fy03 ors performance management manage information technology team members:

1

FY03 ORS Performance Management

Manage Information Technology

Team Members: Charlie Jones, Ben Ashtiani, Denny Bermudez, La'Tanya Burton, Ron

Edwards, Robert Golshan, and Gail Williams

January 9, 2004

2

Overview

• PMP Template• Value proposition and strategy• Performance objectives and measures

• Customer Perspective: Critical Measures• Customer Survey Scores

• Internal Business Process Perspective: Critical Measures• IB1.2 No. of service requests tickets by all types• IB2.1 % of non-desktop Service support handled by Infrastructure + App.

Dev groups• Learning and Growth: Critical Measures

• First contact resolution rate• # of Service request tickets by type “problem”

• Financial Perspective: Critical Measures• F2.1 Service requests ratio phone/email• F2.2 $rate comparison for network support

• Conclusions and Actions

Team Members

Ben Ashtiani, Denny Bermudez, La'Tanya Burton, Ron Edwards, Robert Golshan and Gail Williams

Charlie Jones

Team Leader

Our team will adopt a customer intimacy strategy focused on becoming business application specialists who understand how our customers use IT to get their jobs done. With a thorough understanding of their business application needs we will collaborate in forging "intimate partnerships" aimed at combining our IT best practices and methods with the customer's best practices to produce customized business solutions. Our strategy will enhance our information management business by building on proven best practices and methodologies that will enable our customers to provide a better service to their customers.

Strategy Description

Service Strategy

Our IT team keeps the ORS and ORF communities "information ready." We provide continuous desktop and network support and information management systems customized for each program's individual business requirements. Our team focuses on understanding the information and business needs of our customers in order to quickly transform their business requirements into solutions and processes that enable them to make better business decisions.

Value Proposition

DS5: Provide and manage customer care operations and support

DS4: Provide and Manage solutions for the collection, analysis, and dissemination of information

Manage Information Technology

Service Group

Performance Management Plan (PMP)

DS3: Provide and manage internet and intranet services and support

DS2: Provide and manage hosting services and support

DS1: Provide and manage desktop services and support

Discrete Services

Division Approval/Date: Maria Joyce 5/9/03 Associate Director Approval/Date:

Operational Excellence

Customer Intimacy

Product Leadership

Growth

Sustain

Harvest

4

Performance Plan for FY 04 - 05Objective Measure FY 03

FY04 Target

FY05 Target

Cu

sto

mer

C1. Improve Customers business decisions

C2. Improve convenient access to our services

C3. Increase Customer Satisfaction

C1.1 Customer Survey score on Competence C1.2 No. of service requests tickets by type

C2.1 Cust. Survey score on availabilityC2.2 % of customer service request tickets by phone

C3.1 Customer survey overall ratingC3.2 Time to complete service requests by SLA priorities

7.7910,310

7.7372%

7.66xx

7.911,000

7.75tbd

7.7TBD

8.012,000

7.9tbd

7.9TBD

Inte

rnal

Bu

sin

ess

IB1. Improve understanding of customer needs

IB2. Improve Transformation of Business requirements into solutions

IB3.Improve Staff Communication

IB4. Improve vendor/contractor performance.

IB1.1 Customer Survey score ReliabilityIB1.2 No. of service requests tickets by all types

IB2.1 % of non-desktop Service support handled by Infrastructure + App. Dev groupsIB2.2 ORS Customer Survey Overall score

IB3.1 Internal staff assessment survey score IB3.2Time to complete service requests by SLA priorities

IB4.1Contractor performance survey

7.7110,310

25%7.66

Baselinexxxx

n/a

7.7511,000

33%7.7

TBD

baseline

7.912,000

TBD7.9

TBD

tbd

Learn

ing

an

d G

row

th

L1. Improve customer relationship and care skills

L2. Imporve Institutional knowledge of customer business

L3.Improve efficiencies of staff

L1.1 Customer Survey - Handling Problems L1.2 First contact resolution rateL1.3 % of staff completing cs training

L2.1 First contact resolution rateL2.2 Request service tickets as "problem" typeL2.3 NO. service request tkts by all types

L3.1 No of Non-desktop service requests tkts.

