feb2007 kelly services hdi chapter meeting 020807 public domain

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Kelly ServicesInformation Technology

Simplify Integrate Standardize Globalize

Welcomes

Kelly Services, Inc.



HDI Motown Chapter Meeting

Thursday, February 8th, 2007

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Agenda

• 1:00 – 1:15 Gathering & Introduction – Dan Wilson

• 1:15 – 2:30 Presentation

• 2:30 – 2:50 Break & Networking - All

• 2:50 – 3:10 Presentation

• 3:10 – 3:30 Q&A “Open Discussion” - All

• 3:30 – 4:00 HDI news & Wrap-up - Dan Wilson

Setting the Stage for a successful ITIL implementation program Setting the Stage for a successful ITIL implementation program “The Transformation of an IT Service Desk”“The Transformation of an IT Service Desk”

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Kelly Services Overview

• Kelly Services, Inc. (NASDAQ: KELYA, KELYB)

• Fortune 500 company (ranked 389), HQ in Troy, MI 8000 FTE Corporate & Field personnel

Provide employment to 700,000 employees annually

2006 Revenue, released on 1/25/07, $5.6B (up 6.7%)

2006 Earnings $63.5MM (62% growth over 05’)

2005 Revenue up 6.1%, Earnings up 85%

30 Countries

New Global Model - 3 Regions (Americas, EMEA, APAC)

Corporate offices in Troy (HQ), UK, Sidney & Singapore

Data Center & Help Desk in all 3 regions (4 locations)

3 Divisions – Commercial, PTSA, Staffing Alternatives

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Kelly Services History• William Russell Kelly – Founded in Detroit October 7, 1946

• Became Kelly Girl Services in 1957

• Public – January 9, 1962

• International 1968, expanded to Europe in 1972

• Fortune 500 since 1985

• Clients – 92% of Fortune 500 & 96% of Fortune 100

• Ranked 5th largest in Staffing Services sector

• Opened the “Hotline” in 1976 – First in Industry for Temp StaffFirst in Industry for Temp StaffOriginally intended to provide support to the Kelly Temps who were placed on assignment at our Originally intended to provide support to the Kelly Temps who were placed on assignment at our clients “How To” questions.clients “How To” questions.

• Allison Everett – Current CIO, appointed 2003

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Information Technology

• Perception of Kelly Internal IT: Processes lacked maturity

• Inefficient, not optimized, antiquated, lacked accountability (RASIC)

Conflicting roles & priorities – projects vs. production

Inappropriate use of Metrics & Reporting

Success based on Heroics (not process maturity)

IT not viewed as a business enabler or services partner, but as an underling cost or expense

Who are our Customers? - conflict between Clients, Business Customers and User expectations

Unresponsive – missed business opportunities

Need to be more Proactive – lacked IT stewardship – help to solve business challenges through the appropriate use of IT

Resistant to change – in both process & technology

Lacked perspective on best practices – how to improve?

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ITSM Goals for Kelly?

To align IT Services and Capabilities with the current and future needs of the business

To improve the quality of IT service delivered

Can we realize cost savings associated with IT service provisioning & support

• channel expense to new projects & service initiatives

IT Service Management – foundation for ITIL““Management of IT Services to meet the requirements and Management of IT Services to meet the requirements and expectations of the customer, where services are defined as a set expectations of the customer, where services are defined as a set of related and configurable IT components that are assembled in a of related and configurable IT components that are assembled in a solution to support one or more business processes. They exists solution to support one or more business processes. They exists solely to support the business and it’s efficient and effective solely to support the business and it’s efficient and effective operation.”operation.”

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Where to Start?

