Helpdesk Service presentation

Agenda

• Background• Service transition • Service evolution and improvement• Scope of service• Service scope extension• Service and team organization • Tools, processes and methodologies• Statistics• Project benefits for client• Summary

Background

Background

• CFT has designed and is currently providing Helpdesk service to Allianz Group in Poland – first and second line of support for commercial applications, back office applications and hardware

• Allianz is one of the leading integrated financial services providers in Poland and it serves over 2 million customers

• Helpdesk supports all companies from Allianz Group: Property and Casualty Insurance, Life Insurance, TFI (investments), PTE (pensions), Services, Direct (online insurance services), Global Corporate and Specialty, Allianz Bank

• Separate dedicated team (Service desk) were providing support for Allianz Bank applications.

Service transition

Service transition (1)

Formerly the Helpdesk service for Allianz was provided by a global service providing company. Allianz identified the following disadvantages of keeping the Helpdesk service with previous provider:

• Service instability and costs variations• Lack of service transparency• Insufficient service control by Allianz coordinators• Lack of process documentation and knowledge base• Insufficient coordination with internal Allianz IT support groups• Involvement of Helpdesk operators in projects of other clients• Lack of on-site support in key Allianz locations (Claims Processing

Centers)• Costs level

Allianz announced bid for the contract and invited 8 vendors including CFT

Service transition (2)CFT won the bid due to following reasons recognized by Allianz:• Proven ability of leading Helpdesk service

• Experience in creating and providing Helpdesk services for other clients• Creation of first line of Allianz Bank application support (Service desk)

• Cost effective service organization• Tailoring team size and organization to client needs• Design of communication channels and service providing modes• CFT offer modified substantial parts of requirements based on our best practices

• Processes’ transparency • IT governance (SLA, KPI and reports)• Scalability of services and costs • Open book cost model

• Service quality assurance • Constant improvement mechanisms (e.g. QA role)• Knowledge base creation and maintenance

• Service continuity assurance• Entry and exit transition plans• BCP and DRP

• High skills of dedicated CFT key employees

Service transition (3)

The main challenges of the project for CFT were:

• Lack of participation of former supplier during entry transition process

• Lack of documentation and procedures in place• Build the service• Recruitment and building of a team from scratch in several

different locations within the country• Project coordination between teams situated in several locations

throughout Poland• Shortened period of entry transition (recruitment, training,

certification and service delivery on production)

Service transition (4)Transition process for Helpdesk began after Due Diligence with recruitment through training and ended with successful service delivery on production

Jan ’10 • Due diligence and dedication of transition team• Service design and entry transition plan

Feb ’10 • Recruitment• Creation of training plan and certification process

Mar ’10

• Training sessions with Allianz administrators• Work in shadowing mode with Allianz support teams• Cross-training (CFT internal sessions)

Apr ’10 • Training and cross-training (continued)• Production work on first information channel – Helpdesk mailbox

Successful service transition in just 4 months !Production rollout on 1st of May 2010

Service evolution and improvement

Service evolution and improvement Due to previously mentioned transition problems and continual

service improvement, Helpdesk service has been evolving continuously after production rollout:

• Service catalogue refinement and additions (taking over new applications and tasks – extending scope of service; service categorization and proritization)

• Definition of measures and KPIs • Development of Helpdesk reporting (e.g. dashboard, daily and

weekly reports)• Creation of knowledge base (documenting of procedures and

working instructions in cooperation with Allianz administrators)

• Refinement of cooperation with Allianz support groups and external vendors (e.g. communication channels, escalation procedures)

• Further training and certification• Dealing with personel turnover (permanent recruitment and

candidates backup list)

Scope of service

Scope of service (1)• Providing thorough diagnosis, resolution or incident

transferring to 2nd and 3rd level Allianz support or external vendors in the following: • Active Directory and Exchange accounts management

(creation and blocking, rights and accesses, etc.)• MS Windows and back office applications • Hardware

• 1800 PCs• 700 Notebooks• 400 Terminals• 180 Smartphones• printers, scanners• IP phones

• Network (WAN and LAN)

Scope of service (2)• Support for Allianz production systems:

• First line of support for over 100 insurance and banking applications

• SQL reports design (for business analysts)

• Implementation of direct changes into Allianz databases (SQL data fixes)

• Managing and providing on-site interventions (only when remote support is not effective)

• Supporting Allianz divisions and agencies migrations and infrastructural changes (e.g. network provider change, equipment exchange)

