical client had gone through many

changes as the result o a larger merger. The move

created a great deal o redundancies in applications,

creating a need or the client to merge some

applications to be more eective and nimble during

the drug development phase. Having multiple saety

applications could be conusing and cumbersome

to manage. Thereore, our client embarked upon a

multi-million dollar project to uniy their systems.

When transitioning rom two dierent saety systems

to oneArgusthere is no room or error, so the

solution they sought had to achieve complete,

awless integration.

When C3i started managing the global support orthis Top 5 Pharma client just over two years ago,

we expanded their support to a 24 x 7 specialized

support operation that spanned the globe, while

also expanding their much-needed multilingual

capabilities. We now support this major client rom

our global operations centers in Indias Hyderabad,

Sofa in Bulgaria, and Chinas Dalian, as well as rom

on-shore resources in the U.S. Earlier this year,

our client realized that they had two major saety

systems perorming the same tasks, leading to the

decision to replace those duplicated systems with an

efcient, single solution: Oracles Argus. C3i would

be providing the global Tier 1 support or Argus, as

well as a variety o other saety applications and

processes.

When transitioning

rom two dierent saety

systems to one

Argusthere is no

room or error, so the

solution they sought hadto achieve complete,

awless integration.

The challenge


3/6

C3IS SOLUTION

HyperCare Planning

Oracle Partnership

Given the highly-critical nature o the system to

their drug liecycle, C3i had to be at the ready to

supply world-class support. In order to ensure

operational readiness, there were several critical

tasks perormed to guarantee that the service desk

was ready:

Hypercare Planning

Interface with Oracle for SME Training

Detailed Documentation and Knowledge Creation

Mock Calls

Priority Based Call Routing

Post Implementation Activities

C3i understood that the success o this project was

critical to our client and that there was no margin or

error in its implementation. Working closely with our

client, we were able to get involved very early in the

planning phases as we planned or the HyperCare

solution. During the planning, we defned who the

stakeholders were, and how inormation would

be cascaded ater the sotware went live. It was

important or C3i to understand this, since we were

going to be the frst line o support or end users. Weneeded to make sure we had a seat at the table

to understand all o the critical tasks, targets and

deadlines. Through this planning process, we were

able to work with the project teams and understand

the training events we would later attend.

Through C3is Oracle partnership, we were able to

obtain the appropriate knowledge to prepare or the

Agrus deployment. In addition, we worked closely

with Oracle and our client on the specifc system as

it was specially designed or our client, in order to

urther enhance the eectiveness o our support.

Through this collaboration, C3i was able to have the

global support teams meet and collaborate regarding

the crucial support strategy, system unctionality and

necessary technical documentation to support this

launch at a world class level. This collaboration was

key to our success in launching the Argus support

globally.

The solution

C3i understood that the

success o this project was

critical to our client and that

there was no margin or

error in its implementation.


4/6

Documentation and

Knowledge Creation

Readiness Assessments

The team members who attended the training and

collaboration sessions were then able to develop

the training materials needed to train the rest o the

service desk globally. Due to the eectiveness o theplanning and collaboration sessions, we were able to

complete the necessary training materials, training

and assess our readiness in just 3 weeks time.

Ater the training was completed, we orchestrated

mock calls with Tier 2 groups and other SMEs

(Subject Matter Experts) for the purposes of testing

and quality assurance. The method or these calls

was atypical. Normally mock calls are done to test

the knowledge o Tier 1 representatives. We also

used this opportunity to test the knowledge o the

Tier 1/Tier 2-escalation process to make certain

the routing o these cases was awless. This was

especially important, given the understanding thatthere would be a lot o potential cases that could not

be resolved at the frst level o support. The mock

call process went smoothly, the eectiveness o the

system was confrmed, and both Tier 1 and Tier 2

benefted rom this process.

Implementation

Due to the eectivenesso the planning and

collaboration sessions,

we were able to complete

the necessary training

materials, training and

assess our readiness injust 3 weeks time.


5/6

Effective Call Routing Utilizing

Technology

Post Implementation Activities

Keeping in mind the sensitivity of these calls, we

created a special queue and priority-based call

routing system to ensure that calls were answered

quickly and eectively.We updated our voice prompts to include an option

or Argus as well as other saety applications. By

doing this, these critical calls were routed to the

correct group o trained proessionals, who were

ready to handle the interactions eectively and

accurately.

Ater any system and support implementation, you

want to be sure to have eective metrics reporting to

demonstrate that the system is unctioning and the

support model is eectively increasing productivity in

the user community.

In the days ater implementation, C3i provided many

metrics related to the daily interactions regarding

Argus to our valued client. Data could be reviewed

in real time, allowing operational adjustments to

be made as needed. This data was provided to our

client daily or review and ollow-up o escalated tier

1 cases. When it was all said and done, the metrics

were antastic. The system unctionality was working

as planned and was well received in the user

community. More importantly, C3is global support

solution allowed or the productivity o Argus users to

remain at their peak.

Please see some example metrics below rom the

initial launch:

100% Customer

Satisaction

49%

3%5%

7%

8%

12%

16%

Triage

Error Message

Navigation

Slowness

Access

Reporting error

Incorrect Data

Results


6/6

Headquartered in Morristown, New Jersey,

C3i Inc. has global operations in the

North America, Europe, India, and now

China. Their 1400 employees provide

technology training, multilingual service

desk, hardware provisioning, and break/fx,

asset management, and user/application

administration services or pharmaceutical

sales and clinical proessionals worldwide.

About C3i:

To learn more, visit www.c3i-inc.com or write to us at [email protected].

best practices in deploying global world-class support for argus (1)

Documents