• Current Situation Analysis

Consult with experienced professionals• Pink Elephant – accelerate knowledge & understanding of ITIL• INS – Process Maturity Assessment• Unisys – Master Certified ITIL, Six Sigma Black belts

ITIL Process Maturity Assessment

Based on assessment look for Low-Hanging fruit• What areas are the easiest & quickest (obviousobvious) to address• What areas are most troublesome• What areas are most visible• Obtain Quick-wins• Avoid taking on too big of a task as a first step

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IT Service Management Capability Maturity Model

Assessment model based on the original SEI Capability Maturity Model

5 levels (Initial, Repeatable, Defined, Managed, Optimized)

Capability Maturity Model Integration (CMMI) – released 2000 5 levels (Initial, Managed, Defined, Quantitatively Managed, Optimized)

Post ITIL Implementation Assessment Kit

To establish the extent to which an organization has adopted the OGC ITIL Best Practices 1 Prerequisites Availability of Minimum Prerequisites to support process activities

1.5 Management Intent Existence of Organizational Policy, MBO, Strategy, Vision

2 Process Capability Process Capability – minimum steps defined to execute work

2.5 Internal Integration Internal IT Integration of processes to fulfill the intent of the process

3 Products Are all IT Products & Services being produced through the processes

3.5 Quality Control Review and Verification of process outputs

4 Management Information IT Governance and Decision based on adequate and timely process information

4.5 External Integration BPM IT process integration with non-IT Business Units across the enterprise

5 Customer Interface External Review and Validation of Services and process output to ensure CSAT

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ITSM Process Maturity Rosette - exampleexample

Cover text

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ITSM Assessment Sample Questionnaire

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ITSM Capability Maturity Model & Six Sigma Integration

1. Initial Unpredictable & Poorly Controlled

2. Repeatable Can repeat previously mastered tasks

3. Defined Processes characterized, fairly well understood

4. Managed Process measured & controlled

5. Optimized Focus on process improvement

Dis

cip

lin

ed A

pp

roac

h

Sta

nd

ard

& C

on

sist

ent

Pre

dic

tab

le

ITIL Framework willonly allow you to

achieve IT CMM Level 3

Process ManagementTechnique (e.g. Six Sigma)

is needed to obtainProcess Optimization

Co

nti

nu

ou

sly

Imp

rovi

ng

Process &

Service Quality

Variatio

n

Process &

Service Quality

Variatio

n

HighHigh

LowLow

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Where did Kelly begin?

• IT Service Desk People, Process, Technology

Service Support ModelService Support Model

Team Structure & Charter

Incident Management process

Staffing & Recruiting practices

Knowledge Management

Critical Success Factors (CSFs) & Key Performance Indicators (KPIs)

Metrics & Reporting – BPM & Dashboard

• Problem Management Problem Management

RCA & Corrective Action

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PeoplePeople

ProcessProcess

(BPM)(BPM)TechnologyTechnology

OrganizationalOrganizationalModelModel

ITITGovernanceGovernance

• VisionVision• MissionMission• ObjectivesObjectives

• PoliciesPolicies• PrinciplesPrinciples• Business PlanBusiness Plan

Industry Standards &

Best Practices

COBIT

ITIL

DemingTQM/KQMS

Meth

odol

ogies

PMPMI/PMP(PMBOK)

SDLCWaterfall

RAD/RUP

Six Sigma

IT Service Management Dimensions

Regulatory ComplianceRegulatory ComplianceSarbanes-Oxley CISPHIPAA SSNPAITPA

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Why did we start there?

• “Hotline” Help Desk - 30 years of evolution

C3, Help Desk, IT Service Desk

Extensive shuffling within Kelly for the Hotline

Cross Functional Help Desk model• Universal Agents - all agents, all calls, all the time “Jack of all trades, Master of none”

9 Severity Levels - lost its effect

Ineffective Functional & Hierarchical Escalation

No Quality Assurance or Data Integrity checks on KEDB (KM)

Integrated Incident/Problem management process including notification with RCA on all “urgent” issues regardless of error status.

Poor service performance – metrics that were below industry norms

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The Transformation of an IT Service Desk!• No sacred cows – “we changed everything” – significant paradigm shift

• Are we an IT Service Desk or C3? – Charter “SPOC for the support of our IT Services & Solutions”

• Negotiated Service Level Objectives with Senior BU Leaders FCR > 75%

ASA < 45 seconds

Call Answer Percentage – “70% calls < 45 seconds”

CAR < 5%

MTTR – Sev1 (1 hr), Sev2 (4 hrs), Sev3 (24 hours), Sev4 (72 hrs)

RFS/MAC (5 Business Days) – (24 hours???)

