shared services technology map
TRANSCRIPT
Proprietary and Confidential
Technology Map
1
Technology Map Deliverable
2
The Technology Map deliverable is a recommendation of enabling technologies currently
in use at UT Austin that can be leveraged to support all four functions of shared services.*
The objective is to determine if the technology currently in place is functionally capable of
supporting the organizational change at UT Austin, not to identify the newest, most
advanced enabling technologies that UT Austin could possibly purchase.
The Technology Map Deliverable includes a set of recommendations for the technologies
currently in use at UT Austin that could be used to support shared services
The Technology Map does not address core functional technologies (e.g. administrative
systems)
This deliverable is a Plan Phase work product. Information in the final shared
services recommendations may be different from what is in the deliverables, in
response to stakeholder feedback.
Section
• Executive Summary
• Technology Map Approach
• Required Shared Services Enabling Technologies
• Existing UT Austin Enabling Technologies Analyzed
• Findings and Recommendations
• Appendix
• Next Steps
Table of Contents
Pages
4
9
11
16
23
33
47
3
Enabling technologies are tools required to promote quality customer service through
automating processes, consolidated and disseminating information, and providing
analytics and reporting with and beyond the walls of the Shared Services Organization.
Enabling technologies currently in use at UT Austin are, with a few exceptions,
anticipated to meet the needs of the Shared Services Organization after tailored
configuration and integration, which will be formally documented in the design phase.
Executive Summary
4
Required Technology: Enabling Technologies are required to promote quality customer
service in the Shared Services Organization.
– Enabling technologies required for UT Austin shared services include tools for:
collaboration and knowledge management, operational reporting, web portal, call center
telephony, communication, case management, document imaging, and document
management.
Existing Technology: The existing enabling technologies analyzed in this document
were identified through interviews and demonstrations with 22 users across multiple
units at UT Austin.
Executive Summary
5
Findings: Current enabling technologies will need to be further configured and
integrated in order to meet the needs of the Shared Services Organization, but the only
new software requirements anticipated are administrative systems, portal, enterprise
level chat tool, and a call center telephony solution.
– Gap: Performance Reporting (anticipated to be filled for Human Resource (HR) / Finance
(Fin) / Procurement (Proc) with the new administrative systems)
– Gap: Portal (non-critical gap with easy workaround)
– Gap: Chat (Jabber chat tool has an insecure module)
– Gap: Call Center Telephony (expansion of T-Metrics would incur a significant
capital/conversion costs)
– The recommended document imaging & management tools are anticipated to meet the
specific needs of shared services but would likely not be suitable as a sole enterprise-
wide solution
– Detailed requirements for configuration and integration are to be developed during the
design phase
Next Steps: During the detailed design phase, the recommended existing technologies
should be further analyzed based on detailed requirements.
– If gaps are discovered, the use of external technologies should be considered. We
recommend that UT continue to put aside the same level of funding to support
configuration and unanticipated expenses discovered during the design phase. A case
management tool deep dive is also recommended.
ITHR
HR Service Center
HR Service Portfolio
Finance/Pro
Fin & Pro Service Center
Management Processes
Support Functions for Shared Services
IT Service Center
Finance & Procurement
Service Portfolio
Governance
Enabling Technologies Required for Shared Services
6
Enabling technologies will be required to support management processes and service
center operations across the Shared Services Organization’s operating model.Enabling Tech
Note: 1. Support Capabilities not already addressed elsewhere in the operating model
Support Capabilities based on ITIL1
IT Service Portfolio
Web Portal
Call Center Telephony, Communication (Chat, Email, Electronic Fax, Desktop Sharing)
Collaboration & Knowledge Management
Operational Reporting
Document Imaging & Management
Case Management
Interfaces with core functional technologies
Support Capabilities specific to the IT organization to be addressed in IT
functional area (e.g. service provisioning and IT-specific performance reporting)
Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university used for financial accounting, billing and reporting)
Functionality
Scalability
Cost
Based on information gathered during interviews and demonstrations, existing
technologies were scored against high-level criteria.
Analysis Methodology
7
Interviews Criteria1
Demonstrations
Shared Services
Leading
Practices
Four gaps were found: Performance reporting capability of the existing operational reporting tools
(anticipated to be filled by the new administrative systems), Portal, Chat, and Call Center
Telephony.
Identified Existing
Technologies
Evaluated Against
High-Level Criteria
Scored Existing
Technologies
Does not meet
needed
functionality
Is not scalable
Significant
cost
No gaps in
functionality
No scalability
constraints
No cost
Notes: 1. Evaluation criteria are provided in the Appendix.
General criteria- Applicable to all or
most technology types
Technology-specificcriteria−Collaboration Criteria−Knowledge Management
Criteria−Portal Criteria−Operational Reporting
Criteria−Communication Criteria−Case Management
Criteria−Document Imaging/
Management Criteria
ITHR
HR Service Portfolio
Finance/Pro
Support Functions for Shared Services
Finance & Procurement
Service Portfolio
Governance
Recommended Existing Enabling Technologies
8
Initial analysis finds that the following existing enabling technologies could be
leveraged to support the Shared Services Organization.Enabling Tech
Note: 1. Support Capabilities not already addressed elsewhere in the operating model
Support Capabilities based on ITIL1
IT Service Portfolio
HR Service CenterFin & Pro Service Center
Management Processes
IT Service Center
Web Portal
Call Center Telephony, Communication
Collaboration & Knowledge Management
Document Imaging & Management
Operational Reporting
Case ManagementFootprints
Call Center Telephony Chat E-Fax
WIkisAdobe Connect SharePoint
IQ/Cognos
Fujitsu Scanners Kofax
Portal
UTBox
Bomgar
askUS
Current Gap Existing Tech
Administrative System
Reporting
UT Imaging System
Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university will be used for financial accounting, billing and reporting)
Support Capabilities specific to the IT organization to be addressed in IT
functional area (e.g. service provisioning and IT-specific performance reporting)
Project Timeline
The Technology Map is a deliverable of the Shared Services Planning project Service
Delivery Model work stream.