7.6645%100%

45%598010,310

1655

7.766%100%

50%+10%11,000

+10%

7.985%100%

55%+10%12,000

+10%

Fin

an

cia

l

F1. Optimize clients IT budgets

F2. Minimize unit cost

F2.1 Service requests ratio phone/emailF2.2 $rate comparison for network support (Gartner/other)

F3.1 Change in unit cost yr over year

5xx

see chart

4.50 4.25

5

Performance Objectives – Strategy Mapping

HISO = HighImpact Strategic

Objective

KEY:

PMP Team: Manage Information Technology

Strategy Map

C1: Improv e customers’business decisions

C2: Improv e conv enientaccess to our serv ices

C3: Increase customersatisf action

Strategic Themes

Prov idecontinuous

desktop and inf o.management

sy stems

Understand ourcustomers inf o.and business

needs

Prov idecustomizedsy stems per

customerrequirements

Enable customersto make better

businessdecisions

Org

aniz

atio

nal V

alue

I1: Improv e understanding of customer needs

I3: Improv e staf fcommunications

I2: Improv e transf ormationof business requirements

into solutions

Elem

ents critical to group’ssuccess

LG2: Improv e institutional knowledge ofcustomer business

LG1: Improv e customer relationship and careskills

F2: Optimize clients’ IT budgets

Doc. Created: 07/09/2003

CU

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OM

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LB

US

INE

SS F

INA

NC

IAL

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GR

OW

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HISOobjectiv es

External connectorInternal connector

F1: Maximize humanresource utilization

F3: Minimize unit cost

LG3: Improv e ef f iciency of staf f

Version 1: C1 is ultimate goal

6

Strategy Mapping Conclusions

We concluded that IB1. Understanding our customers’ needs was the most critical objective in our plan to reach C3. Increase Customer Satisfaction.

Strategy Map Analysis:• We can achieve our customer goal (C1.)

Increased satisfaction if we focus on meeting (IB1.) Understand our customers’ needs. Reaching this goal will depend on our achieving (L1.) Improving our customer relationship and care skills.

7

Customer PerspectiveCritical Measure: C1.1, C2.1 C3.1 Customer Survey

Objective Measure FY 03 FY04

TargetFY05

Target

Cu

sto

mer

C1. Improve Customers business decisions

C2. Improve convenient access to our services

C3. Increase Customer Satisfaction

C1.1 Customer Survey score on competence C1.2 No. of service requests tickets by type

C2.1 Cust. Survey score on availabilityC2.2 % of customer service request tickets by phone

C3.1 Customer survey overall ratingC3.2 Time to complete service re

7.7910,310

7.7372%

7.66xx

7.911,000

7.75tbd

7.7TBD

8.012,000

7.9tbd

7.9TBD

8

Survey Distribution

FY04 Administration

Number of surveys distributed 1,522*

Number of respondents 443

Response rate 29%

229 respondents made comments (48%) on the survey

*Note: Number distributed based on count of emails in the ORS and ORS global email list as of November 2003.

9

Who are you?

ORS70%

ORF30%

Total N = 443

ORF N = 131

ORS N = 302

10

What kind of IT services did you use in FY03?

95%

41%

16%

23%

11%

8%

85%

36%

19%

31%

13%

10%

0% 20% 40% 60% 80% 100%

Help Desk

Desk Top

Web Service

Network

Custom Service

Other

ORS

ORF

Note: Multiple responses allowed.

11

FY03 IT Services Satisfaction Ratings Compared to ORS Overall

8.73

8.79

8.97

8.75

8.84

8.63

8.42

8.66

8.03

7.66

7.79

7.61

7.67

7.73

7.71

7.50

7.72

7.61

5 6 7 8 9 10

Handling of Problems

Competence

Convenience

Responsiveness

Availability

Reliability

Timeliness

Quality

Cost IT Services

ORS

Unsatisfactory

Outstanding

12

Cost Satisfaction RatingFrequency by Rating

1 27

3

15 156

20 20 23

112107

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se

Unsatisfactory Outstanding

N = 443

Mean = 7.61

Median = 8

Note: Graph shows the distribution of responses by ratings selected.