• Transition to a split-functional Service Desk model Established 5 core competencies:

• DCE, COTS, Enterprise “ECOTS” (Oracle, PeopleSoft, Notes), Kelly Proprietary Apps, ASP

• Established 2 teams Technical & Business Technical – DCE & COTS

Business – ECOTS, Kelly Proprietary Business Apps, ASP Services

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People

• Restructured Job Descriptions (JDQs) for Analysts

Went from 3 (Agent, SME, Senior) to 2 (SME, Senior)

SME - all Agents must have SME status in one or more core competencies

Seniors – call patterns, parent-child relationships, special cause/common cause, event correlation, review all Sev 1 cases

• Recruit MIS & CIS professionals – changing the makeup of the team overtimeovertime

• Springboard into IT – BA, PM, SQA, DBA, Developers, Engineering, Systems Administration, Security

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• Shift Responsibility Transition application & institutional knowledge to Level 1

Transfer all Password resets to Level 1

Transition Remote Desktop Support responsibilities to Level 1

Place Hotline Analysts on TDY assignments and projects

• Employee & Team Recognition Highest Call Volume

Highest Number of Resolved Incidents

Highest FCR %

Established Recognition & Suggestions email address

Healthy “Fun” Team Competition

People

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Process Improvements• IM Process

2nd Level Case Ownership – Functional Escalation through Case/Sub-case capability

Parent/Child Case Management capabilities

Recognition/Identification of Common Cause & Special Cause cases

SLOs for MTTR including process provisions for hierarchical escalation

Incident Notification• IT• Customer (Kelly BUs)

Introduction of Severity based on• Scope – objective• Impact – subjective

Weekly Operational Review:• Performance Measurements• Case Volumes• Case Correlation to Change & Release• Detailed review of all Sev1 cases

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Process Improvements• PM Process

Identification of Unknown errors stemming from Sev1 incidents

Pattern Recognition – high volume trending

Introduction of Knowledge Management, Problem Manager and Problem Analysts roles

Adoption of Ishikawa “Cause/Effect” & 5 Whys method for RCA

Error Control – KEDB, Corrective Action

• PM SLOs RCA performed on all problem cases within 5 business days

75% incident resolution due to accurate error control and solutions (work-arounds) in the KEDB

Reduce Number of Incidents per user per month to 1.5

Percentage of repeat Problem Cases as a result of misdiagnosis of Root Cause or ineffective Corrective Action

• Dashboard Visibility into SLOs (CSFs & KPIs)

Share the news – both good and bad

Demonstrate the value of solid management practices based on metrics and data analytics

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Technology• Restructure ACD

Revised menu options• Introduced more options – 9 specific to our services with highest call volume at the

beginning• Introduced more call numbers – Based on user constituencies & clients• Restructured agent prioritization and overflow handling

• Modify Clarify CHD to allow Case/Sub-Case, Parent Child, Auto User Notification

• CSI & User Survey integration

• Enable use of Remote Assistance & Remote Desktop

• Severity 1 broadcast messaging on Kelly Intranet – “Kellyweb”

• Roadmap for Service Desk Tools Architecture Auto Quality Assurance Monitoring

Resource Management

CTI – Desktop Management, Asset Management & User Profile Integration

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• Kelly IT Resources business unit established in 1999

• 2005 total revenue of $280 million

• Current workforce consists of more than 8000 IT professionals

• Over 40 dedicated Kelly IT Resources branches domestically

• International operations (Canada, France, Netherlands, Russia and Singapore)

• Contract Staffing (contract, contract to direct, direct hire)

• Group Staffing and Human Capital Management

• Master Vendor or Managed Service Provider

• Project Solutions Help Desk (IT technical call centers)

Technology Deployments

Staff Augmentation (Support, Development)