FY2012-13 FY2013-14April May June July August September October November December January
PMO
CBO Assessment
Change Management Plan
Service Delivery Model
HR Future State Operating Model
Finance/Procurement Future State Operating
Model
IT Future State Operating Model
Revised Business Case
Draft
Shared
Services
Plan
Update Transform UT
website
Discuss with
stakeholder groups
Present to existing
forums (e.g. Town
Hall, FYI Session)
Roadshows to
colleges, schools and
units
Incorporate
feedback
and update
Shared
Services
Plan
Roll-out
update
Shared
Services
Plan to
Campus
Business
Productivity
Committee
Shared Services
Planning
Shared Services
Plan Campus
Dialogue
Shared Services
Implementation
Shared
Services
Operations
May-Dec. 2012 April-Sep. 2013 Sept.-Dec. 2013 1-4 years On-Going
9
Enabling technologies currently in use at UT Austin were identified and evaluated to
determine which technologies could support shared services, with a detailed
technology design to follow in the next phase.
Technology Map Approach
• Conduct interviews and
view demonstrations
with the owners and
operators of various
existing enabling
technologies to identify
the current technology
landscape
• Identification of existing
enabling technologies to
be evaluated
• Evaluate the viability of
current technology to
meet the high-level
functionality and
scalability needed to
support shared services
while minimizing cost
• Initial recommendations
of current technologies
that could be used to
enable shared services
Identify Existing
Technologies
Planning Phase Detailed Design
Evaluate
Existing
Technologies
• Design existing
technologies according
to detailed technology
requirements
• Recommend external
technologies to fill any
gaps discovered
• Final recommendations
of technologies to be
used to enable shared
services
Design
Technologies
Using Detailed
Requirements
This Phase Next Phases(2014+)
Implementation
Output Output Output
10
Enabling Technologies Required to Support Shared Services:
• Collaboration Tools allow shared services employees and customers to share and edit information or
documents
• Knowledge Management Tools store information for common and repeatable questions and allow it to
be accessible both internally and externally
• Operational Reporting Tools provide summarized and analyzed information related to the performance
of the shared service center
• Web Portals provide a single point of entry for shared services users to access information, self-service
tools, and other enabling technologies (e.g. case management)
• Call Center Telephony Tools manage and track the inflow of calls to the service center and within the
Shared Services Organization
• Communication Tools enable communication with shared services customers as well as between
employees
• Case Management Tools track and monitor queries and requests
• Document Imaging Tools enable conversion of inbound documents to a format which allows electronic
storage
• Document Management Tools allow documents to be electronically stored and referenced
Enabling technologies are tools required to promote quality customer service through
automating processes, consolidating and disseminating information, and providing
analytics and reporting within and beyond the walls the Shared Services Organization.
Summary: Required Shared Services Enabling Technologies
11
ITHR
HR Service Center
HR Service Portfolio
Finance/Pro
Fin & Pro Service Center
Management Processes
Support Functions for Shared Services
IT Service Center
Finance & Procurement
Service Portfolio
Governance
Enabling Technologies Required for Shared Services
12
Enabling technologies will be required to support management processes and service
center operations across the Shared Services Organization’s operating model.Enabling Tech
Note: 1. Support Capabilities not already addressed elsewhere in the operating model
Support Capabilities based on ITIL1
IT Service Portfolio
Web Portal
Call Center Telephony, Communication (Chat, Email, Electronic Fax, Desktop Sharing)
Collaboration & Knowledge Management
Operational Reporting
Document Imaging & Management
Case Management
Interfaces with core functional technologies
Support Capabilities specific to the IT organization to be addressed in IT
functional area (e.g. service provisioning and IT-specific performance reporting)
Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university will be used for financial accounting, billing and reporting)
Enabling Technologies – Supporting Management Processes
Collaboration &
Knowledge
Management Tools
Collaboration tools create a vehicle by which to share and edit information
and the production of documents. They enable multiple users to access and
update information (e.g., SharePoint or Wikis).
Knowledge Management tools store knowledge internal to the Shared
Services Organization in a central location, allowing managers and staff to
access and update as needed, and providing reference information to help
call center employees be more responsive and transaction processors to be
more productive. Knowledge management tools also serve as an external
knowledge base providing self-service capabilities to the customer (e.g. Self-
service knowledge).
Technology Purpose
Operational Reporting Tools
Operational Reporting tools are used by shared services to support
operations and agency reporting requests. Capabilities include interactive
dashboards, ad hoc queries, enterprise and financial reporting. Also, reporting
that is typically from the administrative system provides the ability for different
levels of the organization to measure performance using metrics such as Key
Performance Indicators (KPIs). Reporting enables self-service capabilities of
staff, drive metrics of day to day operations, and allow higher level KPIs to
drive quality management and strategic decisions at the executive level.
Reporting also establishes transparency of the services provided to
customers and executives. This area typically requires significant analysis
and design effort.
13
Enabling Technologies – Supporting the Service Center
Communication Tools
Technology Purpose
14
Web Portals
Web Portals are a single point of entry to users of the Shared Services
Organization, including employees, vendors, and customers. Portals provide
an aggregation of tools and information such as self-service for customers,
(e.g. change personal information, view pay check, reset password, request
and download software, request virtual server) knowledge, reporting, updates
on status of services, and buying for IT. Portals reduce manual intervention
from the service center as well as transaction processing times by allowing
customers to update key data and transactional information.
Communication tools include technologies such as email, electronic fax, chat,
and desktop sharing that facilitate communication between shared services
employees and customers.
Call Center Telephony
Call Center Telephony tools with functionality such as Integrated Voice
Response (IVR), Automatic Call Distribution (ACD) and call status reporting
allow the Shared Services Organization to maximize call management
productivity and customer service.
Enabling Technologies – Supporting the Service Center
Case Management
Tools
Case Management solutions provide a mechanism to log, track, monitor, and
manage activities and requests. They can provide insight into the efficiency
and effectiveness of the Shared Services Organization, help manage demand,
and ensure that critical issues are addressed in a timely manner by providing
the ability to prioritize activities and requests.