13

Quality Satisfaction RatingFrequency by Rating

104

128

33

23

43

67

82

93

2127

20

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.72

Median = 8


14

Timeliness Satisfaction RatingFrequency by Rating

149 10 13

34

23

43

73

83 84

1723

17

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.50

Median = 8


15

Reliability Satisfaction RatingFrequency by Rating

136 9 11

32

21

36

68

92 93

2127

14

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.71

Median = 8


16

Availability Satisfaction RatingFrequency by Rating

147

128

3021

40

84

96105

10 12 14

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.73

Median = 8


17

Responsiveness Satisfaction RatingFrequency by Rating

168 11 8

2925

36

86 89

99

9 12 15

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.67

Median = 8


18

Convenience Satisfaction RatingFrequency by Rating

1912 10 8

32

19

37

75

85

107

11 13 15

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.61

Median = 8


19

Competence Satisfaction RatingFrequency by Rating

147 7

13

2722

36

78

91

106

15 12 15

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.79

Median = 8


20

Handling of Problems Satisfaction RatingFrequency by Rating

22

59

13

26 27 26

83 83

109

14 12 14

0

25

50

75

100

125

1 2 3 4 5 6 7 8 9 10 DK NA Blank

Fre

qu

en

cy

of

Re

sp

on

se


N = 443

Mean = 7.66

Median = 8


21

Estimated Satisfaction Scores Based on Types of Services Used

Note: Multiple responses allowed.

7.67

7.68

7.50

7.38

7.79

7.36

7.67

7.52

7.89

7.72

7.38

7.50

5 6 7 8 9 10

Help Desk

Desk Top

Web Service

Network

Custom Service

Other

ORS

ORF

22

What did the customer data tell us?What actions do we plan to take?

1. Pointed out areas where we need to address better delivery of ITB services

2. Demonstrated the relation between knowing customer needs and being able to quickly resolve problems

3. Feedback will be input for us to plan:

- more hands on training of staff for problem resolution

- more lessons learned – exchange of information sessions

23

Internal Business Processes Perspective

Critical Measures: IB1.2 & IB2.1

Objective Measure FY 03 FY04 Target

FY05 Target

Inte

rnal

Bus

ines

s

IB1. Improve understanding of customer needs

IB2. Improve Transformation of Business requirements into solutions

IB3.Improve Staff Communication

IB4. Improve vendor/contractor performance.

IB1.1 Customer Survey score ReliabilityIB1.2 No. of service requests tickets by all types

IB2.1 % of non-desktop Service support handled by Infrastructure + App. Dev groupsIB2.2 ORS Customer Survey Overall score

IB3.1 Internal staff assessment survey score IB3.2Time to complete service requests by SLA priorities

IB4.1Contractor performance survey

7.7110,310

25%7.66

Baselinexxxx

n/a

7.7511,000

33%7.7

TBD

baseline

7.912,000

TBD7.9

TBD

tbd

24

Objective - IB1. Improve understanding of customer needsMeasure - IB1.2. No. of service requests tickets by all type

4,024

1,294

215 321163

7,502

1,477

600

243487

2,158

32893 62 130

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Phone E-mail Web Walk-in Remedy

FY02

FY03

FY04 1stquarter

Data Source = RemedyFY02 total contact = 6,017FY03 total contact = 10,310

FY04 (1 quarter) = 2,771

25

Objective - B1. Improve Transformation of Business requirements into solutionsMeasure - IB2.1. % of non-desktop Service Support handled by Infrastructure and Application Development Groups

4,919

8,655

2367

1,098

1,655

404

0

2,000

4,000

6,000

8,000

10,000

12,000

FY02 FY03 FY04

Other

CST

Data Source = RemedyOther = Network Systems Group (Server, Infrastructure, Hosting, Web, Application Services)

CST = Customer Service Team (Desktop Support Services)

F

18%

82%

16%

84%

15%

85%

26

What did the internal business process data tell us?What actions do we plan to take?

