1. Jack Schmidt Fermilab NLIT 2010

2.  The 1 st Year  Staffing Issues  Internal Tool Audit  Problem Management  Change management  Process Improvements  Lessons Learned

3. Go Live (Apr 09) NLIT (May 10) 3 Months9 Months6 Months Staffing Issues Internal Tool Audit Problem Management Change Management Process Improvement

4. Service Desk Manager User Support Accounts Hardware Maintenance Tool Support

5.  Service Desk Manager (Junior Manager)  Oversee Daily Ticket Load  Metric Reports  Customer Follow up  User Follow up

6.  User Support( 3 Staff + 1 On Loan Desktop Support)  Phone/Email/Tool Incidents  Off Hours Support  Hardware Tickets (1 Staff)  Account Management (1 Staff)

7.  Tool Support  Remedy Application Admin  Home Grown System Care and Feeding

8. Incident Manager User SupportTool SupportAccounts Hardware Maintenance Incident Coordinator Service Desk Manager

9.  Incident Manager  Temporarily Senior Manager (opening)  Critical Incident Manager  Problem Mgmt Interface  CAB Participant  Operations Metrics  Communications

10.  Incident Coordinator  Backup to Incident Manager  Technical Lead during Critical Incidents  Phone Switch Management  Desktop Support Interface  Standard Notifications  Off Hours Support

11.  Service Desk Manager (Contractor)  Oversee Daily Ticket Load  Metric Reports  Customer Follow up  User Follow Up  Service Provider Interface  Off Hours Support

12.  User Support (3 Contractors)  Phone/Email/Tool Incidents  Windows Desktop/Laptop Builds  Resolve Desktop Tickets (remote control)  Assist with Hardware tickets  Account Management  Knowledgebase Articles  Off Hours Support

13.  Tool Support  Remedy Developer & Remedy Application Admin  Interface External Systems  Upgrades  Constant “Tweaks”  ISO20K Project Support  Tool Training

14.  Accounts  1.5 Support  Create/Maintain onsite and offsite accounts

15.  Hardware Maintenance  Manager  Oversee Hardware Requests  Interact/Follow-up with vendors  Manage Hardware Contracts  Vendor Relationships

16.  Tool and Process Frustration  Internal audit by CD staff  Findings regarding tool and service desk Findings

17.  Link “random” incidents  Reduce incidents by resolving problems  Monitor queues during initiatives/rollouts  Note: Not everyone understands the need for Problem Management!

18.  Increase communication with Service Desk  Incident Manager participates on CAB

19.  Account Provisioning  Simplify! Automate!  Consolidate hardware requests  Building knowledge base  Review top ticket categories  Work with group leaders

20.  Remote Control (Bomgar)  Consolidate web forms  Self Service  Tool more complex than expected  Automate forms and top requests

21.  Communications is Essential  Focus group of key customers and users  Interface with Public Affairs office  Twitter: http://twitter.com/FNALServiceDesk  Satisfaction Surveys  Tip of the Week  Tool usage Tool usage  Customer interactions Customer interactions  Underestimated the impact of change  Complex tool and responsibilities with no “quick wins” for support staff  Changing the way people work

22.  Breakdown Silos  Service Providers: We are all part of the Service Desk  The needs and issues of the users are different then the needs and issues of the service providers  Face time

23.  Its important to have the right people  Good feedback on interactions with users  Service Desk staff meetings are important  Review policies and procedures  Discuss possible patterns in current tickets

25.  Phone Switch  Daily Operations meeting  Improve Paging Support  Understanding “What Is a Critical Incident?”