Technology Purpose
15
Document Imaging &
Document Management
Document Imaging technology enables the conversion of paper documents to
electronic formats early in the transaction cycle and facilitates the electronic
transfer of images for approval and/or archiving. Additional document imaging
functionality includes Optical Character Recognition (OCR), and integration of
images with administrative system applications which enables automated
processing. Documents imaged can also be received electronically (e.g. email,
electronic fax).
Document Management solutions allow documents to be securely stored,
indexed, and searched for based on metadata. The system may be set up to
integrate with an imaging solution and/or administrative system. As an enabling
technology within the Shared Service Organization, a document management
solution is used to enable the management of documents related to in-scope
functions and not to function as a complete centralized document management
service.
Summary: Existing UT Austin Enabling Technologies Analyzed
16
Existing Technologies Identified for Analysis:
Existing technologies were identified for analysis for all required shared services
enabling technology types.
Collaboration & Knowledge
Management Tools
Adobe Connect, SharePoint, askUS, Wikis, UTBox, WebSpace,
Austin Disk Services
Operational Reporting Tools IQ/Cognos, Batch Reporting, *DEFINE Report Writer, HRMS
Reporting, FileMaker Pro Database
Web Portals UT Direct
Call Center Telephony Tools T-Metrics
Communication Tools Email, Electronic Fax, Jabber (chat), Bomgar (remote desktop
support)
Case Management Tools Footprints, askUS, JIRA
Document Imaging Tools Fujitsu scanners, Toshiba scanners, Kofax
Document Management Tools UT Imaging System, Meridian
Existing Collaboration & Knowledge Management Tools
17
Technology Technologies
Currently in Use1
Description
Collaboration
& Knowledge
Management
Adobe Connect Web Conferencing uses Adobe Connect to enable faculty and staff to create and share
presentations and online training materials. It is used for desktop support, online learning,
and web conferencing. It is also currently used as video desktop support.
SharePoint SharePoint is a Microsoft product suite that provides the ability to create knowledge bases,
online surveys, discussion boards, and chats. Users can use SharePoint to produce,
organize, and distribute project information in a web site accessible by colleagues from
across the university and around the world. The application is Windows centric, allows
custom workflows, provides strong version control functionalities, and can be used for work
log tracking. Version control capability is a primary benefit as compared to Wikis.
askUS askUS is an Oracle-based external knowledge base which allows customers to search a
repository of over 1500 documents for answers to frequently asked questions regarding
university systems and processes. askUS is also integrated with a case management tool,
allowing customers to log a ticket if the issue needs further resolution.
Wikis Wikis are a type of web site that allows simple creation and editing of interlinked pages.
Users can edit and modify wikis in the browser rather than a separate HTML editor.
Currently used as file storage within ITS for all systems IT documents and for help desk
document storage. Mac compatibility/ usability are primary advantages vs. SharePoint.
UTBox UTBox cloud storage is a campus-wide service that allows faculty and staff at UT Austin to
use UTBox cloud-based file sharing for business use and for sharing both internal and
external to UT Austin. There are accessibility (ADA) issues with the Box web interface. File
size limited to 25GB.
WebSpace WebSpace allows university students, faculty, and staff to store copies of important
documents such as homework, class notes, and graphics, and access stored files from
anywhere using a Web browser. It allows for sharing external to UT Austin. It is considered
a legacy technology - UTBox is replacing WebSpace. File size limited to 1GB.
Austin Disk Services
(ADS)
Austin Disk Services, the largest file storage on campus, offer storage on central Windows
servers. It is Windows-based and includes file transfer work processes. The service is
limited to internal file sharing with the core use being interdepartmental file sharing.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,
Note: 1. List of current technologies not exhaustive
Existing Operational Reporting Tools
18
Technology Technologies
Currently in Use1
Description
Operational
Reporting
Information Quest
(IQ)/Cognos
The IQ data warehouse combines data from multiple campus systems, such as *DEFINE
and HRMS, allowing reports to be generated on university-wide data. Cognos is a web-
based tool that allows reports to be created from IQ data. The university has an enterprise
license for Cognos software. All Cognos 8 packages, reports, and cubes are available.
Access is restricted to the user’s subject area, and the data steward within each subject
area approves additional access.
Batch Reporting Batch reporting is available through FTP, Secure Report Systems, Webspace, and paper.
It requires a data analysts run queries in order to develop the needed report.
*DEFINE Report Writer Report Writer is a 20-year-old system in *DEFINE that allows users to generate “canned”
reports or select fields and run reports (often overnight). Report Writer is used for financial
operational reporting rather than institutional reporting.
HRMS Reporting HRMS has two web-based screens where users can produce reports by setting
parameters. HRMS reporting is used for HR operational reporting rather than institutional
reporting.
FileMaker Pro
Database
Many departments have their own FileMaker Pro Database which is used to analyze data
on own servers. Users analyze data in FileMaker or create a data dump and use
Excel/Access.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,
Note: 1. List of current technologies not exhaustive
Notes: Splunk was mentioned as a potential Reporting tool. Under further investigation, Splunk was categorized as a component of core IT infrastructure that supports the IT
organization. The functionality of Splunk, along with other potential enabling technologies specific to IT, will be examined as part of the other “Support Capabilities based on ITIL”
reflected in the overall operating model and/or in the L2 processes of the IT Functional Tower
Existing Web Portal Tools
19
Technology Technologies
Currently in Use1
Description
Web Portal UT Direct UT Direct is a university-wide portal available to UT Austin students, faculty, and staff. The
portal provides customizable information based on your EID. The portal provides
information, notifications, links to systems such as HRMS, and self-service functions such
as time reporting. UT Direct is an aging system for which there are attempts to phase it out.
It has limited ability for integration of applications. It is currently integrated with payroll and
HRMS, but is not integrated with case management. It is not an actual provisioning tool.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,
Note: 1. List of current technologies not exhaustive
Existing Call Center Telephony and Communication Tools
20
Technology Technologies
Currently in Use1
Description
Call Center
Telephony
T-Metrics T-Metrics provides Integrated Voice Response (IVR), Automatic Call Distribution (ACD) and
call status reporting capabilities. It is compatible with analogue telephony systems and
would require significant configuration to be integrated with VOIP.