1. Identify the common problems and requests

2. Sets standards for our staff and contractors

3. Where our training and preparation should be focused based on the incoming requests

4. The ability of our staff to meet the specialized business needs – infrastructure and application support groups

5. Shows the trends of types of IT problems and needs

6. Move resources based on service requests

7. Use input for vendor training guidance and to plan for PBSC contracts of the future

27

Learning and Growth PerspectiveCritical Measures: L1.2 & L2.2

Objective Measure FY 03 FY04 Target

FY05 TargetI n t e

IB1. Improve understanding of IB1.1 Customer Survey score Reliability 7.71 7.75 7.9

Lea

rnin

g a

nd

Gro

wth

L1. Improve customer relationship and care skills

L2. Imporve Institutional knowledge of customer business

L3.Improve efficiencies of staff

L1.1 Customer Survey - Handling Problems L1.2 First contact resolution rateL1.3 % of staff completing cs training

L2.1 First contact resolution rateL2.2 Request service tickets as "problem" typeL2.3 NO. service request tkts by all types

L3.1 No of Non-desktop service requests tkts.

7.6645%100%

45%598010,310

1655

7.766%100%

50%+10%11,000

+10%

7.985%100%

55%+10%12,000

+10%

28

Objective: L1. Improve Customer relationship and care skillsMeasure: L1.2. First Contact Resolution Rate

35%

46%

10%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

FY02 FY03 FY04 (1st quarter)

First ContactResolution

Data Source = RemedyFY02 total contact = 6,017; total FCR =2,145FY03 total contact = 10,310 ; total FCR=4,711FY04 (1 quarter) = 2,771; Need to redefine FCR since NIH consolidation.

29

Objective: L2. - Improve Institutional knowledge of customers businessMeasure: L2.2. Request problem tickets as "problem" type

3066

79 98

2774

5980

75238

4017

2115

12 18

626

0

1000

2000

3000

4000

5000

6000

7000

Problem Project Question Request

FY02

FY03

FY04 (1stquarter)

Data Source = RemedyFY02 total contact = 6,017FY03 total contact = 10,310FY04 (1 quarter) = 2,771

30

What did the L & G data tell us?What actions do we plan to take?

1. Are we prepared to solve the problem immediately

2. We need to anticipate the types of calls and general queries

3. We may or may not have consistent responses to the same common problems or requests

4. We may have insufficient mix of staff for types of service requirements – too much call desk not enough infrastructure help

5. Examine the data and make action plans monthly based on the conclusions

6. Establish individual development plans that ensure we maintain competencies required to meet the needs identified in the data analysis

31

Financial PerspectiveCritical Measures: F2.1 & F2.1

Objective Measure FY 03 FY04

TargetFY05

TargetI n t

IB1. Improve understanding of IB1.1 Customer Survey score Reliability 7.71 7.75 7.9

Fin

anci

al

F1. Optimize clients IT budgets

F2. Minimize unit cost

F2.1 Service requests ratio phone/email/webF2.2 $rate comparison for network support (Gartner/other)

F3.1 Change in unit cost yr over year

5xx

see chart

4.50 4.25

32

4,024

1,294

215 321163

7,502

1,477

600

243487

2,158

32893 62 130

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

Phone E-mail Web Walk-in Remedy

FY02

FY03

FY04 1stquarter

Data Source = RemedyFY02 total contact = 6,017FY03 total contact = 10,310FY04 (1 quarter) = 2,771

Objective F2. Optimize clients' IT budgets Measure F2.1 Service Request ratio for phone vs. email

FY 03 Ratio = 5:1

33

Insert the $ for networking comparison chart

34

What did the Financial data tell us?What actions do we plan to take?

1. Industry standards demonstrate significant cost savings from handling Service requests of “all types” – by using web based fulfillment technology . Our ratio of 5 means that five times more contacts for service or questions or general queries come to us by phone. Phone call service can be as high as $10 to $30 per call. Web based self serve solutions average $1.17

2. A major self service web fullfillment initiative is needed.

35

Conclusions from PMP

• The community relies on us for a one stop shop experience for total IT help

• We have to be prepared to handle over 10,000 service requests and queries per year while maintaining high customer relationship standards

• Our costs for service are excellent on a total census wide basis but we bear a big expense in using phone service rather than web based methods.