• Mass moves

Scope of service (3)• Participation in various projects and services within

Allianz Group:• Backup Data Center (BCP and DRP plans)• Identity Management

• Insurance and Banking Centers

• Migrations of servers and systems (e.g. MS Exchange, data storage)

• Printing house management

• Allianz Bank reorganization (merge with another bank)

Service scope extension

Service scope extension• Following projects leading to Helpdesk service scope

extension are currently being implemented:• IT advanced support (Wintel administration)

• IT Asset Management

• Helpdesk and Service Desk consolidation

• Support for organizations cooperating with Allianz Group (mergers and acquisitions)

• Resources Access Management (servers, catalogues, files)

Service and team organization

Service and team organization (1)• CFT provides Helpdesk support for:

• 300 Allianz divisions and cooperating agencies spread throughout Poland

• over 9.000 active users (Allianz employees and cooperating agents)• over 100 Allianz production applications

• CFT implemented following service organization: • Resolving incidents remotely by default• Locating team members in five key locations throughout Poland,

including Allianz Claims Processing Centers (new CFT locations were created to cover client’s needs)

• Providing remote and on-site service from Monday to Saturday on morning and afternoon shifts

• Versatility of operators through internal cross-training• Providing users with replacement hardware in case of breakdowns• Using couriers to transport hardware to Helpdesk locations for repair

• Helpdesk team consists of 24 FTEs specialized in insurance,

banking and back office applications, network, operating systems and hardware

Team Leader

Operational Shift Leader Warszawa

HD Warszawa (5)

Operational Shift Leader Bydgoszcz

HD CPC Katowice (2)

HDBydgoszcz (9)

HD CPC Poznan (2)

HD CPC Gdansk (2)

HD Quality Assurance

Team Leader

Service and team organization (2)

Tools, processes and methodologies

Tools, processes and methodologies

CFT used following tools (proven on previous projects) during Helpdesk transition process:

• Use of dedicated key personnel• Training and certification processes

• Work with administrators in shadowing mode (combination of training and production work)

• Creation of knowledge base, thorough documentation process (currently 300 procedures on Allianz Helpdesk project)

• Project management methodologies and best practices in use (CMMI, ITIL, Prince2)

Statistics

Statistics (1)

• Helpdesk has 10.000 interactions per month (decreased from 12.500 comparing to previous provider)The coefficient of interactions per user is currently 1,1 per month

• Between 4.500 and 5.000 incidents per month are resolved by Helpdesk (comparing to 2.400 closed by former provider)The coefficient of incidents closed by Helpdesk per user is currently 0,5 per month

• High Helpdesk autonomy rate - 75% of incidents resolved by Helpdesk (comparing to 60% expected by Allianz) CFT Helpdesk took over some of administrators’ roles

Statistics (2)• Currently each Helpdesk operator resolves approximately

one incident per 12 minutes (comparing to 2 hours in previous provider)

• 50% of incoming incidents reported by phone are closed on first call

• Average incident queue decreased from 800 to 120 (comparing to previous provider). Stable state, less incidents in queue than closed daily by Helpdesk

• Number of incidents older than a month in queue decreased from 200 to 20 (comparing to previous provider)

• The remaining incidents are results of external factors (e.g. procurement and purchasing processes; lack of documentation for niche application; cooperation with external vendors)

Project benefits for client

Project benefits for clientAllianz identified following benefits of cooperation with CFT:• Service costs lowered by 40% with simultaneous:

• Increase in tickets resolved by Helpdesk by 150% • Increase in autonomy rate by 20%• Decrease in Helpdesk incident queue by 80%

• Service and processes transparency• Close control of service by Allianz coordinators and management• Excellent relationships with Allianz support teams (close cooperation

with Allianz administrators) • Creation of knowledge base by CFT (approved and stored by Allianz)

• Key personnel delegation by CFT (responsible for service design implementation e.g.: recruitment, training and certification, creation of knowledge base, current service management)

• High potential of the team enabling further development and increase in its scope of responsibilities (e.g. taking over administrators roles)

Summary

SummarySumming up the presentation, CFT

• is capable of implementing Helpdesk support within strict deadlines

• is able to build a service, recruit and train a professional team from a scratch in any location in a short period of time

• can provide Helpdesk service in various combinations (remotely, on-site; within clients’ premises or outside)

• has sufficient skills and experience from other projects to takeover a service without support from former provider

• ensures continual service improvement

• applies own proven and effective practices: training, certification, shadowing, knowledge base maintenance

• creates transparency of processes

• offers open book cost model and exit transition