Communication Email Austin Exchange Messaging Service (AEMS) provides Microsoft Exchange email services
to all UT Austin faculty and staff and is in the process of migration to Office 365. UTmail
provides Gmail email services to all UT Austin students and alumni.
Electronic Fax Fax services are available through various vendors across campus. Further analysis is
required to determine whether electronic faxing capabilities are available.
Jabber (Chat) Jabber is an open source chat tool used by ITS internally for technical support. This is not to
be confused with the Jabber tool owned by Cisco. Functionality includes instant messaging,
desktop sharing, and conferencing. ITS help desk used to take inquiries via web chat but
the service is currently unavailable due to one of the modules having a security concern.
Bomgar (Remote
Desktop)
Bombgar is a tool that allows IT service professionals to securely provide remote support to
computers and mobile devices. The enterprise level of Bombar has a support chat
functionality that is anticipated to be sufficiently secure and would support both internal chat
within a service desk and external chat with customers. Bomgar supports various mobile
and desktop platforms. The enterprise level software is not currently in use at UT Austin. An
upgrade would cost $30,0002.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/, Bomgar.com,
Note:
1. List of current technologies not exhaustive
2. Bomgar price quote for 1 ‘virtual appliance’ and 25 licenses.
Existing Case Management Tools
21
Technology Technologies
Currently in Use1
Description
Case
Management
Footprints Footprints is a case management tool that allows tickets to be tracked, escalated, or
reassigned and provides email notices and reporting functions.
• User Base: Footprints is being used across 17 different departments/schools, each with
their own workspace, and has 426 concurrent and fixed agent licenses
• Security: Footprints is currently configured to segment information based on roles
• Reporting: Footprints reporting is being used to drive performance management
• Integration with other technologies: Footprints is integrated with the UT Directory/EID
database
• User Interface: As currently configured by certain units (e.g. ITS), email notifications are
not easy to understand by the customer (includes non value add information). These
emails can be simplified (e.g. as configured by Liberal Arts)
askUS askUS is an Oracle-based external knowledge base which allows customers to search a
repository of over 1500 documents for answers to frequently asked questions regarding
university systems and processes. askUS is also integrated with a case management tool,
allowing customers to log a ticket if the issue needs further resolution. As the Knowledge
Base is the primary advantage, askUS is primarily considered for its knowledge
management function in the Shared Services Organization but was also considered here
for its potential as the primary case management tool for Shared Services.
• User Base: askUS is being used by CFO and University Operations for 20 total users
• Security: askUS is not currently configured to segment information based on roles
• Reporting: askUS reporting is not currently being used to drive performance
management
• Integration with other technologies: askUS is not fully integrated with the UT
Directory/EID database
JIRA JIRA is an issue tracking system deployed by ITS and several other departments on
campus that is well-suited for management of software development and similar projects.
The Office of Accounting uses JIRA to handle institution accounting questions or problems
submitted by authorized users. When issues are resolved, an email is automatically
generated.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,
Note: 1. List of current technologies not exhaustive
Existing Document Imaging and Management Tools
22
Technology Technologies
Currently in Use1
Description
Document
Imaging
Fujitsu and Toshiba
scanners
Two new Fujitsu scanners are used by FIS for back end production imaging. Older
Toshiba scanners are used by HRS for back end production imaging.
Document
Imaging
Kofax Kofax is the document imaging system used by SIS, FIS, and HRS (all using different
versions). Metadata is consistent across financial records. Viewing is limited to
creator/approver though workarounds exist. There is an effort to include requirements for a
document imaging system that allows inputs from multiple sources in all formats in the
RFP for the next phase of the administrative system.
Document
Management
UT Imaging System
(Repository)
‘UT Imaging System’ is the document repository, which only accepts TIFF files, used by
SIS, FIS, and HRS. Not to be confused with the ‘Document Repository’, a core technology
used by ITS to store inputted electronic forms. Additionally, an ‘Operations Repository’ is
used by Operations departments.
Document
Management
Meridian Meridian is a document management system that can manage engineering documents
and blueprints currently in use by 6 departments in Operations.
Source: UT Austin Enabling Technologies Interviews May-June 2013, ITS website http://www.utexas.edu/its/,
Note:
1. List of current technologies not exhaustive
2. In addition to UT Austin repositories, the is leveraging ‘Apply Texas’, a UT System-wide repository for general applications
Document Type: Electronic Physical
Repository Name: Document Repository UT Imaging System Operations Repository
Managed By: ITS- Sunil Narvekar SIS – Shan EvansOperations – Nicole Hollon,
Windy Hardaway
Used By:59 applications with 2.9 million
documentsSIS FIS HRS 6 departments in Operations
Inputting Method: Electronic forms Kofax Kofax Kofax Meridian
Hardware: None Fujitsu Toshiba Multi-function copy machine
Document Retention:Records Management manages UT Austin’s document retention policy across the university, however
there is a lack of enforcement due to the decentralized nature of document imaging
Summary: Findings and Recommendations
23
Current enabling technologies will need to be further configured and integrated in order
to meet the needs of the Shared Services Organization, but the only new software
requirements anticipated are administrative system, a portal, chat, and call center
telephony solution.