• Key Initiatives• Implement web based service fulfillment• Analyze our cost by service performed to determine effective

unit costs• Start preparing for conversion to PBSC’s for IT • Develop training and development plans to encourage

competency sustainment for the future

36

Appendix 1 - Survey Comments

37

Reviewing Comments

• Realize comments are qualitative data and are not meant to be counted and tallied

• Comments provide a different type of information from your customers regarding their satisfaction

• Comments are NOT representative of the perceptions of all your customers

• Review them but don’t over react to an individual comment

• Comments are a great source for ideas on how to improve

38

What was done particularly well?• Help Desk have always addressed my questions and issues in a timely manner.

• IT provided quick service, they transferred my files to my new computer in timely manner and walk me through questions I had regarding error that my computer was experiencing.

• Very nice on the phone- and the messages I left were returned in a timely manner.

• The help desk is outstanding. Always a fast response and has competence to solve problems.

• Problem Solved in a timely manner, thanks

• when i had network problems the help desk was responsive and satisfactory.

• The Time to get back on revealing passwords was good.

• The ORS IT staff has become very familiar with our own customized software product and understands the interactions with network.

• I appreciated the support of getting my computer back on line when my hard drive crashed

39

What was done particularly well? (cont.)

• Help Desk have always addressed my questions and issues in a timely manner.

• Problem resolved when IT personnel shows up

• They handle problems in a timely fashion.

• Replaced failed Hard drive on my PC within 2 days. Excellent Service.

• Support and maintenance of our web page was well-done. Good response to our requests for revisions by Scott Stewart.

• Service personnel responded promptly and were very courteous.

• Jorje resolved the problem over the phone. When he didn't have the "fix" to a particular problem, he went, sought out the info and then resolved the problem--all inside of a short amount of time.

• They seem to be knowledgeable and they alway solved my computer problems.

• The Help Desk support was normally very quick to respond, and followed up to make sure everything was okay after they had resolved the problem.

• I didn't have access due to a mistake on my part and HELP desk squared the problem away

40


• Personnel is always polite and courteous.

• CAME QUICKLY

• Customized application- Web-based CSS & CAS file prep - very responsive

• Taking care of my computer problems were handled very well

• I HAVE BEEN VERY PLEASED WITH THEIR WORK. I DID NOT HAVE TO WAIT VERY LONG FOR THIS TO BE DONE FOR ME. I AM VERY HAPPY THAT IT WAS SETUP AS QUICK AS IT WAS. I HAVE BEEN THANKFUL FOR THE FAST SERVICE I HAD WITH THIS QUICK RESPONSE FROM THE IT SUPPORT CE

• Quick response

• Being clear and concise when resolving my problem over the phone and with e-mail.

• Service was prompt; overall seemed to work well when the help desk was contacted. Individuals were highly knowledgeable about IT issues and were able to diagnose & fix without undue delay.

• Answered phone immediately and told me what they were doing while I waited on the phone.

41


• Personnel is always polite and courteous.

• The service providers are friendly and knowledgeable.

• The staff I dealt with were very courteous.

• Convenient, responsive

• Problems were handled efficiently and with minimal disruption to my work.

• Usually fast and friendly service was provided.

• Response was quick. Staff was friendly and helpful

• Help desk support!

• all work and questions were done and answered.

• Fast response. Careful attention to problem.

• Great assistance with new computer and printer setup, including new ways to make older applications work. Most experience with Jon Sweeney and Jason Bassett. Both gave outstanding service.

42


• Excellent communications with the customer relating to response time and understanding the issue on hand.

• Willingness to do site visits when necessary!

• Updated software was installed on my computer in a timely fashion.

• Help desk employees were responsive to problems and helped to deal with them quickly.

• Good and timely service provided.

• VERY HELPFUL AND POLITE

• network security (automated patch download and installation) seems very good - computers are protected with minimal user intervention

• Support staff always came out in a reasonable amount of time to handle problems.

• You've all been wanderful so far

• Thank you

• When I had problems, they got back to me quickly and finished the job.

43


• Persistence to solve problem and follow through.