Project Management

Kelly IT Resources – “KITR” Business Unit

Joseph M. LicavoliSales Manager(248) 404-9567

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US Branch Locations

West Region Central Region Southeast Region Northeast RegionNortheast Region

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5%10%

19%

7%8%18%

18%

15%

Project Management

Web Development

Programming/Software Engineering

Software Testing /Quality Assurance

ERP

Database Development/Admin

Network Design/ Admin

Help Desk/ PC Tech/ Desktop Support

2005 KITR Employees

KITR – IT Classification Breakdown

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13%

14%

10%

10%9%

8%

7%

7%

6%

6%

6%4%

Banking, Finance & Insurance

Bio Sciences

Engineering & Manufacturing

Government

Software Development

Hi Tech Manufacturing

Energy Productin & Services

Food Manufacturing & Distribution

Telecommunications

Business Services

Travel, Leisure & Transportation

Health Care

2005 Industry SegmentationKITR Resources Industry Segmentation

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Break & Network

2:30 – 2:50

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Hotline Statistics- U.S. Based Operations

• Monday-Friday, 5:30 AM to 8:30 PM

• 15 Technical Team Analysts

• 15 Business Team Analysts

• 2 Supervisors

• 35,000 of users

• 150 Applications

• User Constituencies: Full Time Branch, Kelly Temps, Clients, Vendors, Corporate Customers

• Call Volume-2006 Average 3881/week

• Case Volume-2006 Average 3440/week

• Email Volume-2006 Average 319/week

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Performance Based Improvements• Revised Quality Monitoring-subjective vs. objective, higher points on

“key” points of call and case

• Revised Work Instructions and process flows-designed to mirror ITIL Incident Management process

• Implemented monthly stat sheet-emphasis on key performance metrics (productivity, quality score, wrap up time, tardiness)

• Autonomy to make more decisions and track call patterns

• Assignment of Projects to Analysts

• In Process: Defining Senior Analyst role to include more leadership responsibility

• Monthly Employee Awards-metrics based recognition honoring two of the following categories drawn randomly: wrap up time, number of calls answered, highest quality monitor score, highest productivity, highest score on monthly stat sheet, highest call resolution percentage

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Additional Changes

• Changed phone scripting and prompts

• Repaired SYMON display boards

• Repaired SYMON Desktop displays

• Developed process and “mindset” to answer inbound calls first and foremost

• Charged Seniors with queue monitoring

• Technical Team created “quads”

• Strengthen core competencies in individuals-Notes SME, RA/RD SME

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Hotline IT Service Desk Improvements

SLO ITIL Based Service Level

Objective

2005 Average

2006 Average

Avg. since June 3, 2006

4th Qtr. 2006

Average

First Call Resolution

75% 58% 74% 78% 82%

Call Abandon Rate

5% 23% 16% 13% 11%

Avg. Speed to Answer

45 Seconds

126 Seconds

108 Seconds

84 Seconds

70 Seconds

Speed to Answer Call Percentage

70%<45 Seconds

N/A 55% 60% 65%



IT Infrastructure Operations & ServicesITIL Service Support Dashboard

For Week Ending 2/3/2007

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Plans for 2007• Change Management Module

expanding the role of the CAB

Enforce compliance to the CM process, process rigor

• Service Level Management SLA template based on Performance, Availability, Quality & Security - completecomplete

OLA templates for inter-functional departmental services

• Availability Management Business Service Management – complete tools architecture

End User Experience (EUE) – Application Performance Monitoring• Synthetic Transaction Monitoring• Passive Monitoring and Performance Baselining using “real” network traffic• External monitoring of our ASP and Managed Hosting Vendors

• Enterprise Operations Command Center Virtual centralization of “support” functions

Separation of Duties

Audit Compliance

Dashboard monitoring of IT Services & Solutions

Proactive “trend-based” alerting

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Questions

&

Answers

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HDI News & Wrap-up

Dan Wilson

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Thank You!Thank You!for inviting

to host the

February HDI Meeting

Kelly Services, Inc.

“Kelly Talent”

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