Findings:
• Enabling technologies currently in use at UT Austin largely meet the high-level functionality, scalability, and cost criteria likely to be required by the Shared Services Organization
• Four gaps were found: Performance reporting capability of the existing reporting tools (anticipated to be filled for HR/Fin/Proc with the new administrative system), Portal (non-critical gap with easy workaround), Chat (Jabber chat tool has an insecure module), and Call Center Telephony (expansion of T-Metrics to support shared services would require significant capital/conversion expenditure)
• Existing technologies will have to be further configured to serve and integrate with the shared services organization based on detailed requirements to be developed in the detailed design phase
Recommended Existing Technologies:
Collaboration & Knowledge
Management Tools
Adobe Connect, SharePoint, askUS, Wikis, UTBox
Operational Reporting Tools IQ/Cognos
Web Portals UT Direct
Call Center Telephony Tools
Communication Tools Email, Electronic Fax, Bomgar
Case Management Tools Footprints
Document Imaging Tools Fujitsu scanners, Kofax
Document Management Tools UT Imaging System
ITHR
HR Service Portfolio
Finance/Pro
Support Functions for Shared Services
Finance & Procurement
Service Portfolio
Governance
Recommended Existing Enabling Technologies
24
Initial analysis finds that the following existing enabling technologies could be
leveraged to support the Shared Services Organization.Enabling Tech
Note: 1. Support Capabilities not already addressed elsewhere in the operating model
Support Capabilities based on ITIL1
IT Service Portfolio
HR Service CenterFin & Pro Service Center
Management Processes
IT Service Center
Web Portal
Call Center Telephony, Communication
Collaboration & Knowledge Management
Document Imaging & Management
Operational Reporting
Case ManagementFootprints
Call Center Telephony Chat E-Fax
WIkisAdobe Connect SharePoint
IQ/Cognos
Fujitsu Scanners Kofax
Portal
UTBox
Bomgar
askUS
Current Gap Existing Tech
Administrative System
Reporting
UT Imaging System
Shared services support functions will use enterprise-wide technologies (e.g. financial management tools that are in use across the university will be used for financial accounting, billing and reporting)
Support Capabilities specific to the IT organization to be addressed in IT
functional area (e.g. service provisioning and IT-specific performance reporting)
Evaluation of recommended existing technologies indicates collaboration and knowledge
management tools currently in use at UT Austin could support shared services.
Evaluation of Existing Collaboration & Knowledge
Management Technologies
25
Technology Functionality Scalability Cost Comments
Adobe Connect
(Collaboration)
• Recommended for web conferencing
• Video support should be done under the chat tool
SharePoint
(Collaboration,
Knowledge Mgmt.)
• Recommended as for document production and
sharing due to its better version control capability
• Branded URL will incur higher cost and requires
more lead time to be set up
askUS
(Knowledge Mgmt.)
• Recommended as external knowledge
management tool with referral links to the
recommended case management tool, Footprints
Wikis
(Collaboration,
Knowledge Mgmt.)
• Recommended for internal knowledge production
as it is faster to update and more compatible with
Mac than SharePoint
• Clear delineation between the role of Wikis and
SharePoint is required
UTBox
(Collaboration)
• Recommended for file sharing as it is available for
both internal and external use and has larger
capacity than WebSpace
• There are accessibility (ADA) issues with the Box
web interface
WebSpace
(Collaboration)
• Not recommended for file sharing as it has a more
limited capacity than UTBox and use is decreasing
as use of UTBox is increasing
Austin Disk
Services
(Collaboration)
• User base is limited due to specificity of its
functionality and is only for internal use
Recommended
Evaluation of recommended existing technologies indicates operational reporting tools
currently in use at UT Austin could support shared services although a gap in
functionality exists.
.
26
Technology Functionality Scalability Cost Comments
IQ/Cognos
(Operational
Reporting)
Gap
• Recommended for use for operational reporting
• When a new subject area (such as the Shared
Services Organization) is added, resources are
needed from the subject area to aid in developing
data structures and reporting needs
• Gap in IQ is a capability for performance reporting
(performance against KPIs, etc.) which is expected
to be provided by the administrative system
• IT-specific performance reporting requirements will
be addressed in the IT functional area documents
Batch Reporting
(Operational
Reporting)
• Not recommended for use in Shared Services
because report creation requires a significant
higher effort and wait time than report creation
through IQ/Cognos
*DEFINE Report
Writer
(Operational
Reporting)
• Not recommended for use. Administrative systems
replacement is pending
HRMS Reporting
(Operational
Reporting)
• Not recommended for use. Administrative systems
replacement is pending
FileMaker Pro
Database
(Operational
Reporting)
• Not recommended for use as it is primarily used at
the department rather than the institutional level, is
not integrated with source systems, and does not
provide real-time reporting
Evaluation of Existing Operational Reporting Technologies
Recommended
Evaluation of recommended existing technologies indicates a gap in functionality
exists with web portal tools currently in use at UT Austin.
Evaluation of Existing Web Portal Technologies
27
Technology Functionality Scalability Cost Comments
UT Direct
(Portal) Gap
• UT Direct is an aging system with limited ability for
integration of applications. It is currently integrated
with payroll and HRMS but is not integrated with
case management
• This is a non-urgent gap, as the workaround is to
create “link farm” pages for non-integrated
applications
• Portal page(s) should be developed to support
shared service
Recommended
Evaluation of recommended existing technologies indicates call center telephony tools
currently in use at UT Austin could support shared services.
Evaluation of Existing Call Center Telephony Technologies
28
Technology Functionality Scalability Cost Comments
T-Metrics
(Call Center
Telephony)Gap
• Not recommended as call center telephony
solution due to the significant capital cost of
expansion of T-Metrics for use in shared services,
as well as significant conversion expenditure
required to allow integration with VOIP as current
T-Metrics system is compatible with analogue
telephony systems
• Internet2, a call center telephony solution not
currently available at UT Austin, should be further
evaluated for possible better scalability and lower
cost
• Further information on Internet 2 is noted in the
appendix
Recommended
Evaluation of recommended existing technologies indicates communication tools
currently in use at UT Austin could support shared services.
Evaluation of Existing Communication Technologies
29
Technology Functionality Scalability Cost Comments
(Communication)
• Recommended for email communication
• Incoming and outgoing email communications
need to be compatible with various formats, e.g.,
Microsoft Exchange email and UT Mail (Gmail)
Electronic Fax
(Communication)• Recommended for e-faxing
Jabber
(Communication-
Chat) Gap
• Not recommended for chat support due to a
security concern with one module
• Also has lack of vendor support, and manual user
entry
Bomgar
(Communication-
Remote Desktop)
• Recommended for continued remote desktop
support
• Cost does not reflect a potential upgrade to the
enterprise version of Bomgar in the case that
Bomgar would be selected as the chat tool for
shared services. Licenses hold significant cost
($30,000 per 25 licenses)
Recommended
Case management tools currently in use at UT Austin could support shared services,
but a deeper dive into Footprints vs. ServiceNow is suggested.