• very supportive and helpful

• GREAT SERVICEE AND VERY PROMPT

• I've only use the IT support service twice or maybe three times at the most and each time the service and was great.

• Ability to give you confidence that they will be able to solve the computer or networking problem

• Thank you

• Quick response and knowledgeable staff

• Very prompt and helpful.

• On site needs were met in a very timely manner.

• Answering each request expeditiously and efficiently.

• Diagnosing the problem and resolving it quickly

• I was very happy with the service.

44


• Persistence to solve problem and follow through.

• I phoned the help desk with a problem. Within 15 minutes I had a call back and 20 minutes later the problem was resolved.

• The know-how excellent

• Agents have always displayed a "Can Do Now" and "stick to it until done" attitude.

• responding in a timely manner.

• they responded to my problem promptly.

• responsive is great.

• NIH has great workers and I was honored to have this guy from the help desk come to help me with the problems with my computer, thanks.

• Responsivness to problems

• unfailing courtesy and prompt response

• The professionalism and competence of the staff.

45


• Excellent Customer Service.

• Response was excellent on any problems

• when my hard drive crashed primarily because of the age of my machine someone was there to replace it with one day.

• The help desk technicians were very responsible and friendly.

• Technicians were very knowledgeable. Didn't take a lot of time. Very courteous.

• I received good service from the help desk.

• I think the desk help did the outstanding job. I am deaf and did not have any plm communicating with people from desk help. It's terrific! :-)

• The CIT representatives were very knowledgeable and intellengent and answered all my questions.

• Responsive and easy to work with

• Responsiveness, quality and timeliness

• quick response

46


• The response to virus infection with patches for my laptop was excellent. However, multiple infections occurred requiring multiple patches. .

• When called upon to clarify the use of certain problems involving use of the computer the Help Desk response is timely and thorough.

• The support received is first rate. No improvement is necessary to meet the SAFB needs.

• Can't think of any improvements. They are Outstanding!

• Response was immediate and the solution appropriate for the issue.

47

Access Compliment Comments

• It is good that a technician can access my computer from his/her workstation.

• Getting access to the customer "computer" from the central service and solving the problem by working with the customer.

• Techs were very friendly...I loved their ability to take control of my machine and solve problems.

• On-line handling of problems, where IT took control of my PC to address a machine or LAN problem, were very prompt and effective!

• With IT having the capability to resolve problems remotely by taking control of the PC while being on the phone with the person is an excellent service as there is minimal disruption.

48

Special Mention Comments• I have had excellent service from Caroyln and the rest of the staff.

• Jason and Benaiah have been very helpful in soving problems from the help desk.

• Jason and Benaiah are always very helpful and will to work through a problem until it is resolved

• There are some help Desk people who do such excellent service, that we will never be satisfied with anyone else -- Our office got exceptional service from Jon Sweeney and Jason Bassett, in particular –

• The help desk person Jason was very polite and professional when he helped me on removing one of virus from my machine. He responded my question very quick, and always asked my permission before he did anything. Very impressive! -Min

• Diane O'Neill has provided outstanding support to the Division of Public Safety and Division of Travel and Transportation over the past several year.

• Knowledgeable, competent help. Most importantly, Jon Sweeney followed up with me to be certain that things were working as expected. He was really on top of the matter and I truly appreciated his commitment to my case.

• Comments relate to the 2 people who worked in building 13, 2nd floor, Brian and Juan.

• cody needs to work on my desktop

49

Conditional Praise Comments

• Once I got a supervisor involved, my service went well.

• they are very prompt to your calls and basically very good, however I did receive several technicians that were not knowledgeable of some of NIH software packages. I understand that they are contractors so I try to be patient with them. Overall service

• Sometimes I have dealt with some very competent, tenacious, problem-solving people. Had a lot of confidence.

• When I finally reached them they fixed my problem immediately. My problem related to my e-mail. I had too many e-mail accounts because I worked on several installations and several institutes. They cleared that up for me.

• The next response to correct my computers problem which was found to be blocked had a fast response and correction time.

• eventually the problem was resolved

• For routine problems of PC applications

50

Conditional Praise Comments (cont.)

• 90% of the time, techs are competent, glad to help, and follow through.