Evaluation of Existing Case Management Technologies
30
Technology Functionality Scalability Cost Comments
Footprints
(Case
Management)
• Recommended for consideration as case
management tool as it has robust case
management functionality, is integrated with
customer data (UT EID/ TED) and is currently in
widespread use across 17 units
• Footprints will likely require significant
configuration in order to become a user and
customer friendly tool (e.g., email notifications, user
interfaces, reporting)
• Issue categorization should be customer centric,
(e.g., not based on zero-based budget)
• Chat tool should be integrated with case
management to provide additional channel
• Functionality not currently in use could be further
investigated during the design phase
askUS
(Case
Management)
• Not recommended for use as a case management
tool as it is not as fully integrated with customer
data (TED) as Footprints, it is not currently
configured to segment information based on
function/roles, is not currently being robustly used
for performance management reporting, and has a
lower user base than Footprints
• Functionality not currently in use could be further
investigated during the design phase
JIRA
(Case
Management)
• Not recommended for use as a customer-facing
case management tool as it is better suited to
project-based issue tracking and is used to
manage software development and similar
projects. It is not currently a customer-facing
ticketing system.
Recommended
Evaluation of recommended existing technologies indicates document imaging tools
currently in use at UT Austin could support shared services.
31
Technology Functionality Scalability Cost Comments
Fujitsu Scanners
(Document
Imaging)
• Recommended as hardware for document imaging
• Current scanners are new or young
Toshiba Scanners
(Document
Imaging)
• Not recommended as hardware is older than
Fujitsu scanners
Kofax
(Document
Imaging)
• Recommended for document imaging to support
in-scope Finance/Procurement, HR, and IT
functions. Further analysis is required to determine
if the system could be used to centrally support all
imaging across the university
• There is an effort to include requirements for a
document imaging system that allows inputs from
multiple sources in all formats in the RFP for the
next phase of the administrative system
• Record retention code should be associated to
documents to simplify document retention
• There should be a uniform set of metadata by
business function across the university
• Security should be configurable by function, role,
or department
Evaluation of Existing Document Imaging Technologies
Recommended
Evaluation of recommended existing technologies indicates document management
tools currently in use at UT Austin could support shared services.
32
Technology Functionality Scalability Cost Comments
UT Imaging
System (Document
Management)
• The ‘UT Imaging System’ repository only accepts
TIFF files
• Recommended for document management to
support in-scope Finance/Procurement, HR, and IT
functions, assuming all incoming files are able to
be easily and optimally stored TIFF format. Further
analysis is required to determine if the system
could be used to centrally support document
management across the university
Meridian
(Document
Management)
• Not recommended as Meridian is not currently
used by FIS or HRS
• Meridian has functionality to process engineering
documents and blueprints, however this advanced
functionality would not be required to support in-
scope Finance/Procurement, HR, and IT functions
Evaluation of Existing Document Management Technologies
Recommended
The following criteria were used in scoring the viability of existing technologies at a
high-level and should be used as a basis to develop more detailed requirements to
further evaluate these existing technologies.
General Criteria For Enabling Technologies
33
Criteria Description
Workflow1Technologies should have a basic level of workflow to allow incidents, documents, calls and other
items to be routed based on business rules or manual intervention.
SecurityTechnologies should support role-based security and the need for segregation of duty. All
technologies need to comply with the information security standards and policies at UT Austin.
Reporting & Analytics2Technologies should be able to provide reporting and analytics features to enable service
management tracking.
Forms3 Technologies should support the use of web-intake forms.
IntegrationTechnologies should integrate with other key technologies used for the service delivery and
management (e.g. Administrative System, Service Monitoring).
User InterfaceTechnologies should have an easy user interface that allows quick navigations within and among
the tools for both shared services operators and consumers of the service.
User Base Technologies need to be able to scale so that UT Austin as a whole can be efficiently supported.
Cost to Serve The cost to serve should be minimized while ensuring the needed functionality is provided.
Notes:
1. Workflow not applicable for collaboration, portal, and reporting tools
2. Reporting & Analytics not applicable for collaboration tools
3. Forms not applicable for communication, collaboration, knowledge management, and portal tools
The following additional criteria were used in scoring the viability of existing
collaboration, knowledge management, and portal technologies at a high-level and
should be used as a basis to develop more detailed requirements to further evaluate.
34
Criteria Description
Knowledge
Management Version
Control
Knowledge management should have version control capabilities to track updates and progress.
Knowledge
Management Search
Knowledge management should have key word search abilities allowing for content to be easily
retrieved.
External Knowledge
BaseKnowledge management should provide an external knowledge base with search capabilities.
Portal and Knowledge
Management
Integration
Knowledge management tool should be integrated with the portal allowing content and information
to be managed in one tool.
Portal ‘Bulletin Board’ Portal should have a ‘bulletin board’ feature that allows updates and key messages to be posted.
Portal Dynamic
ContentPortal content should be dynamic based on the user’s role.
Portal Interfaces with
Core Technologies
and other Enabling
Technologies
Portal should integrate self-service functions (e.g. change personal information, view pay check,
reset password, request and download software, request virtual server), case management tools
(e.g. log ticket, view ticket status), and other core technologies (e.g. initiate transactions, view work
lists).
Collaboration/ Knowledge Management/ Portal Criteria
The following additional criteria were used in scoring the viability of existing
operational reporting technologies at a high-level and should be used as a basis to
develop more detailed requirements to further evaluate.
Operational Reporting Criteria
35
Criteria Description
Real-Time Reporting Reporting technology should support real-time reporting and analytics.
Multiple Source
Systems
Reporting tools should have the ability to combine data from the case management tool, call center
telephony system and the administrative system solution to provide full end-to-end reporting.
Historical Data Reporting technology should provide the ability to track historic trends and performance.
The following additional criteria were used in scoring the viability of existing
communication technologies at a high-level and should be used as a basis to develop
more detailed requirements to further evaluate.
Call Center Telephony Criteria
36
Criteria Description
IVR
Call Center Telephony tool should have Interactive Voice Response (IVR) functionality – ‘phone tree’
of touch tone options. IVR must be programed to provide superior customer service, best
accommodate the business processes and optimize call agent productivity.
ACD
Call Center Telephony tool should have Automatic Call Distribution (ACD) functionality - ability to
manage and route calls appropriately (based on the call type flagged by the IVR) and manage the
distribution of calls across agent queues based on current volumes and call taker status.
Transfers Call Center Telephony tool should support the ability to complete both warm and cold transfers.
Status UpdateCall Center Telephony tool should provide customer service specialists and supervisors the ability to
place themselves in different statuses (e.g. unavailable) to drive call to next available agent.
The following additional criteria were used in scoring the viability of existing
communication technologies at a high-level and should be used as a basis to develop
more detailed requirements to further evaluate.
Communication Criteria
37
Criteria Description
Email Notification
Format
Incoming and outgoing Email communications need to be compatible with various formats,
especially in relation to the case management tool.
Electronic Fax Fax tools should allows customers to submit documents electronically.
Chat Customer
Support
Chat technologies should allow Call Center representatives to provide support to end users by
online chat, video, and remote desktop capture.
The following additional criteria were used in scoring the viability of existing case
management technologies at a high-level and should be used as a basis to develop
more detailed requirements to further evaluate.
Case Management Criteria
38
Criteria Description
Inquiry Tracking
Case management tool should allow inquiries and requests to be tracked and monitored; incidents
are logged, acted upon, escalated when appropriate, and closed upon customer
agreement/resolution. Customers should be able to view the status of their inquiry.
Workload
Management
Case management tool should allow supervisors/managers to view case workload and open cases
and have ability to reassign cases as necessary
AttachmentsCase management tool should allow attachments to individual cases including Microsoft Office
documents, emails and images
EscalationCase management tool should flag aging tickets for management attention or to be reassigned to
other service providers.
Email IntegrationCase management tools should have the ability to send notifications, including notifications to
requester and high-priority tickets to management.
Integration with
Customer Data
Case management tools should be integrated with basic customer data with periodic or real-time
updates to ensure data consistency and availability.
The following additional criteria were used in scoring the viability of existing document
imaging and document management technologies at a high-level and should be used
as a basis to develop more detailed requirements to further evaluate.
Document Imaging/Management Criteria
39
Criteria Description
Scanning CapacityDocument imaging solution should be able to scan sufficient pages of incoming documents per
minute to meet the Shared Services Organization’s needs.
Document Size
AllowanceDocument imaging solution should be able to accommodate different document sizes.
Customized
Metadata
Document management solution should allow for different metadata to be recorded for different
types of documents (e.g. invoice documents will record vendor id, receipt date and department while
a child’s birth certificate will record employee id and relationship).
Integration with
Inputting
Technologies
Document management solution should allow documents to be ‘inputted’ from different sources
(document imaging technology, fax, email attachments, case management tool, self service portal
etc.).
Archiving Document management solution should have an archival system to store historic documents.
Storage Capacity
Document management should have the performance criteria to store sufficient documents to meet
the Shared Services Organization’s needs in the active database and allow for a reasonable
retrieval times.
Multiple Documents
per Document TypeDocument management should allow multiple documents to be stored for a given document type.
Record RetentionDocument management should have the ability to effectively manage the aging of documents,
including disposal based on the university’s record retention policy.
Potential New Enabling Technologies (1 of 2)
40
Technology Technologies
Not Currently
in Use
Description Advantages Disadvantages
Call Center
Telephony
Internet2 Internet2 offers cloud-based
hosted PBX service that
includes unified
communications, call center,
and other services. The
technology is not currently
used at UT Austin but should
be further investigated due to
potential advantages when
compared to T-Metrics
• Cost: cost to implement
Internet2 is lower than T-
Metrics as implementing T-
Metrics incurs a significant
capital cost
• Scalability: Internet2 has
the potential to be
expanded more quickly
and on a larger scale than
T-Metrics
• User Base: Internet2 is not
currently in use at UT
Austin
• Early Adoption Stage:
Internet2 is in early
adoption stages with
availability to all eligible
campuses in spring 2013.
Early adopters include
Texas A&M University,
Tulane University, and
University of Maryland,
Baltimore County
Operational
Reporting
Performance
Tracking and
Reporting
Tracking of performance
against a particular set of
KPIs or SLAs is typically a
function of the administrative
system. If Shared Services is
implemented in lockstep with
the administrative system
solution, there will be no
reporting gap for Shared
Services
• Unknown until the
administrative system and
reporting requirements are
determined
• Unknown until the
administrative system and
reporting requirements are
determined
Source: UT Austin Enabling Technologies Interviews May-June 2013, http://www.internet2.edu/netplus/sip/,
Potential New Enabling Technologies (2 of 2)
41
Technology Technologies
Not Currently
in Use
Description Advantages Disadvantages
Case
Management
ServiceNow ServiceNow offers cloud
based case management
software built on the IT
Infrastructure Library (ITIL)
framework . ServiceNow
integrates knowledge
management, case
management, chat, reporting,
self-service, and portal
functionalities in one tool.
Higher education institutions
currently using ServiceNow
include the University of
Michigan, New York
University, Ohio State and
Columbia. New York
University and Columbia
previously used BMC
Remedy before converting to
ServiceNow.