• When IT support is on hand for computer web based problems and they are on site they always take care of all of our problems

• When.... the tech got to my computer in most cases, the problem was resolved.

• The Help Desk support was normally very quick to respond, and followed up to make sure everything was okay after they had resolved the problem.

• My problem was responded to quickly and in almost all cases resolved on the same day.

• Telephone etiquettes are usually professional, customer inter-face is very good- easy to talk to.

• Fairly quick response time

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Conditional Praise Comments (cont.)

• I have needed help 2X; although it took a few days to correct the prob. the ITers did it well + were patient w/me.

• problems were ultimately solved

• My computer went bust - it took some time, but a new one was provided.

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What needs to be improved?

• I called for help, you placed me in another list, that person who finally got to me 3 days later was of no value to me!!!!!!!!!!!!!!

• I had an unfortunate experience with IT 9-9-03 through 10-2-03.It took that long for IT contractors to connect my equipment to the network in order to print data and transfer files. The ridiculous delay has ramified in my lab to this day. Prior to this incident, I would have rated the service higher.

• when solving a problem many times cause other problems and some of the problems were not solved at all

• Some of my official email recipients do not receive my ordinary small attachments such as a Word, Excel, or a PDF document. I reported once last month, and reported again yesterday. I understand tickets have been issued at both times. however, no one helped

• Called help desk regarding lost ITAS password. They gave me a number but took so long to get back to me that I solved the problem myself

• The help needs to be faster. On one occasion, the technician who was helping me became very impatient and threatened to drop my case. I explained that I have a hearing problem and that I am doing my best though I'm not an expert with a PC. He was more

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What needs to be improved? (cont.)

• I sent an email question to the cit wireless web site. The reply told me to contact go-cit. The rep at cit seemed to have minimal knowledge, and said my question would be referred for a ticket number. One week later I received a call. By this time my

• two simple problems took too long to resolve

• A real person to answer the phone would be nice!

• i had to call 3 times on 3 different days to get a printer connected they would say someone will be their and know one called need to response quicker

• My new computer still doesn't work. It locks up. There have been about 4 visits. I don't have time to keep calling and making myself available for the technical call.

• Customer Service: complained to no satisfaction

• I think a faster response time with regards to IT problems would improve things.

• Reliable, consistent access to network drives is essential. They were down too many times.

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• After installing a new computer the IT person could not answer my questions about problems I had and could not find a solution

• If I'm not at my desk, I won't get the phone call to fix my issue. Leaving a message with a specific time for a call might help. Both the customer and IT person should do that.

• I should not have had to keep getting a supervisor involved.

• ORS IT personnel should understand that not all offices are the same. We don't all have the same requirements and not all solutions fit all people.

• You need to improve the problem solving that last.

• Sometimes the help desk personnel ask the same questions over and over, and they are extremely basic ones.

• Overall knowledge of staff. Commonly one staff member would have to consult with multiple people to get needed info.

• Responsiveness and timeliness of services for critical need areas.

• More accountability, less downtime

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• Expertise in providing support to customized applications - skills just are not there in ITB.

• when i have hardware problems the technician didn't seem competent enough to solve it we are still having the same problem with machine name DIRS_14C-105C ( off and on the computer while being used will begin to open any application the cursor lands on s

• the amount of time to get to the problem and a person that knows how to fix the problem.

• The Help Desk Support at this time is not true Help Desk . this is only a call center, you really do not get any help what so ever. The only thing you get is a Ticket # and Thank you for call the Help Desk .

• Sometimes, I get IT support personnel who really don't seem to want to put forth any effort on any of the simplest problems.

• Your response time on outside services calls needs to better. Setting up times of service to these buildings.

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• The first response back in August was poor. Then there was a staff change and a computer you had taken two months to convert to Windows 2000 was delivered back to me.

• E-mail messages from ITB Customer Service staff and Branch staff need to be written in "plain English" for non technical audience.

• There should be a Web site or something to get your CS phone number out and also a page to let our customers know what you do

• Getting things done without having to be reminded constantly and coming on time to do it.