• One Tool, Many Functions:
ServiceNow combines the
functionality currently found at
UT Austin across Footprints,
askUS, Jabber and possibly
UT Direct portal into one tool
• User Interface: ServiceNow is
highly configurable , providing
an easy to use interface to the
customer while providing a
flexible and customizable
home page to the service
center employee
• Mobile Access: ServiceNow is
accessible from mobile
devices
• Security: ServiceNow allows
inquiries to be routed and
segmented based on
function/roles
• Reporting: ServiceNow
provides comprehensive and
easy to use out of the box and
ad-hoc reporting
• Configuration Effort:
ServiceNow is highly and
easily configurable within a
short timeframe
• User Base:
ServiceNow is not
currently in use at UT
Austin
• Cost: Implementing
ServiceNow would
incur higher costs than
Footprints due to
ongoing licensing
costs, implementation
costs, and training
costs
Source: UT Austin Enabling Technologies Interviews May-June 2013, http://www.servicenow.com/service-desk.do
Evaluation of Potential New Enabling Technologies
42
Potential new technologies were evaluated against the same criteria as existing
technologies to determine their viability to be used at UT Austin to support shared
services.
Technology Functionality Scalability Cost Comments
Internet2
(Call Center
Telephony)
• Cost to implement Internet2 is lower than T-Metrics
as implementing T-Metrics incurs a significant
capital and conversion cost
• Quote for Internet2 is outstanding with the
Telephony Team
• Internet2 has the potential to be expanded more
quickly and on a larger scale than T-Metrics
ServiceNow
(Case
Management)
• Implementing ServiceNow would incur higher
costs than Footprints due to ongoing licensing
costs, implementation costs, and training costs
• Cost to implement ServiceNow across 450+ users
within 17-18 departments, including change
management and project management, is broadly
estimated to otal $2.8M- $3,2M, not including
ServiceNow licensing fees1
Notes:
1. This is an estimated cost that is subject to change based on detailed design factors.
Recommended
43
The operating model describes the capabilities of the Shared Services Organization.
Operating Model Principles
The operating model is:
It is a map of capabilities of the Shared Services
Organization. It describes functions that are
performed within Shared Services to either
deliver services or support the delivery of the
services.
The operating model was developed according to the following principles:
• Consistent:
The operating model describes a set of capabilities required for all functions that can also be shared at a
high level across IT, HR, Finance, and Procurement.
• Widely Applicable:
Mirror capabilities across functions make the operating model applicable to a wide variety of
implementation phasing plans as well as a variety of organizational decisions, e.g. the operating model
would be applicable regardless of if there end up being one, two, or three Shared Services Organizations.
• Customizable:
While each functional area (IT, HR, Finance, and Procurement) shares high-level capabilities, they also
have the flexibility to customize the implementation of each capability as per their specific functional
needs. For example, IT requires a “configuration management” capability within its service center, while
the other functions do not.
The operating model is not:
It is not an organizational design, does not
describe the division of responsibility amongst
teams or departments, and is not indicative of
job positions that would eventually be
recommended.
Governance Capabilities
Management Processes
Delivery of Services
The colors within the operating model represent certain capabilities required for a high-
performing shared service center.
UT Austin Shared Service Operating Model
Blue
UT Orange
Green
GoldSupport Functions for
Shared Services
44
IT Operating Model
Support Capabilities based on ITIL1
HR Model
HR Service Center
HR Service Portfolio
Finance/Pro Model
UT Austin Shared Services Operating Model
Fin & Pro Service Center
Management Processes
Support Functions for Shared Services
Governance
Functional / TechnicalStrategic Operational
Document Imaging
Relationship
Management
Service Center
ManagementQuality Management
Knowledge
Management
HR2 Procurement2Finance2 Facilities
Management
Supplier
ManagementCommunicationsTrainingIT Support2
IT Service Center
Self-Service
Service Desk
Finance & Procurement
Service Portfolio
IT Service Portfolio
General Acctg. & Reporting
Accounts Payable
Travel & Entertainment
Budgeting
Fixed Asset Inventory
AR and Collections
Recruitment
Employee Administration
Payroll
Employee Services
Requisition to Order
HR Info Systems
Infrastructure
Application and Info3 End User Computing
Collaboration3
Note: 1 Support Capabilities not already addressed elsewhere in the operating model 2 Support to all parts of the shared services organization provided by each functional service portfolio 3 Not in scope of analysis for Shared Services Planning Project
45
Network
Data Center
Data Storage
Virtual Compute
Platform
Research
Academic
Admin
Voice
Productivity
Video
End User Services
• Governance: refers to the processes and procedures for setting Shared Services policy, strategic
direction or settling issues for the Shared Services Organization or between the Shared Services
Organization and departments/schools
• Management Processes: facilitates the successful operation of a long-lasting, high performing, service-
oriented operation. Enables both operational and individual performance to be measured consistently
across all functions and provides a mechanism for continuous improvement
• Customer Service Center: comprises the capability to respond to customer inquiries through various
channels. It also includes the strategy to ensure customer inquiries are being managed in the highest
quality and most effective and efficient manner possible
• Finance/Procurement Functional Tower: capability to process transactions across General Accounting
& Reporting, Accounts Payable, Travel & Entertainment, Budgeting, Fixed Asset Accounting, Accounts
Receivable and Collections, and Requisition to Order on behalf of UT departments/ schools
• HR Functional Tower: capability to process transactions across Recruitment & Deployment, Employee
Administration, Payroll, Time Administration, Training Administration, Compensation Administration,
Leave Transactions, and Benefits & Pension Administration on behalf of UT departments/schools
• IT Functional Tower: capability to provide End User Support, Application Maintenance, Application
Development, Infrastructure Maintenance, and Infrastructure Development services to UT
departments/schools
• Support Functions for Shared Services: operational activities necessary to ensure the smooth
functioning of Shared Services
46
Organization Design Component Definitions
During the detailed design phase, the recommended existing technologies should be
further analyzed based on detailed requirements.
Next Steps
47
Next Steps:
• Develop detailed enabling technology requirements
• Analyze recommended existing technologies based on detailed requirements
• Do a deeper dive on the case management tools Footprints and ServiceNow to determine if
there is a case for moving to ServiceNow
• Investigate software solutions to fill the identified gaps of Chat, Portal, Call-center
Telephony, and any requirements in Performance Reporting not covered by the
administrative system
• Consider the use of external technologies if any additional gaps are discovered