• We delivered 6 new computers for configuring to IT and the process took more than a month. when we received the computers back they were not configured properly and we had to repeat the process again. I would like to see a process where we place our re

• Need to be able to speak to a person about a problem.

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• Continue to send e-mail to requestor when closing ticket to ensure the problem has been satisfactorily completed.

• Call help desk and it takes two to three weeks to get someone up here to look at our computer

• Helpdesk: Follow-up to check if problem was resolved was often lacking.

• There is a large disparity in the abilities and competence between those who work the help desk.

• Their response to problems is not always timely, especially early in the morning.

• Response time in calling back when there is a problem may it not be an emergency.

• Stop changing the phone number for the help desk so often.

• With respect to the transfer of files from an old PC to a new PC more attention needs to be paid to the problem of losing files. I could have saved files stored in the Directory of an application program but was not told to do so.

• Quicker response, and resolution of the outstanding issues.

• having you guys in an "undisclosed location" makes communication challenging -- often no names, and don't have faces to go with them either.

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• Need more mac repair people

• Too many pop-up ads are still getting through. If we are restricted from harmless websites such as "The Simpsons" why are all the pop-up ads still able to get through? It seems too much emphasis is put on controlling what we are trying to access but any

• When a virus strikes it delays other services.

• Need better response time, need to give and estimate time of arrival or feed back on status of network problems affecting the system.

• Often had to wait for lengthy periods on hold for someone to be available - more operators would be helpful.

• As a new contract employee, it was frustrating to have to repeatedly call the Help Desk to get my email and network access set up. There should be a standardized process by which one should be able to set up these vital work components without a week's w

• previous process for obtaining support was direct contact with ors support personnel. now, must first go thru another layer at cit which may slow down responsiveness.

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• web resources could be better. in particular, a list of what to do/who to contact/what you need to solve common problems (set up a new networked computer, deal w/ password problems, make an email alias) would help.

• Need off hour service (i.e., weekends, late nights

• Even though I received an email response almost immediately assigning the job, it was a number of days before someone showed up to resolve the problem. The response time was acceptable, but there is room for improvement.

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Consolidation and Layer Issue Comments

• the NIH consolidation of Helpdesk service has slowed down service response by several days.

• The CIT group has consolidated, but I feel they are in the field and at our disposal. I would like to see a bit more availability as in inquiries of how we are doing.

• Maintain the same level of service for this year too.

• There should not be so many IT internal layers before you have a tech come out to your location OFF-CAMPUS.

• Unfortunately, you can't improve what needs to be improved. The current CIT Help Desk situation is not working very well. Response time is slower, and they don't seem to understand how to resolve problems as well. I end up waiting until someone from IT

• Since the switch from ORS IT to NIH help desk, the length of time for problem response has been dramatically increased.

• The new system (CIT managed help desk) is terrible. It takes much longer to get a response

• When the technicians were attached or assigned to the VRP (VMR) the service was much quicker and more personnel.

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Other Comments

• I can't think of anything done particularly well. The network was down more than ever,

• I NEED A NEW COMPUTER.

• ORS should not have to Pay for NIH helpdesk and ORS helpdesk when all NIH helpdesk does is pass our message on to ORS helpdesk. Not a good use of government employee's time.

• What needs to be improved is one beyond our control -- ORS Help Desk be our main contact versus CIT

• Actually, Considering all of the ridiculous consolidating and contracting efforts by the agency, the employees I dealt with did what I needed when I needed it.

• It would have been nice to have on-site IT Support, but I understand that may not be cost effective. Although not having it can sometimes cost us one whole workday for the individual whose computer is down.

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Other Comments (cont.)

• When dispatched to off-campus locations it would be nice to get a call stating when the tech will arrive.

• There are too many custom applications for all IT support personnel to know. I have had a time when a staff member try to solved a problem and then realized he hadn't any knowledge of the database I was using.

• If we could have a computer person within our section would be a big help for us, because all of our work be do requires a computer, with out a computer production stops.

• help desk needs to be available before 7:00 am during the week

• What needs to be improved is one beyond our control -- ORS Help Desk be our main contact versus CIT

• Understaffed.

• my password should not have to changed so often.

fy03 ors performance management manage information technology team members:

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